Human resource competencies: An empirical assessment

With data from 12,689 associates of human resource (HR) professionals in 1500 businesses in 109 firms, this research represents an extensive assessment of HR competencies. It extends current HR theory and practice in two ways. First, it proposes specific competencies HR professionals may demonstrate to add value to a business. Second, it offers an empirical assessment of how these competencies affect the performance of HR professionals as perceived by their Associates. The results indicate that when HR professionals demonstrate competencies in business knowledge, delivery of HR, and management of change, then HR professionals are perceived by their associates as more effective. © 1995 by John Wiley & Sons, Inc.

[1]  J. F. Byrnes,et al.  Costing Human Resources: The Financial Impact of Behavior in Organizations , 1984 .

[2]  D. Guest.  Human resource management and performance: a review and research agenda , 1997 .

[3]  D. Ulrich,et al.  Beyond belief: A benchmark for human resources , 1989 .

[4]  R. Grant.  The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation , 1991 .

[5]  David Ulrich,et al.  Organizational Capability: Competing from the Inside Out , 1990 .

[6]  Douglas T. Hall,et al.  Balancing work life and home life: what can organizations do to help?" academy of management executi , 1988 .

[7]  Gary Marchionini,et al.  A study on video browsing strategies , 1997 .

[8]  R. Kanter.  The new workforce meets the changing workplace: Strains, dilemmas, and contradictions in attempts to implement participative and entrepreneurial management† , 1986 .

[9]  J. Boudreau.  Effects of employee flows on utility analysis of human resource productivity improvement programs. , 1983 .

[10]  Denise M. Rousseau,et al.  New hire perceptions of their own and their employer's obligations: A study of psychological contracts , 1990 .

[11]  R. Daft,et al.  Information Richness. A New Approach to Managerial Behavior and Organization Design , 1983 .

[12]  Mary Anne Devanna,et al.  Strategic Human Resource Management , 1984 .

[13]  Mark A. Huselid,et al.  Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance , 1997 .

[14]  Noel M. Tichy,et al.  Managing strategic change , 1983 .

[15]  D. Bowen,et al.  Moving from production to service in human resources management , 1986 .

[16]  A. Tsui.  Personnel Department Effectiveness: A Tripartite Approach , 1984 .

[17]  R. Schuler.  Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource management practices , 1986 .

[18]  David I. Levine,et al.  Product quality and pay equity between lower-level employees and top management: An investigation of distributive justice theory. , 1992 .

[19]  J. Pfeffer.  Competitive Advantage Through People , 1994 .

[20]  Randall S. Schuler,et al.  Gaining competitive advantage through human resource management practices , 1984 .

[21]  W. Edwards Deming,et al.  Out of the Crisis , 1982 .

[22]  D. Buchanan,et al.  Organizational Behaviour: an Introductory Text , 1972 .

[23]  S. Jackson,et al.  Linking Competitive Strategies with Human Resource Management Practices , 1987 .

[24]  Lee Dyer,et al.  Studying Human Resource Strategy: An Approach and an Agenda , 1984 .