Abstract
Human Resource Management (HRM) theorists reported that the key roles of HRM were four inter-related broad competencies namely, strategic partner, change agent, employee champion and administrative expert. If properly managed, these roles could create efficiency, commitment and cultural construction improvement in organizations. The roles were practiced differently to suit organizational objectives, industries and cultural values. But, without skilled, knowledgeable, qualified and experienced employees; it may affect organisational performance. This research was aimed to address HRM roles and Malaysians skills shortages from the perspectives of a sample of HR managers in a variety of Malaysian organisational types and sizes. The findings revealed that HR professionals were mostly performing their tasks as ‘administrative expert’ and less ‘strategic business partner’ in large companies. It was also found that Malaysians were lacking of accounting, Information Technology and human resource management skills.
Highlights
Competent human resource managers play a very critical role in the organisations that they serve
The headquarters of the organisations were largely based in Malaysia (98.2%), with a small percentage (1.8%) in Singapore
There was a broad range of managerial positions, including human resource managers (42.9%), middle and senior managers (26%) and HR team leaders (8.7%)
Summary
Competent human resource managers play a very critical role in the organisations that they serve. According to (Ulrich et al, 1995) [1], the HR professional is a credible Activist, Culture and Change Steward, Talent Manager/Organisational Designer, Strategy Architect, Operational Executor and Business Ally. Strategic roles are defined as involvement in change management, contribution to policies and strategies and organisational strategic decision-making. Administrative roles, on the other hand, include managing day-to-day administration of staff activities (Truss and Gill, 2009) [2]. The HR professional may take on the function of a business partner. Lawler (2005) defines the business partner role as one that involves the development of an effective HR system, implementation of business plans, talent management, problem solving, and the development of effective business system designs
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