HR professional development: creating the future creators at the University of Michigan Business School

Brockbank, Wayne; Ulrich, Dave; Beatty, Richard W.

doi:10.1002/(sici)1099-050x(199922)38:2<111::aid-hrm5>3.0.co;2-b

Cited by 49 publications

(48 citation statements)

References 2 publications

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“…As mentioned above, Brockbank and Ulrich (2003) conducted the study that involved more than 27,000 HR professionals and line managers. Most notably, the strategic contribution of HRs accounted for 43% of the total impact on business performance in high-performing organisations (Brockbank and Ulrich 2003). In this competency area, culture management, rapid change efforts and a business partner role along with customer focus emerged as important factors for HR professionals, making their impact on their organisations' financial performance significant.…”

Section: Strategic Contributionmentioning

confidence: 97%

Section: Strategic Contributionmentioning

confidence: 99%

“…Many highperforming companies have HR professionals involved in business at a strategic level. There are four major factors of competencies related to how well a HR professional contributes in a strategic way to businesses in areas such as strategic decision making, culture management, fast change and market-driven connectivity (Brockbank and Ulrich 2003). Hiltrop, Despnes andSparrow (1995 cited in Rozhan andZakaria 1996) observed that HR professionals in Holland and Italy tend to focus on cost control.…”

Section: Introduction and Background Of Studymentioning

confidence: 99%

See 2 more Smart Citations

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

179

175

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Section: Strategic Contributionmentioning

confidence: 97%

Section: Strategic Contributionmentioning

confidence: 99%

Section: Introduction and Background Of Studymentioning

confidence: 99%

See 1 more Smart Citation

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

179

175

View full text Add to dashboard Cite

show abstract

“…As a professional, it is necessary to be competent and master the knowledge and apply it to specific business settings (Brockbank, Ulrich & Beatty 1999). Lawler and Mohrman (2003) argued that professionals need to become more effective strategic business partners.…”

Section: Non-executive Director Rolesmentioning

confidence: 99%

Board Mechanisms and Malaysian Family Companies’ Performance

Amran¹,

Ahmad²

2011

AJAG

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“…Improvement of knowledge and information is considered as the basis of development of skills and attitudes and it doesn't have much eff ect on improvement of management competencies by itself. Competencies of employee are provided through knowledge and preparation of individual development of employees, but dominance in knowledge of human resources is obtained from knowledge of the concepts, language, logic, and studying and practicing in the fi eld of human resources (Brockbank et al, 1999). This knowledge causes the employees to be able to understand the goals and the main processes and the operation of organization and business well.…”

Section: Discussionmentioning

confidence: 99%

The Role of Human Resources Competency in Improving the Manager Performance

Rastgoo¹

2016

Acta Univ. Agric. Silvic. Mendelianae Brun.

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This study was conducted with the aim of indicating the relationship between competency of human resources and performance of the managers of human resources working in diff erent sections of Bushehr University of Medical Sciences and Medical Services. The method used in this study was practical in terms of objectives and descriptive-correlational in terms of data collection. In this study, the statistical population consisted of all the managers of diff erent parts of Bushehr University of Medical Sciences and Medical Services including 257 individuals. Among these individuals, 149 persons were chosen as the sample size using the Morgan table and the Simple Random Sampling Method. In order to collect the data, a researcher-made questionnaire with 21 questions was used including the questionnaires of Morgan (2011), Ramprest and Hubert (2008) and Mohammadi Zanjirani (2012) for competencies of human resources and it also included a researcher-made questionnaire of the managers' performance with 30 questions based on the Keykhan Nezhad pattern (2008). The Cronbach's alpha method was used for the fi nal assessment which the values were 0.74 for the fi rst questionnaire and 0.81 for the second one. The content validity test was also utilized to check the validity so that the questionnaires were approved by the related experts. Analyzing the collected information from the questionnaire was performed by using SPSS so ware in two parts of Descriptive and Inferential (Kolmogorov-Smirnov test, the Pearson correlative test, and the multiple regressions). The results indicated that there was a positive and signifi cant relationship between the two structures of human resources competencies and performance of the managers of human resources. Moreover, the relationship between all the dimensions of competencies (knowledge, attitude, skill and characteristic) and performance of the managers of human resources was signifi cant.

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HR professional development: creating the future creators at the University of Michigan Business School

Cited by 49 publications

References 2 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

Board Mechanisms and Malaysian Family Companies’ Performance

The Role of Human Resources Competency in Improving the Manager Performance

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