Ulrich’s Business Partner Model in General Electric

This presentation discusses the implementation of Ulrich’s Business Partner Model in General Electric for structuring the HR Department and its usefulness and relevance for HR practitioners.

Ulrich’s Business
Partner Model in
General Electric
Name of the Student
Name of the University

General Electric
General Electric or GE is ne of the most
popular American conglomerate, which
is being incorporated in New York and
the headquarters is in Boston, United
States.
They mainly operate in few segments
like digital industry, manufacturing,
capital and finance, aviation, health
care and several others.

Ulrich’s Business Partner Model (1997)
Recently, the HR Director has decided to
implement Ulrich’s Business Partner Model for
structuring the HR Department in General
Electric (Storey 2014).
This particular model is responsible for
organizing the human resources functions and
roles. Four segments are present in this model,
which are strategic partner, change agent,
administrative expert and employee champion.

Usefulness of Ulrich’s
Business Partner Model
Ulrich’s Business Partner Model is
considered to be extremely effective
and efficient in respect to others as it
focuses on both day to day or
operational goals and future or
strategic goals (Bratton and Gold 2017).
The contemporary HR practitioners of
General Electric will be extremely
benefitted from this model
implementation.

Relevance of Ulrich’s Business
Partner Model for HR Practitioners
Ulrich’s business partner model is
absolutely relevant to the HR
practitioners of General Electric.
This is mainly because there are several
benefits:
 Extremely Modern.
 Identifies Various Skills and
Competencies (Nickson 2013).
 Attempts in Redistributing HR

Relevance of Ulrich’s
Model Contd..
There are various important impacts of
technology in the Ulrich’s Business
Partner Model:
 IT Implementation can ease out a
global roll out (Alfes et al. 2013).
 Cascading effect of coordinating
issues.
 Large Scale designing, transformation
of the HR and IT systems

References
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The
link between perceived human resource management
practices, engagement and employee behaviour: a
moderated mediation model. The international journal of
human resource management, 24(2), pp.330-351.
Aswathappa, K., 2013. Human resource management: Text
and cases. Tata McGraw-Hill Education.
Bratton, J. and Gold, J., 2017. Human resource management:
theory and practice. Palgrave.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and
practice in european human resource management: The
Price Waterhouse Cranfield survey. Taylor & Francis.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Nickson, D., 2013. Human resource management for
hospitality, tourism and events. Routledge.
Storey, J., 2014. New Perspectives on Human Resource
Management (Routledge Revivals). Routledge.