Publication Type

PhD Dissertation

Version

publishedVersion

Publication Date

1-2025

Abstract

As a fundamental construct in social sciences, power is defined as an ability to influence others’ behavior to pursue one’s own interests, which affects the work outcomes of individuals within the organizations. The main purpose of Human Resource Business Partners (HRBPs) is to cooperate with business managers to achieve work outcomes, but in practice, HRBPs are often positioned differently in different organizations due to the lack of a precise definition of HRBPs, so their support to business managers is different. In-depth research on the power and influence of HRBPs can provide theoretical guidance for enhancing the internal work outcomes within the organization. However, there is limited research on the mechanisms through which HRBPs’ power affects the work outcomes of their own and business managers they support, and there is still a lack of theoretical analysis and empirical testing. Therefore, based on social exchange theory and social power theory, this study intends to explore the impact of HRBPs’ power on their work outcomes and that of business managers they support, and to examine the mediating effects, moderating effects, and the boundary conditions during the influence process.

In this study, we examine: 1) how HRBPs’ voice mediates the relationship between their power and their work outcomes, as well as the work outcomes of business managers; and 2) how business managers’ trust in HRBPs moderates the relationship between HRBPs’ voice and their work outcomes, as well as work outcomes of business managers.

Keywords

Power, Work outcomes, Voice, Trust, HRBPs

Degree Awarded

Doctor of Business Admin

Discipline

Human Resources Management | Organizational Behavior and Theory

Supervisor(s)

TAN, Hwee Hoon

First Page

1

Last Page

126

Publisher

Singapore Management University

City or Country

Singapore

Copyright Owner and License

Author

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