The master's thesis addresses the division of Human Resource Management (HRM) tasks between the HR department and management in company X. The empirical part is based on a qualitative case study, within which semi-structured interviews were conducted with representatives of the HR department, management, and employees. The analysis focuses on three key areas: recruitment and selection, employee relations, and performance and development appraisal. The results show that a partnership model prevails in the company, where the HR department acts as an architect of systems and a strategic advisor, while management is the key implementer. This division indicates a transition from a traditional to a partnership model, which is not yet fully complete. Despite a formally clear division of roles, tensions arise in practice, stemming from different priorities, the operational overload of managers, and a gap between the formal design of processes and their actual implementation. The transition to a full strategic partnership requires the systematic development of leadership competencies, greater proactivity from the HR department, and the adaptation of HR tools, enabling managers to fully assume responsibility for their employees.
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