The obstacles of HR changing roles: A case study of an automotive company in Eastern Seaboard Industrial Estate, Thailand


  • Surang Wittayaprasart
  • Noppadol Prammanee
  • Chalong Tubsree


Human resources development, Automobile industry and trade, Business partner role


          With a highly competitive environment today, HR professionals are expected to transform their role from an administrator to be a business partner. Some study suggested that HR professionals should not apply a traditional practice like in the past since that role has not influenced to modern organizations. Even though HR professionals recognize what a HR strategic role or business partner is, few of them have succeeded in changing their roles. This research study is aimed to describe the obstacles occurred due to changing HR roles from an administration to be a business partner in a selected automotive company which is located in Eastern Seaboard Industrial Estate,Thailand. A qualitative research method has been chosen and employed for this study. Semi-structure interviews were used for data collection from different participants to gain details of information. For data analysis, manual coding including the process of initial coding and categorization was used to interpret the qualitative data. The research finding emerged from 9 participants who are HR professionals in a selected company. The result of the study showed that the obstacles of HR changing role are seven main categories: (1) Current HR roles, (2) Obstacles of change, (3) Factors to increase business partner role, (4) HR management’s support, (5) Person who was in charge to the change of the change, (6) Feedback from employees, and (7) Expectation from HR person. The result of this study also mentioned about factors to overcoming those obstacles. Finally, the researcher provided recommendation to both HR practitioners and educators for further studies relevant to HR changing role.

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