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INTERNATIONAL JOURNAL OF CURRENT LIFE SCIENCES
RESEARCH ARTICLE
ISSN: 2249- 1465
International Journal of Current Life Sciences - Vol. 4, Issue, 12, pp, 12754-12762, December, 2014
A STRATEGIC MODEL FOR APPLYING HUMAN RESOURCE COMPETENCIES
Belal Panahi
Faculty of Management, Economics and Accounting, Payam Noor University
AR TIC L E
I NF O
Article History:
th
Received 6 , November, 2014
Received in revised form 19th, November, 2014
Accepted 10th, December, 2014
Published online 28th, December, 2014
Key words:
business, Human resources, strategies, roles and
competencies
ABS TR AC T
This study investigated relationships between business strategies, human
resource strategies, human resource roles, and human resource competencies.
The study had six hypotheses and Research method was descriptive, and
regression and correlation tests were used to examine the relationship between
variables. The populations of this study were managers of Iranian Petroleum
Company.
Results of this research showed that business strategies had significant effect on
human resources strategies, human resources roles, and human resources
competencies. HR strategies and roles also had significant effect on human
resources competencies.
HR roles and HR strategies have significant
relationships with together; also there were significant relationships between
dimensions of variables. In summary the research verified the proposed
conceptual model, and confirmed the relationship between the variables of the
model. Also, there are closely relationships between business strategies, human
resource strategies, human resource roles, and human resource competencies.
Cost leadership strategy is aligned with Stable human resource activities and
differentiation strategy is aligned with flexible human resource activities.
© Copy Right, IJCLS, 2014, Academic Journals. All rights reserved.
INTRODUCTION
Today’s Increased global business competitiveness,
increasing internationalization of businesses and
technological growth, caused to companies organize
coordination and consolidate supervision of their
operations by redesigning specific HRM strategies, roles
and organizational systems (Volmer, Werner, &
Zimmermann, 2007) that can attract skilled and expertise
HR who have different competencies. Organizations of
tomorrow also need to have HR experts and leaders who
should also be able to facilitate important activities to
design and development a set of competencies. Successful
managers believe that the valuable asset that will create
competitive advantage for Organizations are their staffs
and only this human capitals keep them as a pioneer in
competition. Organizations have been award from
emerging and potential abilities of human resource
strategy, and the growing role of intangible assets and
intellectual capital in the competitive global (Becker et al,
2001). Emerging SHRM researches are increasingly
demonstrating that HRM and firm performance are related
and they explain when, where, and why specific types of
employee knowledge, skills, abilities, and activities
influence firm performance (Chadwick, 2005).
In this regard, human resources need to introduce new
functions and policies, so that human resources prepare
policies, and personnel implement them. According to
Purcell et al (2003), operational managers implement
human resource policies. If operational managers do
not accept what is that human resources expect from
them, they do not run properly this expectations. So if
they are forced to do these practices and expectations
will do these with dismay and disappointment
(Armstrong, 2006).
A company that wants to consolidate its position in the
industry must decide whether to use existing facilities
can perform the activities better than competitors, or to
achieve desired goals should take in different activities.
Thus, companies that have consolidated their position
in the industry have a competitive advantage than to
other competitors. Companies that do not have strong
position in the industry confront to the problem in
competing with other companies and cannot earn
through competitive advantage (Khorasani et al, 2007).
To maintain and track changes in the duties and
functions of human resources, HR professionals must
develop and define a new set of competencies for
completing their changing roles and responsibilities
(Yeung, et al, 1996). Therefore, we investigated the
new human resource competencies and their
relationships with business strategies, human resource
strategies, and human resource roles.
*Corresponding author: Belal Panahi
Faculty of Management, Economics and Accounting, Payam Noor University
International Journal of Current Life Sciences - Vol. 4, Issue, 12, pp, 12754-12762, December, 2014
contingency hypothesis between business strategy and HR
LITERATURE
policy. Business strategy is not a given, but is seen as
Business strategy and its relationship with HR strategy,
critically interactive with HRM. Large enterprises are able
HR roles and HR competencies
to have different strategies for different segments or levels
Business strategy is defined as a set of decisions about the
of the business, and likewise may use different and
way an organization. Also according to Liao (2005) a
suitable strategies for HR. It allows to enterprises for the
strategy is defined as a series of coordinated commitments
response to competitive pressures by selective contingent
and actions that are designed to exploit core competencies
contractual arrangements or contingent HR (Hunter,
and gain a competitive edge (Lee et al, 2010). Strategy
2006). The Human Resource Department deals with
describes how firms achieve competitive advantage,
management of people within the organization. It is
which in turn drives firm performance (Chadwick, 2005).
responsible for organization of people in the entire
Company and plans for future ventures and objectives
Also, the strategy is a plan that shows how the company
involving people in the Company (Handy, 1999).
will achieve its mission and goals (Wheelen and Hunger,
Researches show that the HRM function has evolved
2004). Researchers have noted that many organizations
through many stages, from the industrial revolution, the
have a strategy, but they don’t do it well; the main reason
scientific management, the human relations movement,
is that the staff and various departments of organization
etc., to the present SHRM as strategic business partner. In
don’t have a common understanding of organization
these stages, HRM has mainly focused on the
strategy. A company usually offers three levels of
administrative aspects, but recently, HRM is expected to
strategy: corporate level, business level and functional
become a strategic business partner (Inyang, 2010).
level.
HRM is specifically about gaining the employees’
Liao (2005) noted that the business level of strategy
commitment and adaptability, and about standardizing
reflects an organization's beliefs about where and how to
employee contracts and wages. It involves selecting the
gain a competitive advantage over rivals. Porter (1980,
best ways to manage people, their skills and knowledge
1985), Miles and Snow (1978, 1984), offered two the most
through established rules, regulations, procedures and
popular strategies, and these were based for theory and
techniques. HRM is a movement in management practices
human resource strategies. Porter (1980, 1985) identified
and studies that attempts to impose control systems
two basic types of general strategy that organizations
through supervision in order to achieve its functional goals
apply to achieve and sustain competitive advantage in a
of strategic integration, commitment, ‘flexibility’ or
market. A firm can choose from two major generic
adaptability, and quality (Newenham-Kahindi, 2011).
strategies:
According to Inyang (2010), the paradigm shift from the
One of them is “cost leadership strategy” that is based on
administrative aspects of HRM led to the emergence of
low cost structure and its goal is to promote the potential
SHRM as a new generation of value-added. The emphasis
market for the products or services of a company. Firms
of SHRM is that HRM understands business strategy and
that pursue a cost leadership strategy aim to gain a
to become a strategic business partner. HRM with playing
competitive advantage through lower costs. They seek
this role will support the company’s competitive
efficiencies in production and use tight controls
advantage by providing high quality people and by
(especially in managing costs) to gain an advantage over
helping business managers strategically plan the functions
their competitors. The second strategy is “Differentiation
of the human capital within the organizations (Rowden,
strategy” that the company aims to differentiate itself from
1999). Aligning HR and strategic plans is an important
rival companies, and company wants to achieve
endeavor for every organization. Studies strongly support
competitive advantage through what is valuable to
the alignment between strategies, HR, and performance
customers (for example, quality, service…). Thus,
and thus show the potential role HR can play in
differentiation strategy focuses on creating a distinctive or
implementing strategy and developing an organization’s
even unique product that is unsurpassed in quality,
competitive advantage (Wright, Smart, McMahan, 1995).
innovative design, or other feature. This may be
accomplished through product design, unique technology,
Stewart & Brown (2008) rely on contingency approach
or even through carefully planned advertising and
about HR strategies and therefore offer four strategies as
promotion. Firms that use this strategy may even be able
following: Loyal Soldier, Bargain Laborer, Committed
to charge higher-than-average prices for their products.
Expert and Free Agent. The Loyal Soldier is in association
with cost leadership strategy and building Talent and
Thus, the firms are able to set higher prices for their goods
needed skills. The Bargain Laborer is in association with
and services through creation suitable position by
cost leadership strategy and buying Talent and needed
applying Differentiation strategy. Primarily cost
skills. The Committed Expert is in association with
leadership strategy is consistent with mass production
Differentiation strategy and building Talent and needed
approach and Differentiation strategy is consistent with
skills. The Free Agent is in association with
flexible production methods (Piore & Sabel, 1984).
Differentiation strategy and buying Talent and needed
Many researchers (Beer, 1984; Guest, 1987; Dyer &
skills.
Holders, 1988; Lengnick-Hall & Lengnick-Hall, 1990,
HR strategies and HR roles
2009; Schuler et al, 1993; Truss & Gratton, 1994; Ulrich,
1997; Boxall, 1999; Armstrong, 2004, etc…) have
Human Resource Department is responsible for ensuring
investigated the relationship between business strategy
that it plans adequately for all the organization’s future
and HR practices. Boxall (1999) found that there are
engagements that will involve people. The Department is
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International Journal of Current Life Sciences - Vol. 4, Issue, 12, pp, 12754-12762, December, 2014
also responsible for setting day to day objectives
human resources to achieve organizational goals, and
necessary for streamlining activities within the
accordingly helps organizations gain competitive
organization and thus ensuring that work is not just done
advantage (Wei, 2006). The traditional HRM differs from
haphazardly (Hyde, 2004). Researchers have pointed;
SHRM in two important ways: First, SHRM focuses on
there are different roles and strategies can play vital role in
organizational performance rather than individual
SHRM area. Strategy can also play different roles in HRM
performance. Second, it also emphasizes the role of HR
function. Strategic HRM try to link human resource
management systems as solutions to business problems
activities with other activities in all parts of organization.
rather than individual HR management practices in
In addition, it requires that senior management change
isolation (Becker & Huselid, 2006). This therefore reflects
what they expect from HR. For HR to be taken seriously,
a shift of emphasis from operating efficiency of individual
senior management must show that they believe HR can
employees to managerial efficiency of the entire
play an important strategic role, beyond administrative
organization. The distinction shows SHRM as a more
duties. Further, HR professionals must upgrade
systematic approach, which extends beyond the
themselves. Organizations need HR people who know
management of human capital and people – management
business, can influence the culture, and make positive
activity to involve the integration of human factors to
change happen within an organization; doing so will bring
strategic business goals of the organization (Inyang,
personal creditability to HR (Ulrich, 1997).
2010). Thus, HR professionals must take a leading role in
the assignment of those resources (Ulrich, 1997).
To contribute in a strategic manner, HR must measure its
effectiveness in terms of business competitiveness, rather
HR competencies and their relationships with HR
than employees’ good feelings. To be considered a
strategy, HR roles
strategic function, HR must escape its perception of an
New economic paradigm requires some HR professionals
incompetent support staff (Ulrich, 1997). Ulrich’s (1997)
to do different things than they did in the past. Thus, HRM
model on human resource roles is organized around the
must obtain new competencies for doing effectively their
deliverables or outcomes of human resources work and the
new and strategic roles. They also dominate on the HR
activities required to accomplishing these outcomes.
knowledge derived normally through research and
According to this model, Ulrich presents a framework that
education (Sang Long, 2008). Competencies enable
clearly shows four key roles that human resources
employees to achieve results, thereby creating value. It
professionals must fulfill in order to add the greatest value
follows that competencies aligned with business
to the organization. According to Ulrich’s (1997) model,
objectives help foster an organization's success.
HR professionals must focus on both the strategic and the
Organizations must understand their core competency
operational, both long-term and short-term and they do
needs to the skills, knowledge, behaviors, and abilities that
Activities range from managing processes to managing
are necessary for people in key roles to deliver business
people. Focus on These two dimensions delineates four
results. According to Ulrich’s research (2007), HR
principal roles (Darvish et al., 2012).
professionals must play role in the six important areas.
According to this model, Strategic partners translate
According to this model, In addition to a HR profession
business strategy into action. HR professionals in Strategic
for being Operational executor also he should be a good
partner role systematically assess and align HR practices
Credible Activist, Culture &Change Steward, Talent
with business strategy (Ulrich, 1997). They can design and
manager /organization designer, architecture and allied
integrate systems that are effective in Building new
business strategy. Human resources that are credible but
organizational capabilities and successful organizations.
not Activist may be admired but not so effective. Activists
Administrative experts improve processes, apply the
that are not Credible have ideas that one does not run it.
principles of reengineering business processes to human
(Ulrich et al, 2008)A HR profession should has individual
resources processes, rethink value creation, rethink how
Credibility then he gains strategic, business and
work is performed, and measure human resources results
organizational competencies until that he could develop
in terms of efficiency and effectiveness (Ulrich, 1997).
his strategic position. Human resources as a Culture
Employee champions listen and respond to employees and
&Change Steward are expected to respect the past aspects
find the right balance between demands on employees and
of culture and at the same time form a new culture which
resources available to employees. They promote employee
it could help to facilitate the organizational success
contributions (Ulrich, 1997). Change agents understand
(Ulrich et al, 2008). Talent management focuses on
the theory and apply the tools of change. They lead
requirements of necessary competencies. On the other
transformation by doing it first within the human
hand Organizational design focuses on how a company
resources function. They serve as catalysts for change,
relates its capabilities to the structure, processes and
facilitators of change, and designers of systems for change
policies. HR professionals must be ensuring that tools of
(Ulrich, 1997). Human resources champions can master,
Talent management and Organization’s capabilities
align, and leverage these practices so that employees,
aligned with customer’s requirements and Organizational
customers, and investors receive value (Darvish et al.,
strategy. Also human resources are contributing in
2012).
creating the overall strategy through linking the internal
organization to the external customer expectations. This
Unlike the traditional HRM which covers a wide range of
link helps the customer-centric business strategies to be
employment practices, including recruitment, selection,
shape for their employees really (Ulrich et al, 2008). HR
performance appraisal, training and development and
professionals also must be Operational executor; this area
administration of compensation and benefits, SHRM
focuses on the ability of human resources in doing
reflects a more flexible arrangement and utilization of
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operational aspect of managing people and organization.
Hypothesis 3: The human resources strategies will
Activities such as policy administration, compliance and
influence human resource competencies.
enforcement are at the center of this area. In addition to be
Hypothesis 4: The human resources roles will influence
necessary focus to pay, employment and training of
human resources competencies.
employees.
Human resources also contribute to business success
through understanding the social context or environment
in which business does it. They also must know that how
is Gained income, what is the value chain in business, who
are customers and why do they buy our products or
services. Finally, they have a good understanding of
different business sectors and how they work, how they
work together; so they can help their business to achieve
profit. Business success is obtained by giving an
appropriate response to changing external conditions.
(Ulrich et al, 2008) human resources specialists are
Expected that help to Compete for their business And in
this way human resources only should not be observed but
it is necessary they understand New business trends and
adapt with them (Sang Long, 2009).The determination and
recognition of individual, managerial and organizational
competencies to seem be as an inevitable necessary for the
various levels in organizations. Human resources
professionals must identify necessary competencies as a
leader in value creation, and they learn and apply them in
practice. (Ulrich et al, 1997)
The six domains of core competency that HR
professionals need to gain them, Show that the evolution
and improvement of human resources is in this direction
that the expectations from HR professionals of this area is
on the rise and expansion. While in the past was focused
more on the area of business-related knowledge, because
was expected from human resources to have knowledge of
your business. But today expectations from the Human
resources have changed so those are expected from them
to play role of business ally. So, Human resources must be
a strategic partner and they are necessary to know, but
more importantly, they know what they need (Darvish, et
al., 2012). Figure 1 shows relationships between variables
that were reviewed in the literature. Thus, for this study
Hypotheses are proposed as follows: (Figure 1)
HRM strategies
H1a
H2
H1b
Business strategies
H3
HRM competencies
H1c
HRM roles
H4
Figure 1: The proposed conceptual model
Hypothesis 1: The business strategies will influence
human resources strategies, human resources roles, and
human resource competencies.
Hypothesis 2: The human resources strategies and human
resources roles have significant relationship together.
MATERIALS AND METHODS
Sample and procedure
Research method and sample of this survey is based on
descriptive research, and it is a correlative one. The
population includes managers working in Iranian
petroleum Company. The samples were selected 218
persons randomly based on Kokran formula.
Measures
The used tool to gather data is a questionnaire which is
divided into four parts. The first part is related to the
business strategies that includes 8 questions: cost
leadership strategy (4 items), Differentiation strategy (4
items); the second part to examine Human resource
strategies include 24 questions: Loyal Soldier (6 items),
Bargain Laborer (6 items), Committed Expert (6 items),
Free Agent (6 items); the third part to examine Human
resources roles include 40 questions: Strategic partner role
(10 items), Employee champion role (10 items),
Administrative expert role (10 items), Change agents role
(10 items); and The forth part is related to the Human
resource competencies that includes 60 questions:
Credible Activist (10 items), Culture & Change Steward
(12 items), Talent Manager / Organizational Designer (9
items), Strategy architect (7 items), Operational executor
(9 items), Business ally (13 items); questions have been
regulated in the likert's spectrum (Completely disagree,
disagree, senseless, agree, and completely agree). In this
regard, Chronbach’s Coefficiet Alpha used to survey the
reliability and Confirmatory Factor Analysis (CFA) used
to survey the Validity. Table1- shows Chronbach’s alpha
for all constructs. The data were analyzed by use of
correlate and regression test, structural equations on spss
and Lisrel’s software. (Table 1)
Table 1 Results of reliability tests on constructs
Variables
business strategies
cost leadership strategy
Differentiation strategy
Human resource strategies
Loyal Soldier
Bargain Laborer
Committed Expert
Free Agent
Human resources roles
Strategic partner role
Employee champion role
Administrative expert role
Change agents role
Human resource competencies
Credible Activist
Culture & Change Steward
Talent Manager / Organizational
Designer
Strategy architect
Operational executor
Business ally
Items Chronbach‘s alpha
4
4
0/854
0/843
6
6
6
6
0/914
0/832
0/893
0/808
10
10
10
10
0/933
0/889
0/936
0/868
10
12
0/976
0/975
9
0/964
7
9
13
0/921
0/968
0/960
RESULTS AND DISCUSSION
In order to analyze the findings, Results of regression and
correlation test about Evaluation of assumptions are
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significant relationship between business strategy and
human resource roles. Therefore, because pHypothesis 1: The business strategies will influence
value=0/000<0/05, and Beta = 0/552, the hypothesis about
human resources strategies, human resources roles, and
business strategy and human resource roles is confirmed.
human resource competencies.
(Table 4)
Hypothesis H1a: The business strategies will influence
Data in Table 5 Show there are direct and stronger
human resources strategies
relationships between Differentiation strategy and
Previous researches have shown that HR strategies are
Strategic partner role, Employee champion role, and
affected by business strategies. To examine hypothesis
Change agent role but there is an indirect and significant
H1a, the effect of business strategy on human resource
relationship between Differentiation strategy with
strategies was assessed by using regression test. Presented
Administrative expert role.
Results in Table 2 show that there is significant
Data also Show Cost leadership strategy has an indirect
relationship between business strategy and human
and stronger relationship with Administrative expert role.
resource
strategies.
Therefore,
because
pBut Cost leadership strategy has not relationship with
value=0/000<0/05, and Beta = 0/527, the hypothesis about
Strategic partner role, Employee champion role, and
business strategy and human resource strategies is
Change agent. (Table 5)
confirmed. (Table 2)
offered:
Table 2 the results of regression test related to the effect of business strategies on HR strategies
Independent variable
business strategies
dependent variable
Human resource strategies
Sig
0/000
T
9/118
B
0/403
Beta
0/527
Std. Error
0/044
Table 3 the results of correlation test between business strategies and HR strategies
Free
Agent
.034
.104
-.086
.145*
.065
1
Construct
cost leadership strategy
Differentiation strategy
Loyal Soldier
Bargain Laborer
Committed Expert
Free Agent
Committed
Expert
.049
.662**
.715**
-.338**
1
Bargain
Laborer
.378**
-.489**
-.161*
1
Loyal Soldier
.231**
.470**
1
Differentiation
strategy
-.112
1
cost leadership
strategy
1
**.Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 4 the results of regression test related to the effect of business strategies on HR roles
Independent variable
business strategies
dependent variable
Human resource roles
Sig
0/000
T
9/742
B
0/544
Beta
0/552
Std. Error
0/056
Table 5 the results of correlation test between business strategies and HR roles
Construct
Differentiation strategy
cost leadership strategy
Strategic partner role
Administrative expert role
Employee champion role
Change agents role
Change agents
role
.575**
.013
.783**
.122
.531**
1
Employee
champion role
.484**
.131
.570**
.261**
1
Administrative
expert role
-.151*
.618**
-.019
1
Strategic
partner role
.692**
-.130
1
cost leadership
strategy
-.112
1
Differentiation
strategy
1
**.Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed)
Data in Table 3 Show there are stronger relationships
between Cost leadership strategy and human resource
strategy of Loyal Soldier and Bargain Laborer. But cost
leadership strategy has not significant relationship with
Committed Expert and Free Agent. The data about
relationships between Differentiation strategy with human
resource strategies show that Differentiation strategy has
direct and significant relationship with Loyal Soldier and
Committed Expert but there is an indirect and significant
relationship between Differentiation strategy with Bargain
Laborer. These results are consistent with previous
researches. The relationships are not confirmed between
any business strategies with Free Agent. (Table 3)
Hypothesis H1b: The business strategies will influence
human resources roles.
To examine hypothesis H1b, the effect of business
strategy on human resource roles was assessed by using
regression test. Data in Table 4 show that there is
Hypothesis H1c: The business strategies will influence
human resource competencies.
To examine this hypothesis (H1c), the effect of business
strategy on human resource competencies was assessed by
using regression test. Presented Results in Table 6 show
that there is significant relationship between business
strategy and human resource competencies. Thus, because
p-value=0/000<0/05, and Beta = 0/442, the hypothesis
about business strategy and human resource competencies
is confirmed. (Table 6)
Data in Table 7 Show there are stronger relationships
between Cost leadership strategy and human resource
competencies of Credible Activist, Culture & Change
Steward, and Operational executor than to Talent
Manager/ Organizational Designer, and Strategy architect.
Thus, these relationships are confirmed. But cost
leadership strategy has not significant relationship with
Business ally competency of human resources and
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business allies have a meaningful relationship. The data
relationships with Administrative expert role. The
about relationships between Cost leadership strategy with
relationships between Committed Expert and Strategic
human resource competencies show that Differentiation
partner role, Employee champion role, and Change agent
strategy has significant relationship with all of
are confirmed but the relationship with Administrative
competencies and these relationships are too strong.
expert role is not confirmed. The Free Agent has indirect
Therefore, organizations which are using Differentiation
relationships with Strategic partner role, and Change agent
strategy have more need to new HR competencies for their
but has not relationship with Administrative expert and
success. (Table 7)
Employee champion roles. (Table 9)
Table 6 the results of regression test related to the effect of business strategies on HR competencies.
Independent variable
business strategies
dependent variable
HR competencies
Sig
0/000
T
7/243
B
0/804
Beta
0/442
Std. Error
0/111
Table 7 the results of correlation test between business strategies and HR competencies
Construct
Differentiation cost leadership
strategy
strategy
.805**
.931**
.771**
Talent Manager /
Organizational
Designer
.937**
.834**
.911**
.779**
.913**
.818**
.924**
.781**
1
.789**
.767**
1
.780**
1
Business
ally
Credible Activist
.426**
.190**
Culture &
.454**
.187**
Change Steward
Talent Manager /
Organizational
.438**
.172*
Designer
Strategy architect
.391**
.169*
Operational
.483**
.175**
executor
Business ally
.364**
.101
cost leadership
-.112
1
strategy
Differentiation
1
strategy
**.Correlation is significant at the 0.01 level (2-tailed).
Operational Strategy
executor architect
Culture &
Credible
Change
Activist
Steward
.939**
1
1
1
*. Correlation is significant at the 0.05 level (2-tailed)
Hypothesis 2: The human resources strategies and
human resources roles have significant relationship
together.
To examine this hypothesis (H2), the relationship between
HR strategies and HR roles was assessed by using
correlation test. Presented Results in Table 8 show that
there is significant relationship between HR strategies and
HR roles. Therefore, because p-value=0/000<0/05, and R=
0/604, the hypothesis about relationship between HR
strategies and HR roles is confirmed. (Table 8)
Table 8 the results of correlation test between HR
strategies and HR roles.
Variable 1
HR strategies
Variable 2
HR roles
Sig
0/000
R
0/604**
Results also Show there are significant relationships
between Loyal Soldier and all HR roles (Strategic partner
role, Administrative expert role, Employee champion role,
and Change agent). The relationship between Loyal
Soldier and Employee champion role is stronger but the
relationship between Loyal Soldier and Administrative
expert role is Weaker. Bargain Laborer has indirect
relationships with Strategic partner role, Employee
champion role, and Change agent but has direct
Hypothesis 3: The human resources strategies will
influence human resource competencies.
To examine this hypothesis (H3), the effect of business
strategy on human resource competencies was assessed by
using regression test. Presented Results in Table 10 show
that there is significant relationship between business
strategy and human resource competencies. Thus because
p-value=0/000<0/05, and Beta = 0/464, the hypothesis
about business strategy and human resource competencies
is confirmed. (Table 10)
Data in Table 11 Show there are direct and significant
relationships between Loyal Soldier and all HR
competencies. Bargain Laborer also has indirect
relationships with all HR competencies. Committed
Expert has direct and significant relationship with all HR
competencies. There is not relationship between Free
Agent and any HR competencies. (Table 11)
Hypothesis 4: The human resource roles will influence
human resource competencies.
To examine this hypothesis (H4), the effect of HR roles on
human resource competencies was assessed by using
regression test. Presented Results in Table 12 show that
Table 9 the results of correlation test between business strategies and HR competencies
construct
Change
agents
.404**
-.317**
.557**
.294**
.783**
.122
.531**
1
Employee
champion
.816**
-.245**
.716**
-.082
.570**
.261**
1
Administrative
expert
.194**
.427**
.029
-.025
-.019
1
Strategic
partner
.454**
-.490**
.607**
.197**
1
Free Agent
Loyal Soldier
-.086
Bargain Laborer
.145*
Committed Expert
.065
Free Agent
1
Strategic partner
Administrative expert
Employee champion
Change agents
**.Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed)
Committed Bargain
Loyal Soldier
Expert Laborer
.715**
-.161*
1
-.338**
1
1
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International Journal of Current Life Sciences - Vol. 4, Issue, 12, pp, 12754-12762, December, 2014
Table 10 the results of regression test related to the effect of HR strategies on HR competencies.
Independent variable
HR strategies
dependent variable
HR competencies
Sig
0/000
T
7/690
B
1/102
Beta
0/464
Std. Error
0/143
Table 11the results of correlation test between HR strategies and HR competencies
Construct
Free Committed Bargain Loyal
Agent Expert
Laborer Soldier
Credible Activist
.079
.595**
-.321**
Culture & Change
.028
.599**
-.297**
Steward
Talent Manager /
Organizational
.076
.589**
-.309**
Designer
Strategy architect
.036
.523**
-.233**
Operational
.064
.598**
-.345**
executor
Business ally
-.021
.504**
-.184**
Loyal Soldier
-.086
.715**
-.161*
Bargain Laborer
.145* -.338**
1
Committed Expert .065
1
Free Agent
1
**.Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed)
.593**
Talent Manager Culture &
Business Operational Strategy
Credible
/ Organizational Change
ally
executor architect
Activist
Designer
Steward
.805**
.931**
.771**
.937**
.939**
1
.602**
.834**
.911**
.779**
.913**
.576**
.818**
.924**
.781**
1
.544**
.789**
.767**
1
.598**
.780**
1
.469**
1
1
there is significant relationship between HR roles and
human resource competencies. Thus, because pvalue=0/000<0/05, and Beta = 0/588, the hypothesis about
HR roles and human resource competencies is confirmed.
(Table 12)
1
Company. The Human Resource is conferred with the
responsibility of ensuring that all members of staff
perform to their best ability. It could improve this area by
facilitating better use of time in all departments within the
organization. In this paper, we investigated relationships
Table 12 the results of regression test related to the effect of HR roles on HR competencies.
Independent variable
HR roles
dependent variable
HR competencies
Sig
0/000
Results Show that there are direct and significant
relationships between Strategic partner role and all HR
competencies. Employee champion role also has indirect
relationships with all HR competencies. Change agents
role has direct and significant relationship with all HR
competencies. There is not relationship between
Administrative expert role and any HR competencies. The
relationship between Employee champion role with HR
competencies are stronger than other relationships. This
result indicates the importance of employee supporting in
work systems. (Table 13)
T
10/674
B
1/084
Beta
0/588
Std. Error
0/102
between business strategies, human resources strategies,
human resources roles, and human resources
competencies.
In summary, this study offered several notable
conclusions: the Human resource competencies depend on
six factors; business strategies had significant effect on
human resources strategies, human resources roles, and
human resources competencies. HR strategies and roles
also had significant effect on human resources
competencies. HR roles and HR strategies have
Table 13 the results of correlation test between HR roles and HR competencies
construct
Change Employee
agents champion
Administrative Strategic Business Operational Strategy
expert
partner
ally
executor architect
Credible Activist .412**
.650**
.096
Culture & Change
.454**
.693**
.130
Steward
Talent Manager /
Organizational
.387**
.632**
.056
Designer
Strategy architect .383**
.575**
.008
Operational executor .409**
.640**
.056
Business ally
.342**
.538**
.013
Strategic partner .783**
.570**
-.019
Administrative expert .122
.261**
1
Employee champion .531**
1
Change agents
1
**.Correlation is significant at the 0.01 level (2-tailed).
Culture
Talent Manager /
& Credible
Organizational
Change Activist
Designer
Steward
.937**
.939**
1
.508**
.805**
.931**
.771**
.535**
.834**
.911**
.779**
.913**
.480**
.818**
.924**
.781**
1
.431**
.531**
.396**
1
.789**
.780**
1
.767**
1
1
1
*. Correlation is significant at the 0.05 level (2-tailed)
CONCLUSION
Researches show if people are not managed properly, the
organization faces a serious chance of falling apart. The
HR department’s main objective is to bring out the best in
their employees and thus contribute to the success of the
significant relationships with together; also there were
significant relationships between dimensions of variables.
Therefore, According to the findings, relationships in
conceptual model and Hypothesizes were accepted. Also
these results are consistent with the results of previous
surveys (Barney 1991; Ulrich et al, 2008, 2007, 1997,
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International Journal of Current Life Sciences - Vol. 4, Issue, 12, pp, 12754-12762, December, 2014
1995; Stewart & Brown, 2008; Sang Long 2008, 2009;
Handy, C. (1999): Understanding Organizations. fourth
Lee et al 2010, etc.). HR should realize that personal
edition; Penguin.
fulfillment works better and therefore should try to ensure
Hunter, Laurie (2006). Low Cost Airlines: Business
that the change is relevant to every staff member. HR
Model and Employment Relations; European
should try to explain to all staff members or stakeholder
Management Journal. 24(5): 315–321.
the advantage of transforming the culture in the
Inyang, B. J. (2010). Strategic Human Resource
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Management (SHRM): A Paradigm Shift for
the advantages at the individual level and not simply at the
Achieving Sustained Competitive Advantage in
organizational level. Therefore, SHRM with playing the
Organization. International Bulletin of Business
strategic business partner role helps to add value to the
Administration, Euro Journals, Inc. 7: 23-36.
organization, by attention to business trends and allying
Khorasani Mohammad, Kardar Saed, Kardar Jamshid and
business strategies with HR. this alignment ensure that the
Kholgi Ali (2007), Strategic management: Competitive
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achievement of its business objectives. HR executives
Lee, Feng-Hui; Lee, Tzai-Zang; Wu, Wann-Yih; (2010),
need to seek out and hire individuals who are capable of
the relationship between human resource management
growing the business while continuing to reduce labor
practices, business strategy and firm performance:
costs.
evidence from steel industry in Taiwan; The
International
Journal
of
Human
Resource
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