Strategic partner role as mediator in the relationship between human resource competencies and organizational performance

The concept of human resource (HR) strategic business partnering has begun to gain acceptance as a practice for improving business performance. To add value to organizations, HR as a strategic business partner is expected to acquire and demonstrate the knowledge of requisite critical competencies. L...

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Main Author:	Amechi, Uti Charles
Format:	Thesis
Language:	English
Published:	2015
Subjects:	HD28 Management Industrial Management
Online Access:	http://eprints.utm.my/id/eprint/54740/1/UtiCharlesAmechiPFM2015.pdf
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id	my-utm-ep.54740
record_format	uketd_dc
spelling	my-utm-ep.547402020-11-04T08:44:26Z Strategic partner role as mediator in the relationship between human resource competencies and organizational performance 2015-06 Amechi, Uti Charles HD28 Management. Industrial Management The concept of human resource (HR) strategic business partnering has begun to gain acceptance as a practice for improving business performance. To add value to organizations, HR as a strategic business partner is expected to acquire and demonstrate the knowledge of requisite critical competencies. Literature review reveals that the studies addressing jointly the conceptual relationship between HR competencies and strategic partner role are limited. Therefore, this study investigated the HR strategic partner role as mediator by examining the mediating effect of its role in the relationship between HR competencies and organizational performance by adapting the Ulrich HR Role Model. The study also examined HR competencies such as strategic positioner, credible activist, credibility builder, change champion, HR innovator/integrator, technology proponent and project facilitator by adapting the Ulrich Human Resource Competency Survey (HRCS). The mediating effects and competencies were examined based on 215 HR professionals from 20 consolidated banks located in South-West Nigeria. A quantitative approach employing the Statistical Package for the Social Sciences (SPSS) version 20 software was used for the analysis. The findings revealed that strategic partner role mediates six out of the seven HR competencies investigated, with project facilitator as an exception. There were 24 factors in the seven HR competencies studied. The top ten factors that emerged from the findings are from the domains of technology proponent, strategic positioner, credible activist and project facilitator. The findings also showed that from the seven HR competencies, only technology proponent and strategic positioner have contributed the most to the organizational performance. In the study, competencies have significant correlation with organizational performance. Besides that, the study has shown that top management should encourage HR professionals to demonstrate more of their technology proponent skills and continue to acquire skills to leverage social media tools to improve HR operations. 2015-06 Thesis http://eprints.utm.my/id/eprint/54740/ http://eprints.utm.my/id/eprint/54740/1/UtiCharlesAmechiPFM2015.pdf application/pdf en public http://dms.library.utm.my:8080/vital/access/manager/Repository/vital:94653 phd doctoral Universiti Teknologi Malaysia, Faculty of Management Faculty of Management
institution	Universiti Teknologi Malaysia
collection	UTM Institutional Repository
language	English
topic	HD28 Management Industrial Management
spellingShingle	HD28 Management Industrial Management Amechi, Uti Charles Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
description	The concept of human resource (HR) strategic business partnering has begun to gain acceptance as a practice for improving business performance. To add value to organizations, HR as a strategic business partner is expected to acquire and demonstrate the knowledge of requisite critical competencies. Literature review reveals that the studies addressing jointly the conceptual relationship between HR competencies and strategic partner role are limited. Therefore, this study investigated the HR strategic partner role as mediator by examining the mediating effect of its role in the relationship between HR competencies and organizational performance by adapting the Ulrich HR Role Model. The study also examined HR competencies such as strategic positioner, credible activist, credibility builder, change champion, HR innovator/integrator, technology proponent and project facilitator by adapting the Ulrich Human Resource Competency Survey (HRCS). The mediating effects and competencies were examined based on 215 HR professionals from 20 consolidated banks located in South-West Nigeria. A quantitative approach employing the Statistical Package for the Social Sciences (SPSS) version 20 software was used for the analysis. The findings revealed that strategic partner role mediates six out of the seven HR competencies investigated, with project facilitator as an exception. There were 24 factors in the seven HR competencies studied. The top ten factors that emerged from the findings are from the domains of technology proponent, strategic positioner, credible activist and project facilitator. The findings also showed that from the seven HR competencies, only technology proponent and strategic positioner have contributed the most to the organizational performance. In the study, competencies have significant correlation with organizational performance. Besides that, the study has shown that top management should encourage HR professionals to demonstrate more of their technology proponent skills and continue to acquire skills to leverage social media tools to improve HR operations.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Amechi, Uti Charles
author_facet	Amechi, Uti Charles
author_sort	Amechi, Uti Charles
title	Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
title_short	Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
title_full	Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
title_fullStr	Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
title_full_unstemmed	Strategic partner role as mediator in the relationship between human resource competencies and organizational performance
title_sort	strategic partner role as mediator in the relationship between human resource competencies and organizational performance
granting_institution	Universiti Teknologi Malaysia, Faculty of Management
granting_department	Faculty of Management
publishDate	2015
url	http://eprints.utm.my/id/eprint/54740/1/UtiCharlesAmechiPFM2015.pdf
_version_	1747817715636109312

Strategic partner role as mediator in the relationship between human resource competencies and organizational performance

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