Human Resource Management Competencies Research Articles

Resource Management Competencies Required by Business Education Graduates for Engagement in Small and Medium Scale Enterprises in Delta State, Nigeria

The study examined resource management competencies required by Business Education graduates for engagement in small and medium-scale enterprises (SMEs) in Delta State. Two research questions were answered while two null hypotheses were tested at a 0.05 level of significance. The study adopted a descriptive survey research design. The population for the study consisted of 129 subjects comprising 95 final students of Business Education, Delta State University, Abraka, and 34 managers of registered SMEs in Ethiope East LGA of the state. Census sampling techniques were used to sample the entire population of 129 respondents. The instrument for data collection was a structured questionnaire on the resources management competencies of graduates for engagement in SMEs. The instrument was validated by three experts. The Cronbach Alpha reliability method was used to ascertain the reliability of the instrument which yielded a Cronbach alpha coefficient of 0.83 for the entire research instrument. The data for the study were collected with the help of three research assistants. Out of the 129 copies of the questionnaire administered, 116 were retrieved and completely filled representing a 90.0% rate of return. Data collected were analyzed using means for answering the research questions. The null hypotheses were tested using t-test statistics. From the data collected and analyzed, the study identified: 11 financial resource management competencies and 18 human resource management competencies required by Business education graduates for engagement in small and medium-scale enterprises in Ethiope East LGA of Delta State. The results of the hypotheses tested showed no significant (p≤0.05) differences in the mean ratings of Business education students and managers of SMEs on financial resources management competencies whereas, there were significant (p≤0.05) differences in the mean ratings of respondents on human resource management competencies. Based on the findings, the study recommended among others, that the governments of Delta State should help package the identified resource management competencies into teachable programmes for training other University, Polytechnic, and College of Education graduates and retraining existing SME operators for economic success in the state.

Institutional isomorphism and sustainable HRM adoption: a conceptual framework

PurposeThere is a major lacuna in sustainable human resource management (HRM) research regarding the theoretical context of its adoption or implementation. Consequently, the purpose of this study is to examine the relative influence and interactive effects of different levels of institutional isomorphisms on sustainable HRM adoption.Design/methodology/approachThis study applies the conceptual method and anchors the discussions on the institutional theory and the extant literature on the antecedents of sustainable HRM implementation.FindingsInternal and external institutional isomorphisms will have complementary (synergies) or substitution (trade-offs) effects on sustainable HRM adoption. Furthermore, external institutional isomorphic pressures related to societal values and culture and stakeholders’ sustainability demands are likely to have greater influence on sustainable HRM implementation relative to the internal institutional isomorphic pressures related to managerial sustainability values and attitudes; sustainability-related HRM competencies; resource availability; and perceived sustainability benefits.Originality/valueThis study proposes a novel multi-level conceptual model on the implementation context of sustainable HRM for testing empirically. Furthermore, this study generates insight on how different levels of institutional isomorphic pressures relatively and interactively (synergies versus trade-offs) affect sustainable HRM adoption. This is significant because there is a view that HRM as a discipline is theoretically weak. Although the field has advanced theoretically, one of the areas that need more theorisation is the context of HRM. Hence, this study advances the theoretical context of sustainable HRM implementation through the perspectives of the institutional theory.

Human Resource Management Competencies in Banking Organizations in Indonesia

Background and purpose: In its development, fintech has entered the 4.0 era where it has developed by facilitating the financial system and it is feared that it could become a threat to the world of conventional banking. Therefore, this study aims to develop competency strategies needed by banks in facing the disruption of the fintech 4.0 era. Design/Methodology/Approach: In this study the research approach used is a quantitative approach (post positivist). Data collection is carried out using research instruments, statistical or quantitative analysis, with the aim of testing predetermined hypotheses. Results: The results show that competency-based practice contributes positively to the bottom line, and that contributions to organizations are related to the roles of individuals not to their jobs. Additionally, efforts designed for employee commitment have the potential to generate positive returns, and that training and development are seen as drivers of future success. Conclusion: Even though banking has similar products with fintech companies, it has a different character where banks have a higher prudential principle. Competency is needed for bank employees in dealing with fintech 4.0, namely E-KYC, Payment Gateway, Big Data, Cloud Infrastructure, Artificial Intelligence and digital signatures besides that it also requires the ability to innovate, a willingness to learn and change, and be able to provide creative encouragement where they work

Evaluation of a proactive hiring model to achieve workforce stability in the intensive care unit.

The purpose was to evaluate an innovative Prospective Hiring Equation to determine registered nurse hiring needs. The American Organization for Nursing Leadership identifies human resource management as a competency for nurse managers, yet calculations to determine when and how many registered nurses to hire are not readily available. We implemented an educational intervention to teach nurse mangers the Prospective Hiring Equation. We evaluated the processes (adoption and confidence) and outcomes (vacancy rates) using a pre-evaluation/postevaluation design in a single cohort of nurse managers (n = 9). We used a statistical process control chart to depict mean differences in vacancy rate at baseline and 6-month postimplementation. Participants (n = 9) were on average 43 years' old, female, and had 2.94 (SD = 2.66) years' of nurse manager experience. Following implementation of the intervention, the combined vacancy rates of the intensive care units improved by 11.8% (SD = 7), and use of agency nurses decreased by 42.5% (premedian = 7.2, interquartile ratio = 3.6, 10.8; postmedian = 1.8, interquartile ratio 0.9, 8.55). The Prospective Hiring Equation may be a useful tool to improve nurse managers human resource management competencies. The Prospective Hiring Equation may help nurse managers improve accuracy when evaluating hiring needs.

A principal component analysis of supply chain management skills for the Nigerian construction industry

Supply chain management (SCM) has been posited as a remedy to address the challenges and reduce fragmentation in the construction supply chain. But the success of its adoption in the construction industry (CI) is influenced by the availability of professionals with the required SCM skills. This study examined SCM skills with a view to identify the existence of any relationship and complex structure among them using a data reduction technique. A well-structured questionnaire was administered to 215 construction professionals and a relatively high response rate of 82% was attained. A principal component analysis of the data was carried out, and this reduced the identified 24 SCM skill variables to four skill areas namely; information and human resource management competencies; leadership and negotiation competencies; process management competencies, and political sensitivity and salesmanship competencies. These forms the basis for effective SCM training in the context of the Nigerian CI. The study recommended that professionals and students in the CI should undergo trainings in these areas and educators should update their curriculum to be in track with current and emerging practices of SCM. Further studies can replicate this research in other developing countries to affirm or disprove the study results.

To be Involved or Not to be Involved? HRM Competences for Internationalization Process in Russian Companies

This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers’ involvement in the implementation of firm’s internationalization strategy, HRM competencies that facilitate internationalization process of Russian companies, and HR manager’s proficiency level, suitable for these competencies. Based on interviews of 125 HR managers from 110 companies, the study proves that communication competence, HR acumen, and relationship management are the most essential competencies that HR managers should possess. This research demonstrates that, in the field of internationalization there is a shift from more universal models to context-related models in terms of competence importance.

The development of a human resource management (HRM) professional competence model: A pilot study

This study sought to develop and test a diagnostic tool for the measurement of professional human resource management (HRM) competencies in the South African context. Data on HRM competencies were collected from South African human resource (HR) practitioners (N = 189; females = 49.2%, blacks = 91.2%). Exploratory factor analyses resulted in three distinguishable HR competency dimensions: Professional behaviour and leadership (i.e. leadership-personal credibility, organisational capability, solution creation, interpersonal communication, and citizenship); Service orientation and execution (i.e. talent management, HR governance, analytics and measurement, and HR service delivery); and Business intelligence (i.e. strategic contribution, HR business knowledge, and HR technology).

The Reciprocal Relationship Between Human Resource Management Professionalism And A Diverse South African Workplace Context

The main objective of this research was to determine the interactive relationship between human resource management (HRM) professional competencies and background variables of employees in diverse South African work place context. A Human Resource professional competency measure was administered among HR practitioners and managers (N=483) from a variety of South African organisations. The results showed that significant differences exist between the respondent’s perceptions of the importance of HRM competencies based on their age, educational qualifications years of work experience and management level. Respondents aged 20-29 years viewed the leadership- and personal credibility, solution creation, HR metrics, HR service delivery and HR technology as less important than older employees. Respondents with a higher level qualification viewed the HRM competencies of Leadership- and personal credibility, talent management, HR risk, HR service delivery, Strategic impact, HR business knowledge, Business acumen and HR technology as more important than respondents with a lower level qualification. Respondents with 11 to 15 years of work experience regarded the solution creation competency as more importance that did those with 0 to five years of work experience. Respondents employed on middle management level viewed the competency of being able to perform metrics as more important than did those employed on operational level. Recommendations are made.

The validation of a human resource management professional competence model for the South African context

Orientation: The last two decades have seen a great interest in the development of human resource management (HRM) professional competence models to advance the value-add of HR practitioners in organisations. However, empirical research on competency requirements for HR practitioners in the South African context has not been forthcoming.Research purpose: The main objective of the present research was to validate a HRM competence measure for the assessment of professional HRM competencies in the workplace. Motivation for the study: Competency models can assist HR professionals in supporting their organisations to achieve success and sustainability.Research approach, design and method: A cross-sectional research approach was followed. The proposed HRM Professional Competence Model was administered to a diverse population of HR managers and practitioners (N = 483). Data were analysed using SPSS 22.0 for Windows. Main findings: Exploratory factor analysis resulted in three distinguishable competency dimensions for HR professionals: Professional behaviour and leadership (consisting of the factors Leadership and personal credibility, Solution creation, Interpersonal communication and Innovation), Service orientation and execution (consisting of the factors Talent management, HR risk, HR metrics and HR service delivery) and Business intelligence (consisting of the factors Strategic contribution, HR business knowledge, HR business acumen and HR technology). All factors showed acceptable construct equivalence for the English and indigenous language groups. Practical/managerial implications: Managers can utilise the validated competence measure to measure the performance of HR practitioners in the organisation. Contribution/value-add: This research adds to the limited HR professional competence measures that currently exist.

Human resource management competency model for Pakistani banking companies

This paper discusses the development and validation of human resource (HR) competency model for Pakistani banking companies. The model was developed as a result of an extensive literature review on competency modelling, and interactive focused group discussions with HR experts working in Pakistani banking companies. The developed model comprises seven human resource management (HRM) integrative competencies. The model was validated by collecting information from 323 HR experts of 42 out of a total of 64 Pakistani banks. The data collected was analyzed to establish correlations, and impact of HRM competencies with the banks’ perceived performance. SPSS-19 was used for calculating Pearson product moment correlation coefficient and regressions. Statistical analysis indicates a positive correlation between each of the seven competencies of the model and banks’ perceived performance. Regression analysis revealed a significant contribution of each competency of the model in the improvement in a bank's performance. Stepwise regression analysis confirmed that each competency of the model, contributed significantly to the bank's performance. Key words: Competencies, perceived performance, credible activist, culture and change steward, business partner, HR expert, talent manager, organization designer, leader.

Changing competencies for human resource management: examining e-government scorecard and Federal Human Capital Survey evidence

As of this writing, effective human capital management is one of the key provisions of the President's Management Agenda (PMA), which is committed to improving management processes on the US federal level to achieve results. While US federal organisations have made significant strides in improving human capital management, a connected component of the PMA, e-government, lags behind for several large federal organisations. The connection between human capital management and e-government is a recent one. This manuscript seeks to investigate the connection between these two key components of the President's Management Agenda to answer the question: 'how are human resource management competencies evolving to reflect changing technology and knowledge management needs?' Using data from the President's Management Scorecard (between 2002 and 2006), and two Federal Human Capital Surveys (2004, 2006), this manuscript gives special attention to the association between leading and lagging federal e-government agencies and IT and knowledge competence.

Competency Assessment And Human Resource Management Performance Of County Extension Chairs In Ohio

The purpose of this descriptive and correlational study was to examine perceptions of Ohio State University Extension county chairs regarding their human resource management competencies and performance of human resource management activities. The study also sought to describe the relationship between human resource management competencies and performance of human resource management activities of county chairs. County chairs were selected for study because they represent the first line of management most clientele and employees face. They also represent a group of extension managers least likely to have formal education or specialized training in human resource management. The highest human resource management competencies perceived by county chairs were written comprehension, oral comprehension, written expression, information gathering, inductive reasoning, and problem sensitivity. The human resource management activities for which county chairs indicated the highest means were: developing and maintaining positive work environment, administering wages and benefits, ensuring safety and health at worksites, and selecting and hiring employees. The correlation between summated competency and activity scores were significant with a very strong relationship between the variables.

Cogenerating a Competency based HRM Degree: A Model and Some Lessons from Experience

This article presents a case example of using a cogenerative process to revise a graduate human resource management (HRM) program around a competency-based model. The general status of HRM competencies is discussed in relation to the relevance of university curriculum. A process is presented illustrating how a synthesis of existing competency models was customized by six stakeholder groups using computer-mediated techniques. A competency model involving five broad areas emerged, with 84 specific exit competencies depicted. A four-phase curriculum development process based on cogenerative learning is discussed as well as new curriculum and ongoing evaluation.