Using a comparative research design, this study compared and contrasted the competencies human resource (HR) managers identified as important to serve as strategic business partners with the competencies non-HR managers identify as important. This study also compared and contrasted the current ability levels of HR managers in their strategic roles, as perceived by HR managers and non-HR managers. An electronic survey, reviewed by subject matter experts and pilot tested, was used to collect quantitative data in the competency areas of credible activist, operational executor, business ally, talent manager/organizational designer, culture and change steward, and strategy architect. The sample consisted of HR managers (n = 88) and non-HR managers (n = 82) who represented various organizations in the southwest region of the United States. HR managers' ratings uncovered significant differences in perceptions of HR managers' present ability levels in the competency domains based on HR managers' position in the organization and the number of years of HR experience.
|Commitee:||Ahmed, Mohammed, Reis, Matthew|
|School:||University of Phoenix|
|Department:||School of Advanced Studies|
|School Location:||United States -- Arizona|
|Source:||DAI-A 80/11(E), Dissertation Abstracts International|
|Keywords:||Human resources, Strategic business partners|
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