HR competencies and their relationship to organizational practices

Ramlall, Sunil

doi:10.1002/pfi.2006.4930450509

Cited by 28 publications

(40 citation statements)

References 15 publications

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“…Ulrich (1998) argued further that HR professionals must make the transition from being strategic business partners to becoming contributors in their organisations. Several studies have shown a positive relationship between certain HR competencies and firm performance (Huselid et al 1997;Wright et al 2001;Boselie and Paauwe 2004;Ramlall 2006). And Losey (1999) has stated that there is an emerging group of HR professionals who see the opportunity to turn human capital strategy into a long-term competitive advantage.…”

Section: The Relationship Between Hr Competencies and A Firm's Performentioning

confidence: 99%

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Searle

Hartog

Weibel

et al. 2011

The International Journal of Human Resource Management

173

175

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Section: The Relationship Between Hr Competencies and A Firm's Performentioning

confidence: 99%

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Searle

Hartog

Weibel

et al. 2011

The International Journal of Human Resource Management

173

175

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“…The International Journal of Human Resource Management 2309 execution than on their operational activities (Ramlall, 2006;Wright, McMahan, Snell, & Gerhart, 2001). A distinction has also been drawn between strategic and functional HR competencies (Huselid, Jackson, & Schuler, 1997;Ulrich & Brockbank, 2005).…”

Section: Why Hr Competencies?mentioning

confidence: 97%

The HR competency requirements for strategic and functional HR practitioners

Macky

Pio

2015

The International Journal of Human Resource Management

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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.

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“…Ulrich and Brockbank (2001) further stressed the need for HR professionals to undergo the change process from strategic business partners to wide-ranging providers to the success of the organization. According to previous researches by (Boselie & Paauwe, 2004;Ramlall, 2006;Long & Wan Khariruzzaaman, 2008), there is a positive relationship between certain HR competencies such as; business knowledge, personal credibility, strategic contribution, HR delivery, HR technology and strategic HR performance and organizational performance. In the views of Losey (1999), a collection of HR professionals looking forward to the prospects of transforming human capital strategy into an enduring competitive advantage is emerging.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Relationship between HR Competencies and Organizational Performance in the Banking Sector in Nigeria

Long

Fei

Amechi

et al. 2018

IJHRS

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This study investigated the relationship between HR competencies and organizational performance by adapting the Ulrich HR Role Model. The study also examined HR competencies such as strategic positioner, credible activist, capability builder, change champion, HR innovator/integrator, technology proponent and project facilitator. The research is based on 215 HR professionals from 20 consolidated banks located in South-West Nigeria. A quantitative approach was used for the analysis. The findings revealed that all HR competencies also have significant correlation with organizational performance. Furthermore, competency such as strategic positioner and technology proponent provide most impact to

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HR competencies and their relationship to organizational practices

Cited by 28 publications

References 15 publications

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

The HR competency requirements for strategic and functional HR practitioners

The Relationship between HR Competencies and Organizational Performance in the Banking Sector in Nigeria

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