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All Journal Jurnal Bisnis dan Manajemen Jurnal Visi Manajemen (JVM)
Ahmad Farabi
Unknown Affiliation
Decision Sciences, Operations Research & Management Social Sciences

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Dinamika Peran Human Resources Business Partner (HRBP) dalam Mendrive Strategi Bisnis : Studi Kasus pada Perusahaan Sektor Finansial di Indonesia Ahmad Farabi
Jurnal Visi Manajemen Vol. 11 No. 2 (2025): Mei : Jurnal Visi Manajemen
Publisher : Sekolah Tinggi Ilmu Ekonomi Pariwisata Indonesia Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56910/jvm.v11i2.868

Abstract

This study aims to explore the dynamics of the role of Human Resources Business Partners (HRBPs) in driving business strategy, with a focus on identifying challenges and supporting factors for their implementation in the Indonesian financial sector. The study employed a descriptive qualitative approach with a case study method. Data were collected through in-depth interviews with several HRBPs and line managers in financial sector companies, supported by observation and document analysis. The collected data were analyzed thematically. The results revealed three main challenges faced by HRBPs: (1) resistance to change within the HR function itself, (2) limited analytical and business competencies within HRBPs, and (3) a lack of understanding of the strategic role of HRBPs among line managers. Furthermore, the success of the HRBP role is strongly supported by three key factors: full support from top management, quality collaboration with line managers, and the use of information technology for efficiency and data analysis. This study provides practical guidance for companies, particularly in the financial sector, to optimize the strategic role of HRBPs through competency development programs, organizational culture change, and technology support. This research provides an in-depth empirical overview of the actual practices and complexities of implementing the HRBP model in the Indonesian context, a topic rarely explored.
Building A High-Performance Culture: The Balance Between Competition And Career Support Ahmad Farabi; Budi Syamtoro; Hamida Hunein
Jurnal Bisnis dan Manajemen Vol. 13 No. 1 (2026): Jurnal Bisnis dan Manajemen Volume 13 Nomor 1 Tahun 2026
Publisher : Jurnal Bisnis dan Manajemen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26905/jbm.v13i1.16694

Abstract

This study examines how competition and career support influence the development of a high-performance culture within organizations. Design methodologyA quantitative approach was employed, using survey data from 111 employees. Multiple regression analysis tested the direct effects of competition and career support on high-performance culture, with validity and reliability confirmed via Pearson correlation and Cronbach’s Alpha. Findings –Both competition and career support significantly and positively affect high-performance culture. Career support showed a stronger influence than competition. The combined model explained 54.8% of the variance, demonstrating strong predictive power. Research limitations/implications the cross-sectional design limits causal inference. Future studies should adopt longitudinal designs, include objective performance metrics, and explore moderating variables such as industry type and leadership style. Practical implications Organizations should integrate competitive performance mechanisms with structured career development programs. Leaders must balance challenge with support to foster a sustainable high-performance environment. Social implications  Cultivating performance cultures that value both achievement and employee growth contributes to professional development, job satisfaction, and organizational sustainability. Originality/value This research provides empirical validation of competition and career support as dual drivers of high-performance culture, offering a balanced framework for organizational development.  
Co-Authors Budi Syamtoro Hamida Hunein