Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies

Prikshat, Verma; Kumar, Sanjeev; Nankervis, Alan; Khan, Malik Muhammad Sheheryar

doi:10.1353/jda.2018.0064

Cited by 2 publications

(2 citation statements)

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“…The representative sample of recent published studies (Choi et al 2011;Yusliza et al, 2012;De Guzman et al, 2011;Yusliza, 2010;Prikshat et al, 2016Prikshat et al, , 2018 in Asian countries shows that the adopted Ulrich (1997) HR role model (Table 1) is relevant and can be adapted into the Asian strategic HRM context. Figure 2 below illustrates the research framework applied in this study:…”

Section: Role Theory and Hr Rolesmentioning

confidence: 99%

“…Based on the available knowledge, the following gaps remain in the current literature. First, previous empirical studies have examined HR roles in relationship to organisational commitment (Bhatnagar, 2007;Shipton, Sanders, Atkinson, & Frenkel, 2016), psychological empowerment (Bhatnagar, 2007), organisational learning capability, (Bhatnagar, 2007;Bhatnagar & Sharma, 2005), empowerment of line managers in HR activities (Yusliza & Hazman, 2008;Yusliza et al, 2012), HRM effectiveness (Yusliza, Hazman, & Aniah, 2010), internal consultation skill and linkage (Choi et al, 2011), competencies of HR managers (Kohont & Brewster, 2014;Prikshat, Kumar, Nankervis, & Khan, 2018;Prikshat, Salleh, & Nankervis, 2016), organisational competitiveness (Yau & Han, 2010), globalisation and culture for HRM (Friedman, 2007), and research links with Ulrich's (1997) HR role typologies (Welch & Welch, 2012). Second, Gilbert et al (2011b) investigated the impact of HR devolution characteristics, and personal characteristics of front-managers on the perceptions of front-line managers of HR role stressors.…”

Section: Introductionmentioning

confidence: 99%

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HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Yusliza

Choo

Jayaraman

et al. 2019

South East European Journal of Economics and Business

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The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

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Section: Role Theory and Hr Rolesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Yusliza

Choo

Jayaraman

et al. 2019

South East European Journal of Economics and Business

View full text Add to dashboard Cite

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Impact of HR managers’ competencies on organizational effectiveness: Mediating role of innovative HR practices

Ravi

Sumathi

2023

Problems and Perspectives in Management

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With increased business intricacies, human resource (HR) managers must possess relevant competencies to meet market demands. The study investigates the relationship among HR competencies, innovative HR practices, and organizational effectiveness. It also conducts an importance-performance analysis for HR competencies to identify the skill gap. A structured questionnaire comprising 31 questions was used to measure various components of HR competencies, innovative HR practices, and organizational effectiveness. 247 HR managers working in various companies in Tamil Nadu are selected based on a purposive sampling technique. Importance-performance analysis was carried out for items and dimensions of HR competencies. Confirmatory factor analysis, correlation analysis, and mediation analysis using regressions are further carried out on the collected data. The skill gap analysis revealed that the abilities to use the latest insights in various HR practices, co-craft strategic agenda, align the company’s activities with customer needs, and connect people through technology must be improved. The regression results indicated that the competencies of the strategic positioner, credible architect, capacity builder, and technology proponent are needed to improve organizational effectiveness. The innovative HR practices partially mediated the relationship between HR competencies and organizational effectiveness. The study meets the literature gap in the area of the contribution of HR managers toward organizational effectiveness through their competencies and the adoption of HR practices.

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Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies

Cited by 2 publications

References 12 publications

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Impact of HR managers’ competencies on organizational effectiveness: Mediating role of innovative HR practices

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