This study centered on HR practitioners' perceptions regarding the perceived importance and level of competence of possessing various HR strategic and operational competencies. The findings were similar to those of other referenced competency studies and concluded that there is a broad recognition for continuing action and advocacy. Generally, the human resource profession places relatively equal importance for all strategic-level HR competencies. However, within an organizational setting, certain defined competencies may have greater importance than others. Despite this observation, HR practitioners must continue to strive to become generalists rather than specialists, prompted by requirements to perform a wide variety of duties in less time with fewer resources. The HR Professional Competency Survey was designed to identify essential competencies HR practitioners must possess to be successful in the profession along with their perception of the importance of these competencies. The survey was given to 986 members of HRACO and consisted of active members of the Human Resources of Central Ohio possessing at least two years of human resources experience. This study investigated the challenges associated with the changing role of the HR function through the use of effective methodology and statistical findings correlating perceptual importance of HR competences with the level of competence essential for resolving important HR issues. An exhaustive literature review was performed providing insight for comparison and substantiation of similar findings. Professional benefits for human resources are realizable with continued research regarding possessing essential HR competencies and the building of strategic business partnerships. This dissertation's conclusions discussed implications for the study findings as they relate to the possession and development of important HR professional competencies necessary in strategic organizational roles. Future research recommendations were offered to further assist in the transformation of the human resources function from its traditionally perceived transactional role to one of a strategic business partnership.
|Commitee:||Singh, Rajah, Sun, Ted|
|Department:||School of Business|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 69/07, Dissertation Abstracts International|
|Keywords:||Business partnership, Competencies, Human resource, Ohio|
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