The aim of this chapter is to study human resource (HR) competencies (i.e., HR functional expertise, knowledge of business, and managing change) is related to HRM effectiveness. This research was conducted with a sample of HR professionals who attended courses, programs, and seminars organized by HRM institute. The final sample consists of 201 respondents. The measurement model was tested by using structural equation modeling applying partial least squares (PLS) estimation. The results in this chapter demonstrate the direct association of all dimensions of HR competencies and HRM effectiveness. This chapter aids in uncovering the relationship between HR competencies and HRM effectiveness.
TopHr Compentencies Research In Malaysia
As indicated earlier, there is a paucity of HR competencies research in Malaysia and has begun to appear in Malaysian literature (Abdul Hamid et al., 2011; Choi et al., 2010; Wan Khairuzzaman & Long, 2009; Long, 2008; Long & Wan Khairuzzaman, 2008). For instance, Abdul Hamid et al. (2011) developed an empirically substantiated HR Practitioner Competency Model based on Malaysian context. Altogether 12 competency domains were emerged: leadership, building work relationship, personal credibility and attributes, self-development, entrepreneurial and business acumen, strategic orientation, customer orientation, essential performance enablers, resourcing and talent management, learning and development, rewards and performance management, and employee relations and compliance.
Choi et al. (2010) examined the competencies of HR professionals from Malaysian manufacturing companies in the southernmost state of Malaysia, Johor. The competencies that are examined are business knowledge, strategic contribution, HR delivery, personal credibility, HR technology, and internal consultation. They found that the top nine ranking HR competency factors are from the domain of personal credibility and HR delivery.
Wan Khairuzzaman and Long (2009) examined the strategic contributions of HR professionals to organization. The study analyzed the relationship of HR competencies (business knowledge, strategic contribution, HR delivery, personal credibility, HR technology, and internal consultation) with demographic factors of HR profession such as experience, education level, firm’s size, and salary. The paper also argues that business and human resource related competencies are related to certain HR roles in an organization
The above studies certainly contribute to our understanding of HR competencies in Malaysia. The current study extends the literature on HRM in Malaysia by studying HR competencies and HRM effectiveness among the HR professionals.