The validation of a human resource management professional competence model for the South African context

Abstract

Orientation: The last two decades have seen a great interest in the development of human resource management (HRM) professional competence models to advance the value-add of HR practitioners in organisations. However, empirical research on competency requirements for HR practitioners in the South African context has not been forthcoming.Research purpose: The main objective of the present research was to validate a HRM competence measure for the assessment of professional HRM competencies in the workplace. Motivation for the study: Competency models can assist HR professionals in supporting their organisations to achieve success and sustainability.Research approach, design and method: A cross-sectional research approach was followed. The proposed HRM Professional Competence Model was administered to a diverse population of HR managers and practitioners (N = 483). Data were analysed using SPSS 22.0 for Windows. Main findings: Exploratory factor analysis resulted in three distinguishable competency dimensions for HR professionals: Professional behaviour and leadership (consisting of the factors Leadership and personal credibility, Solution creation, Interpersonal communication and Innovation), Service orientation and execution (consisting of the factors Talent management, HR risk, HR metrics and HR service delivery) and Business intelligence (consisting of the factors Strategic contribution, HR business knowledge, HR business acumen and HR technology). All factors showed acceptable construct equivalence for the English and indigenous language groups. Practical/managerial implications: Managers can utilise the validated competence measure to measure the performance of HR practitioners in the organisation. Contribution/value-add: This research adds to the limited HR professional competence measures that currently exist.

Conceptual Paper: Novelty Quondam Commitment Professional Behavior, Integration of HRM Professional Competency Theory and Organizational Learning Theory

“…HRM is a key factor for organizational success in the era of the global economy that brings organization still existsand grow. Professional Competency HRM is a dimension of Human Recourses Management that was developed (Schutte et al, 2015). HR managers nowadays are required to think about how to find competitive advantages that enable their companies to be better from other companies and how to find excellence itself.…”

“…For this reason, the development of human resources who have professional competence has received attention during the last period, namely an organization's efforts to adapt the changes in the business world (Hamid at al.., 2011). Human Resource Management consists of HRM Practices, HRM professional competence and HRM Responsibility, (Schutte et al, 2015). Professional competence of human resources management plays a dual role as business partners in implementing business strategies and practices that respond the economic conditions (Brien & Linehan, 2014).…”

“…with a double role owned by manager. The human resources should have professional attitude that support organization in achieving success and sustainable (Schutte et al, 2015). Human resource should behave in a balanced way and has sustainable professionalism as a unique resource that difficult having by competitor.…”

“…These human resources are the human resources have a professional commitment behaviour in making improvements now for the long-term interests. HRM Professional Competence (Schutte et al, 2015), uses a survey of organizational culture to assess human resource practices, by measuring 13 human resources practices, namely: change, communication, diversity, transformation, HR policies and processes, innovation, job satisfaction, leadership style, performance management, recognition, appreciation, remuneration, training and cultural values development. In measuring human resource competence (Schutte et al, 2015)combining models and developing a measure of human resource competencies for human resources professionals by measuring 3 dimensions namely 1) professional behaviour and leadership, 2) service orientation and 3) and core business.…”

Leadership Talent Mindset as a Predictor of the Motivation and Retention of Junior Correctional Officials

“…Most research to date in government institutions shows a considerable lack of management commitment towards the talent management of their employees (Barkhuizen, 2015). Research in particular shows that executives do not spend sufficient time in strengthening talent pools; neither are they properly trained in the best practices and latest techniques to develop, mentor and nurture talent (Barkhuizen, Welby-Cooke, Stanz and Schutte, 2014;Schutte, Barkhuizen & van der Sluis, 2015). The important role of managers in creating a compelling talent value proposition for their employees have been documented (Saurombe, Barkhuizen, & Schutte, 2017).…”