Browsing by Author "Libarian, Christapor"

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    Human Resource Playing Strategic & Business Partner Roles in the Lebanese Banking Industry
    (2008) Libarian, Christapor
    The Human Resource function has undergone a tremendous change over time. Until mid 90's, large organizations looked at the Human Resource Department (HRD) mostly as managers of the paperwork around hiring and paying employees. Nowadays HRDs are called upon to play new strategic roles. Today, the business of HRD is changing and there is an increased emphasis on the need to improve the effectiveness and the efficiency of Human Resource services. Organizations have started considering the HR function as one with a strategic role, focusing on optimizing performance through adequate staffing, training and talent management. Moreover, the "Business Partner" role of the HR is its competency to add value to employees through various proposals and interesting engagement programs and growth related initiatives. Today's organizations are expecting from their HRDs to go beyond the delivery of cost-effective transactional services, and provide value added services and expertise in terms of how to anticipate, develop and leverage talent to create true marketplace differentiation. The primary objective of this thesis is to show how Human Resource transformed itself in the last decade and how it is still continuing to do so in order to play the new strategic roles and to become a real business partner for the organization. For this purpose we chose Bank A and Bank B *, two major leading Lebanese banks to examine how far their Human Resource Departments succeed in playing the new roles. To achieve the purpose of this thesis, we conducted a literature review on the subject and collected information from 102 bank employees (from the banks mentioned above). The major findings of this thesis show that Human Resource departments in the Lebanese banking industry are playing very satisfactory Traditional and Administrative roles, and they are on their way of becoming Strategic Partners but they still need time to become actual Business Partners. Also we found that the Strategic and Business Partner roles of HR were the ones that had a stronger impact on the overall performance of the banks. * We have concealed the names of the banks for confidentiality purposes