Development of an HR Practitioner Competency Model and Determining the Important Business Competencies: An Empirical Study in Malaysia
DOI:
https://doi.org/10.17722/ijme.v3i2.260Keywords:
Generic/ behavioral competencies, Technical HR competencies, Business competencies, Competency category, Competency domain, Competency factor, Strategic business partner (SBP)Abstract
The objectives of this study are to develop an HR competency model perceived by the HR professionals and to determine their roles as strategic business partner (SBP) in Malaysia. An empirical study was carried out during 2009-2010 among the HR practitioners and consultants. Data were collected by using structured questionnaires and a total of 380 (n) complete questionnaires were used for the statistical analysis. Structural equation modeling (SEM) was carried out to develop the HR practitioner competency model. Findings demonstrated that the ‘generic/ behavioral competency’ category and ‘technical HR competency’ category were significant to the competency model. Though, six business competency factors were found statistically important, but the overall business competency category was not significant. That implies HR professionals highly contribute to the operational activities rather than being strategic business partner (SBP). The findings can be useful in establishing competency frameworks, measuring human capital capabilities, designing training programs, establishing on-boarding programs, developing career and succession plans, and drawing the appropriate reward plans.
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