Expected HR competencies: what do companies want from HR managers?

Titolo Rivista EDUCATIONAL REFLECTIVE PRACTICES
Autori/Curatori Nataliya Pylat
Anno di pubblicazione 2016 Fascicolo 2016/1
Lingua Inglese Numero pagine 19 P. 67-85 Dimensione file 221 KB
DOI 10.3280/ERP2016-001006
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Qui sotto puoi vedere in anteprima la prima pagina di questo articolo.

Se questo articolo ti interessa, lo puoi acquistare (e scaricare in formato pdf) seguendo le facili indicazioni per acquistare il download credit. Acquista Download Credits per scaricare questo Articolo in formato PDF

Anteprima articolo

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

In order to analyze educational needs for HR managers this paper examines current expectations concerning the HR effectiveness and the difference between global and regional trends: which notions about the HR effectiveness are common among the experts. The result of the group discussion indicates the most expected areas of HR competencies perceived by HR professionals in Ukraine: strategic contribution and business know¬ledge, effective communication, personal efficacy, people-oriented beha¬vior, mastering HR processes, strategic workforce planning, organizational culture, learning and personal development. At the same time there is no expectation among HR professionals about innovation, change, technology and social media.

  1. Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management Current theories and future researchbdirections. Journal of World Business, 49(2), 173-179.
  2. Baill, B. (1999). The changing requirements of the HR professional— Implications for the development of HR professionals. Human Resource Management, 38(2), 171-175.
  3. Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Work engagement: Further reflections on the state of play. European Journal of Work and Organizational Psychology, 20(1), 74-88.
  4. Becker, B. E., & Huselid, M. A. (2006). Strategic human resources
  5. management: where do we go from here? Journal of management, 32(6), 898-925.
  6. Bell, B. S., Lee, S. W., & Yeung, S. K. (2006). The impact of e‐HR on professional competence in HRM: Implications for the development of HR professionals. Human Resource Management, 45(3), 295-308.
  7. Blau, P. M. (1964). Exchange and power in social life. Transaction Publishers.
  8. Boselie, P., & Paauwe, J. (2005). Human resource function competencies in European companies. Personnel Review, 34(5), 550-566.
  9. Brockbank, W., Ulrich, D., & Beatty, R. W. (1999). HR professional development: Creating the future creators at the University of Michigan Business School. Human Resource Management, 38(2), 111-117.
  10. Camuffo, A., & Gerli, F. (2004). An integrated competency‐based approach to management education: an Italian MBA case study. International Journal of Training and Development, 8(4), 240-257.
  11. Chen, G., Gully, S. M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational research methods, 4(1), 62-83.
  12. Creating People Advantage 2011: Time to Act: HR Certainties in Uncertain Times. Boston Consultimg Group, 2011. http://www.bcg.de/documents/file87639.pdf
  13. Denzin, N. K., & Lincoln, Y. S. (2008). Collecting and interpreting qualitative materials (Vol. 3). Sage.
  14. Krueger, R. A. (1994). Focus Groups: A Practical Guide for Applied Research. Thousand Oaks, CA: Sage Publications.
  15. Krueger, R. A., & Casey, M. A. (2000). Focus groups. A practical guide for applied research, 3.
  16. Losey, M., Meisinger, S., & Ulrich, D. (Eds.). (2007). The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow. John Wiley & Sons.
  17. Luthans, F., & Peterson, S. J. (2002). Employee engagement and manager self-efficacy. Journal of management development, 21(5), 376-387.
  18. Markus, L., Thomas, H. C., & Allpress, K. (2005). Confounded by competencies? An evaluation of the evolution and use of competency models. New Zealand Journal of Psychology, 34(2), 117.
  19. Morgan, D. L. (1997). Focus groups as qualitative research (Vol. 16). SAGE Research Methods.
  20. Onwuegbuzie, A. J., Dickinson, W. B., Leech, N. L., & Zoran, A. G. (2009). A qualitative framework for collecting and analyzing data in focus group research.International Journal of Qualitative Methods, 8(3), 1-21.
  21. Paauwe, J., & Boselie, P. (2003). Challenging ‘strategic HRM’and the relevance of the institutional setting. Human Resource Management Journal,13(3), 56-70.
  22. Pilyavsky, A. I., Aaronson, W. E., Bernet, P. M., Rosko, M. D., Valdmanis, V. G., & Golubchikov, M. V. (2006). East–west: does it make a difference to hospital efficiencies in Ukraine? Health Economics, 15(11), 1173-1186.
  23. Poell, R. F., & Van Der Krogt, F. J. (2014). The role of human resource development in organizational change: Professional development strategies of employees, managers and HRD practitioners. In International handbook of research in professional and practice-based learning (pp. 1043-1070). Springer Netherlands.
  24. Rabiee, F. (2004). Focus-group interview and data analysis. Proceedings of the nutrition society, 63(04), 655-660.
  25. Ramlall, S. J. (2006). Identifying and understanding HR ompetencies and their relationship to organizational practices. Applied HRM Research, 11(1), 27-38.
  26. Roehling, M. V., Boswell, W. R., Caligiuri, P., Feldman, D., Graham, M. E., Guthrie, J. P., . & Tansky, J. W. (2005). The future of HR management: research needs and directions. Human Resource Management, 44(2), 207-216.
  27. Scullion, H., & Collings, D. G. (Eds.). (2006). Global staffing. Routledge. SHRM Competency Model (2012). http://www.shrm.org/hrcompetencies/pages/default.aspx
  28. Segura. E. Regional Differences in Doing Business in Ukraine. Partner and Chief Economist, SigmaBleyzer President of the Board, The Bleyzer Foundation. June 2013. http://www.usubc.org/site/files/Regions%20of%20Ukraine%20June%202013-v3.pdf [ultimo accesso 11.06.15]
  29. Sparrow, P., Brewster, C., & Harris, H. (2004). Globalizing human resource management. Routledge.
  30. Strikwerda, J. (2012). Organization Design in the 21st Century: From Structure Follows Strategy to Process Follows Proposition. Available at SSRN 2002236.
  31. Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133.
  32. The Chartered Institute of Professional Development (CIPD) / The CIPD professional map http://www.cipd.co.uk/cipd-hr profession/profession-map/ [Ultimo accesso 03.03.15]
  33. Tyson, S. (1987). The management of the personnel function. Journal of Management Studies, 24(5), 523-532.
  34. Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2012). HR from the outside in: Six competencies for the future of human resources. McGraw-Hill.
  35. Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The state of the HR profession. Human Resource Management, 52(3), 457-471.
  36. Wilkinson, S. (2004). Focus group research. In D. Silverman (ed.), Qualitative research: Theory, method, and practice (pp. 177–199). Thousand Oaks, CA: Sage.

Nataliya Pylat, Expected HR competencies: what do companies want from HR managers? in "EDUCATIONAL REFLECTIVE PRACTICES" 1/2016, pp 67-85, DOI: 10.3280/ERP2016-001006