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• W2165778188 abstract "With growing emphasis being placed on HR competencies as a means to increase HR’s effectiveness, this study seeks to determine if competencies are predictive of success in the HR profession; understand how competencies vary by type of position within HR (entry level, manager, director and executives); determine if there is a relationship between specific competencies and particular responsibilities of HR professionals; and determine the relationship among education, years of HR experience, competencies, and compensation. Numerous areas are identified as gaps between competencies HR professionals should possess compared to current competencies necessary to function effectively as strategic business partners. Researchers in the field of strategic human resource management have emphasized that human resource (HR) practices may lead to higher firm performance and be sources of sustained competitive advantages (Wright, Dunford, & Snell, 2001). Competing in today’s tumultuous global economy provides additional challenges to the HR function in creating the expected value to create and sustain competitive advantages. To function effectively, HR professionals must master the necessary competencies and that mastery of HR knowledge comes from knowing the concepts, language, logic, research, and practices of HR (Brockbank, Ulrich, & Beatty, 1999). Furthermore, mastery of abilities comes from being able to apply the knowledge to specific business settings. Because there is an increased emphasis on HR competencies as a means to increase HR’s effectiveness, this research study seeks to determine if competencies are predictive of success in the HR profession; understand how competencies vary by type of position within HR (entry level, manager, director and executives); determine if there is a relationship between specific competencies and particular responsibilities of HR professionals; and determine the relationship among education, years of HR experience, competencies, and compensation. Competence of an individual as defined by Becker, Huselid, and Ulrich (2001) is the knowledge, skills, abilities, or personality characteristics that directly influence one’s performance. Literature Review To sustain the transformation of the HR function, HR professionals must develop and demonstrate a new set of competencies to fulfill their changing roles and responsibilities (Yeung, Woolcock, & Sullivan, 1996). In the widely cited and used “Michigan’s HR Competency Research,” Brockbank, Ulrich, and James (1997) identified five major competencies expected of HR professionals: strategic" @default.
• W2165778188 created "2016-06-24" @default.
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• W2165778188 date "2006-07-01" @default.
• W2165778188 modified "2023-09-28" @default.
• W2165778188 title "Identifying and Understanding HR Competencies and Their Relationship to Organizational Practices" @default.
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