HR competency research has predominantly focused on identifying generic HR competencies for HR practitioners using a universalist approach. This approach has led to the distinction between strategic and functional HR competencies, and a belief that the former is superior to the latter for successful performance in the HR domain. However, little attention has been paid to the interrelationships between strategic and functional HR competency dimensions, and their perceived relevance to strategic and functional HR roles. Drawing on a situationalist perspective and using a mixed-method approach, seven HR competency concepts are identified and examined for their perceived relative importance to strategic and functional HR roles. The findings indicate that Business Awareness competencies are important differentiators between strategic and functional HR roles, whereas Leadership and Relationship Building and Self-Belief and Social Factors are generic to all HR practitioners. The findings also indicate that there is a wider range of HR attributes required for HR job success than those espoused in the HR literature. Theoretical implications and recommendations on selection and development programmes for HR practitioners are also discussed.

There is perceived value of DM from the perspective of employees, especially with respect to its value for coworkers. Implications for Rehabilitation Rehabilitation efforts should continue to focus attention on the value of disability management (DM). In particular, DM that is fully committed to the biopsychosocial model would be supported by this research. Employees reported the most value in the psychosocial variables addressed by DM, such that rehabilitation professionals could focus on these valued aspects to improve buy-in from employees. The interest in coworker value may provide another avenue for rehabilitation efforts to increase uptake, by highlighting the value of intervention efforts for employee coworkers. Rehabilitation professionals in union environments may need to be particularly cognizant of the need for encouraging psychosocial and coworker value potentially seen by employees in order to increase acceptance and participation for organizational DM efforts.

A Canadian sample was collected as an aspect of a large international project, with representation from Australia, Canada, China, and Switzerland. In each country, interview and survey data were collected using team-created research tools. Canadian survey data on disability management (DM) perceptions were collected from 218 employees in both public and private organisations. Our Canadian employee sample reported perceived influence of disability prevention on job satisfaction, physical health, mental health, and morale for both themselves and their coworkers. Return to work programs were seen as valuable for job satisfaction of both the employee and coworkers, as well as the physical health of coworkers. Similarly, stay at work programs were seen as valuable for mental health and morale of coworkers. There was no relationship between perceived influence of DM interventions and reduction of sickness absence. The influence of DM was perceived as more positive for private and/or nonunionised workplaces. No gender differences were evident.

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To investigate HR competencies required for HR practitioners for their success in domestic firms and multinational enterprises (MNEs)  Adopts a situationalist competency perspective which focuses on the contextual nature of HR competencies by differentiating between generic HR competencies (i.e., universally applicable to HR practitioners) and context-specific HR competencies (i.e., relevant to a narrower range of settings)