The path from an administrative to a strategic function: A comparative study of human resource managers' competencies
This comparative study examined the importance and abilities of competencies of human resource (HR) managers in their strategic roles, as perceived by HR managers and non-HR managers. The influence of gender on the perceptions was also examined. The sample consisted of HR managers ( n = 44), who were members of the Society for Human Resource Management, and non-HR managers (n = 76) of organizations in the northern Midwest region of the United States.
A mail survey, reviewed by a panel of experts and pilot tested, was used to collect quantitative data in the domains of strategic management, business knowledge, management of talent, employee relations, quality of work family life, and information technology.
Non-HR managers' ratings uncovered significant differences in the levels of HR managers' competencies between importance and ability. Their ratings revealed both a disjunction between HR managers' experience level and ability and a gender bias. When ability ratings of all managers were grouped by gender, male respondents rated male HR managers higher than female HR managers.
Human resource management;
Polls & surveys;