Human resource competencies: An empirical assessment

Abstract

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.

Self-Presentation Processes in Job Analysis: A Field Experiment Investigating Inflation in Abilities, Tasks, and Competencies.

“…This is consistent with the notion that competencies are combinations of several KSAOs or abilities or capabilities to perform a group of related tasks (Fleishman et al, 1995;Ulrich et al, 1995). As such, competencies were direct summaries of the entire list of task and ability statements for that job component.…”

Research Productivity and Values

“…In identifying the dominant influence of hedonism-related self-enhancement as a values constraint to almost all the dimensions of research productivity, these results support the importance ascribed to the consequences of the prioritisation of individual goals over organisational goals that is reflected in seminal management and human resources management literature (Adams, 1963;Adams, 1965;Guest, 1997;Huselid, 1995;Huselid, Jackson & Schuler, 1997;Jensen & Meckling, 1976;Organ, 1988;Organ, 1997;Rousseau & Parks, 1993;Ulrich, Brockbank, Yeung & Lake, 1995).…”

“…More specifically, the tension between the individual and the group, in terms of organisational needs, has been at the heart of much seminal theoretical HRM literature that relates this tension to potential performance (Guest, 1997;Huselid, 1995;Huselid, Jackson & Schuler, 1997;Rousseau & Parks, 1993;Ulrich, Brockbank, Yeung & Lake, 1995).…”

The Mediating Role of Competency on the Relationship between Training and Task Performance: Applied Study in Pharmacists

“…many scholars also re-defined their research parameters based on the idea of competency (e.g., Boyatzis, 1982;Zemke, 1982;McLagan,1983;Cosfsky,1993;Spencer&Spencer,1993;Dubois, 1993;Ledford, 1995;Ulrich, Brockbank, Yeung, & Lake, 1995;Mirabile, 1997;Parry, 1998;Athey & Orth, 1999;Lucia & Lepsinger, 1999;Milkovich & Newman, 1999;Roe, 2002;Jackson & Schuler, 2002). Competency, as defined in the above article can be summarized by a few priorities: first, competency requires knowledge, skills and abilities; Secondly, competency can be observed and measured by concrete criteria; third, competency is associated with the performance output; and, finally, competency can be upgraded into something that can be taught and acquired through training.…”