1. “hr competency modeling an empirical study in indian it sector”

8/20/2019 1. “HR Competency Modeling an Empirical Study in Indian It Sector”

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“HR COMPETENCY MODELING: AN EMPIRICAL STUDY IN INDIAN IT SECTOR”

VIKRAM SINGH CHOUHAN & SANDEEP SRIVASTAVA

Department of HSS, Juet, Ab Road, Raghogarh, Guna, Madhya Pradesh, India

ABSTRACT

The deveopment of Human Resour!e "HR# !ompeten!y modes is a fied that has re!eived a ot of attention

over the years$ %hie the importan!e of !ompeten!y modeing has been re!ogni&ed in the HR iterature for at east four

de!ades, the !on!eptua and empiri!a vaidation of a !ompeten!y mapping mode for HR professionas has not been

addressed !omprehensivey$ The !ompeten!ies that the HR professionas on!e needed are no onger suffi!ient in the

ne' 'ord of HR !haenges, hen!e, the need to map !ompeten!ies$ This paper offers an empiri!a evauation of ho'!ompeten!ies infuen!e the effe!tiveness and performan!e of HR professionas$

KEYWORDS: (ompeten!y Mapping, HR (ompeten!y Mode, Performan!e Improvement, Re)uired (ompeten!e

*eve, +isting (ompeten!e *eve

INTRODUCTION

The HRM iterature has provided ampe eviden!e that HRM pra!ti!e and poi!y design !an impa!t on

organisationa performan!e, but there remains a a!- of !onsensus on the HRM pra!ti!es to be in!uded "%right et a$

.//01 Subramony .//2#$ %ebourne and (yr "3222#, for eampe, have highighted the roe of HR professionas as an

important determinant of organisationa performan!e$ Guest and 4ing ".//5#, in their revie' of *egge6s "3278#

anaysis of the po'er of the HRM fun!tion, aso note the importan!e of the HRM roe in resear!h into the in- bet'een

HRM and performan!e$ Studies of the HR fun!tion have aso stressed the estabishment and deveopment of a more

epi!it roe for the HR fun!tion as a 9!hange agent6 "Storey 322.1 :ri!h 3227#$ (hange agen!y has ong had a pa!e

'ithin HRM and personne management "*egge 3278#$ ;uiding on the 'or- of (ad'e ".//<#, %yie et a$ "./35#

argue that !hange agen!y !an !ause further roe ambiguity and is better seen as repaying rather than resoving the

ambiguity of HRM6s roe and identity in organisations$ =evertheess, in the !ontet of HR professionas, there is

greater a!!eptan!e of ambiguity and the abiity to pay mutipe roes "Ro!he and Teague ./3.#$

As one of the main barriers for the abiity of HR professionas to pay a more strategi! roe in an organisation

is their a!- of !ertain !ompeten!ies "Ait!hison .//71 :ri!h et a$ .//2# asserts that as business !haenges be!ome

more !ompe, HRM must transform to !ontribute to the !hanging demands$ %ith goba e!onomi! un!ertainty,

te!hnoogi!a !hange, and industry !onvergen!es, HR issues are more important to organisations no' than ever before

":ri!h and ;ro!-ban- .//<#$ %ithin the organisations, there is a need for "and opportunity for# the HR fun!tion to

pay a !riti!a roe in heping organisations navigates through these transitions$ In order to pay this roe, ho'ever, HR

'i have to in!rease its real and perceived value$ HR must therefore deiver a vaue proposition and to deiver su!h a

vaue proposition, HR team 'oud have to undergo a transformation and deiver value as per!eived by a the

sta-ehoders of the !ompany$

The ma>ority of the 'e?-no'n HR !ompeten!y modes have been deveoped in the :nited States ":S# and

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+urope$ Pinto and %a-er "3278#1 M!*agan "328<, 3282#1 Roth'e "322@# and Roth'e et a$ "3222# have !ondu!ted

the most representative studies from the :S$ It updates and invents the HR fied by shifting the fo!us from

ong?standing deveopment to instantaneous resuts in performan!e "ASTD 32251 ;assi et a$ 32271 Peerapornvitoon

3222#$ A sma number of HR !ompeten!y resear!hes have aso been !arried out in Asia Bang "3225#1 *ee "3225#1Peerapornvitoon "3222#1 Boo "3222#1 Chu et a$ ".///#1 4uo ".//.#1 (hen et a$ ".//0#1 Abduah et a$ "./33#$

Many organisations a over the 'ord are shifting the fo!us to'ards HR !ompeten!y modes 'ith an

endeavor to reaign the HR fun!tion and transform HR professionas into business partners ":ri!h et a$ 32201 :ri!h

32271 *osey 32221 Rama .//@1 :ri!h et a$ .//8#$

In spite of the gro'th in HR business partner !ompeten!y modes and their etensive promotion, there has

been itte empiri!a or survey?based resear!h of the effi!a!y of these modes in ma-ing HR professionas more

strategi! or business?oriented "Huseid, Ja!-son, and S!huer 32271 ;oseie and Paau'e .//01 :ri!h et a$ .//8#$ HR

business partner !ompeten!y modes are not as effe!tive as generay assumed, and they are mosty 'ea- in predi!ting performan!e in HR business partnering roes "(ad'e, ./3/#$ :ndoubtedy, it is argued that mu!h of the resear!h has

ony fo!used on the transition in HR roes and responsibiities "Ti!hy et a$ 32851 S!huer and Ma!Mian 32851 :ri!h

328@, 3225#1 mu!h ess dis!ussion has transpired !on!erning 'hat !ompeten!ies are essentia for HR professionas to

be effe!tive in their >obs$

(ompeten!ies differ in the degree to 'hi!h they are context bound $ Some !ompeten!ies, su!h as earning

!ompeten!ies, are 'idey appi!abe and more important than others, 'hereas others are more bound to spe!ifi!

!ontets$ %hie there are evidenty some universa 9!ore HR !ompeten!ies6, the spe!ifi! !ompeten!ies that HR

professionas need are very context dependent and there are !eary enormous differen!es bet'een -no'edge?based

industries "i-e IT# and mass?produ!tion industries "i-e motor vehi!es and !othing#$

(ompeten!ies promised a means of redis!overing HR roes, in addition to a substitute approa!h to set up the

effe!tiveness and performan!e impa!t of the HR fun!tion ":ri!h and ;ro!-ban- .//01 :ri!h et a$ .//8#$ Ho'ever,

there is an in!reasing !on!ern that !ontet?independent and roe?spe!ifi! !ompeten!y modes are ineffe!tua and

professionas are more and more sensitive of the emergent performan!e gaps "Pit!her .//8#$ Therefore, it is essentia

to in!rease responsiveness of the imitations of !ompeten!y modes and their prospe!tive effi!a!y as a devi!e for

improving performan!e$

or the reasons des!ribed earier, a roe?spe!ifi! !ompeten!y mode may not be predi!tive of the effe!tiveness

and the performan!e of HR professionas$ Therefore, the re)uirement is to deveop a !ompeten!y frame'or- so as to

move beyond the !a for a roe for HR professionas to a!tuay des!ribing spe!ifi! !ompeten!ies that HR

professionas must demonstrate$ Despite the !on!eptua appea, no resear!h thus far offers an empiri!ay supported

frame'or- for understanding !ompeten!y mapping modes in a !omprehensive manner$

In ight of these !onsiderations, the !urrent study proposes a mode of HR !ompeten!ies in the !ontet of

information te!hnoogy "IT# industry in India, as a me!hanism for improving the effe!tiveness and performan!e of HR

professionas, by ta-ing into a!!ount a 'ide range of !ompeten!ies namey ? anayti!a, eadership, te!hni!a, business,

interpersona and te!hnoogi!a$ The rationae for adopting this approa!h is that the mode must be genera enough to

be internai&ed by a HR professionas, irrespe!tive of their eve in the organisation, or area of spe!iai&ation$ This

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“HR C$+>!', M$#(i'-: A' E+>i%i,a( S!"# i' I'#ia' i! S,!$%” 1

study deveops an empiri!ay vaidated HR !ompeten!y mode by measuring the t'o !ompeten!e eves1 first, the

required competence level (RCL), 'hi!h is the standard or desired eve of !ompeten!ies for the >ob1 and se!ond, the

existing competence level (ECL), 'hi!h is the >obhoder6s !urrent eve of epertise$ The mode is then tested 'ith

information !oe!ted from the survey$

The main purposes of this study 'ere to

• To identify the most important !ompeten!ies for HR professionas$

• To anay&e per!eptions of the R(* and +(* of HR professionas in Indian IT industry$

• To determine the ran-ing of !ompeten!ies and anay&e its subse)uent impa!t on HR pra!ti!es$

This paper is stru!tured as foo's$ It begins 'ith the introdu!tion foo'ed by the rationae for !ompeten!y

mapping in the Indian IT Industry$ Then the !on!eptua frame'or- is presented$ The proposed resear!h mode and the

ma>or hypotheses are then outined$ Subse)uenty, the study deveops the methodoogy$ =et, the resuts of this study

are presented$ Then the authors dis!uss the manageria and theoreti!a impi!ations of these resuts$ inay,

!on!usions are dra'n and imitations are presented$

COMPETENCY MAPPING IN THE INDIAN IT INDUSTRY

The Indian information te!hnoogy "IT# industry has payed a -ey roe in putting India on the goba map$

The information te!hnoogy industry in India has gained a brand identity as a -no'edge e!onomy due to its IT and

ITeS se!tor$ A!!ording to =ASS(EM Strategi! Revie' "=ASS(EM ./3.#, the IT se!tor in India aggregated :SD

@2$3 biion eport revenues and :SD <3$7 biion domesti! revenues, gro'ing by over 2F$ The share of IT "mainy

soft'are# in tota eports in!reased from 3 per!ent in .//3 to 38 per!ent in ./33$ ITITeS se!tor has aso ed to

massive empoyment generation$ The IT industry is providing dire!t empoyment to about .$8 miion, and indire!ty

empoying 8$2 miion peope$ This gro'th is epe!ted to in!rease to more than 35 miion "dire!t and indire!t# by

./30 and to around </ miion by ./</$ Indian IT !ompanies su!h as H(*, T(S, %ipro, and Infosys may be!ome

househod names around the 'ord$

HR professionas in IT industry are !onfronted 'ith the 'ord'ide e!onomi! !risis, gobai&ation,

te!hnoogi!a innovations and other !hanges$ The !ontribution of the IT se!tor in terms of India6s GDP, generation of

empoyment, and soft'are eports is )uite signifi!ant$ Thus, it seems that there is a re)uirement for the !ompeten!y

mapping and !ompeten!y deveopment of HR professionas in order to meet the !haenges fa!ing them$ These

assertions propeed the need to investigate IT !ompanies operating in India and 'hat soutions !an be proposed

to'ards the !haenges that HR professionas in IT industry are !onfronted 'ith$ This !onse)uenty propeed the need

to investigate !ompeten!y mapping in the Indian IT se!tor$

Due to various !haenges fa!ed by HR professionas in IT industry in India, it seems ne!essary to investigate

if a differen!e eists in >ob !ompeten!y epe!tations hed for their HR professionas bet'een the re)uired !ompeten!y

eves and the eisting eve of 'or-ing$ Resear!h indi!ates that the !oser the empoyer >ob !ompeten!y epe!tations,

i$e$, the R(* to the +(* of the empoyees, brings the better !han!e for produ!tivity improvement, muti s-i

deveopment and the higher empoyees 'i rate overa >ob satisfa!tion$ (ompetent HR professionas are re)uired to

a!hieve resuts effi!ienty and effe!tivey$ Erganisations depend on !ompeten!y of HR to generate a return on








investment "REI# on the use of physi!a and te!hnoogi!a resour!es$ Hen!e, IT organisations, being -no'edge based

organisations, need to systemati!ay pursue !ompeten!y mapping and deveopment$

THEORETICAL @OUNDATIONS

C$',>!"a( @%a+w$%< $* != S!"#

After a thorough and meti!uous anaysis of earier prominent studies, si groupsdomains of HR

!ompeten!ies are proposed eadership, interpersona, business, te!hni!a, anayti!a, and te!hnoogi!a$ The si

!ompeten!y groupsdomains and their !orresponding !ompeten!y fa!tors 'ere derived mainy from ASTD ";erntha et

a$ .//5#, IPMA ".//0#, and =APA "322@# !ompeten!y modes$

Table 1 sho's si !ompeten!y groupsdomains 'ith their !orresponding !ompeten!y fa!tors$ The ist of

!ompeten!y fa!tors "'hi!h are the measured variabes# from ea!h of the !ompeten!y groupsdomains are broad and

!over a 'ide spe!trum of -no'edge, s-is, and attributes$ In tota, << !ompeten!ies "-no'edge, s-is, or behaviours#

in si !ompeten!y groupsdomains 'ere identified$

or business !ompeten!y groups, the business a!tivities or fun!tions 'hi!h are !entra to business operations

'ere identified$ Items for business !ompeten!y group 'ere adapted from the ASTD !ompeten!y mode ";erntha et a$

.//5# and Abduah et a$ "./33#$ Items for interpersona !ompeten!y group 'ere adapted from ;erntha et a$ ".//5#,

(hen et a$ ".//0#, and Abduah et a$ "./33#$ Items for te!hni!a !ompeten!y groups 'ere adapted from Abduah et

a$ "./33#, ;ro!-ban- and :ri!h ".//<# and ;erntha et a$ ".//5#$ Items for the te!hnoogi!a !ompeten!y groups

'ere adapted from ;erntha et a$ ".//5#, and Suen and Bang "./3.#$ *eadership !ompeten!y group 'as measured by

the items adapted from ;erntha et a$ ".//5#, (hen et a$ ".//0# and ;ro!-ban- and :ri!h ".//<#$ Items to measure

anayti!a !ompeten!y groups 'ere adapted from ;erntha et a$ ".//5#, (hen et a$ ".//0#, and, ;ro!-ban- and :ri!h

".//<#$

Ta( 2: C$',>!"a( @%a+w$%< $* != S!"#

C$+>!', G%$">s

D$+ai'sC$+>!', @a,!$%s

*eadership !ompeten!ies"*(#

De!ision ma-ing 4no'edge of !ompany6s vision andmission

Inspiring and motivating others Assembing strong teams

Pro!ess management (onfi!t management (onsensus and negotiation s-is +mpo'ering and training peope

Interpersona !ompeten!ies"I(#

Pride at 'or-

Persona !redibiity Reationship buiding ;uiding trust

=et'or-ing and partnering

Strong initiative (ommuni!ation *everaging diversity

;usiness !ompeten!ies

";(#

Anay&ing needs and proposing

soutions Driving resuts

Appying business a!umen

Strategi! and !ustomer orientation

Te!hni!a !ompeten!ies"T(#

(areer and su!!ession panning Erganisationa deveopment Human performan!eimprovement

(ompensation and benefits

Performan!e management Resour!ing and taentmanagement (hange management

Anayti!a !ompeten!ies

"A(#

Anayti! thin-ing

Probem?soving in)uisitiveness

(reativity and innovation

eibiityTe!hnoogi!a Te!hnoogi!a itera!y 4no'edge of IT and adapting IT to

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“HR C$+>!', M$#(i'-: A' E+>i%i,a( S!"# i' I'#ia' i! S,!$%”

!ompeten!ies "TG(# HR management

The main out!ome of the study is performance improvement $ As for the !onstru!ts of performan!e

improvement, 'hi!h is the etent to 'hi!h possession of !ompeten!ies improves the performan!e of an individua,

items 'ere modified from Human Resour!e (ompeten!y Study "HRS(# ";ro!-ban- and :ri!h .//<#1 ;re'ster et a$

".///#, and :ri!h et a$ ".//8#$ Items for effectiveness, 'hi!h is the etent to 'hi!h possession of !ompeten!ies eads

to a!hievement of ob>e!tives, 'ere dra'n up 'ith referen!e to the measuring items of Human Resour!e (ompeten!y

Study "HRS(# ";ro!-ban- and :ri!h .//<#1 ;re'ster et a$ ".///#, and :ri!h et a$ ".//8#, further modified

a!!ording to the present topi!$ Atogether si !ompeten!y groups and <2 items 'ere anay&ed$ An eampe of an HR

professiona performance improvement item is 99The possession of the !ompeten!ies enabes me to in!rease my

effi!ien!y "a!!ompishment of more tas- assigned using ess time#$

Rsa%,= M$#( a'# H>$!=ss D?($>+'!

This study des!ribes a mode for investigating si !ompeten!y groups and it offers an empiri!a evauation of

ho' these !ompeten!ies infuen!e the out!omes of this study performan!e improvement and effe!tiveness$ or setting

up of the hypotheses in the resear!h, this se!tion fo!uses on the reevant iterature support$

In 3278, Gibert6s infuentia Human competence: Engineering ort!" performance appeared, one of the

first !ontributions in 'hi!h the !on!ept of !ompeten!e 'as in-ed to performan!e$ Gibert defined 9!ompeten!e6 as a

fun!tion of 'orthy performan!e "%#, 'hi!h is a fun!tion of the ratio of vauabe a!!ompishments "A# to !osty

behaviour ";#$ He epressed this in the formua # $ %&'$ He thereby estabished that the vaue of performan!e 'as a

fun!tion of a!!ompishments "that 'hi!h is a!hieved, for eampe, goas a!!ompished# and the !osts of behaviour "for

eampe, 'age !osts, time or energy#$

(ompeten!y is an 9underl"ing c!aracteristic !ausay reated to superior >ob performan!e "M!(eand 32731

;oyat&is 328.#$ This approa!h is aso -no'n as the input approa!h to management !ompeten!y "Tate 32201 Hoffmann

3222#, as it 'as used to define the inputs needed to demonstrate a !ompetent performan!e and to find out 'hat ma-es

managers !ompetent$ ;oyat&is6 mode investigates 'hi!h c!aracteristics of managers are reated to effe!tive

performan!e and it !an be !onsidered as an adaptation of the !assi!a psy!hoogi!a mode of behaviour "M!(eand

3273#$

(ompeten!ies !an arti!uate both the epe!ted out!omes from an individua6s effort and the manner in 'hi!h

these a!tivities are !arried out "Ran-in .//.#$ (ompeten!ies are often intended to distinguish e!eptiona performers

from average performers "e$g$, Parry 322@1 Eesen, %hite, and *emmer .//7#$ Spen!er and Spen!er "322<# emphasi&e

the point that !ompeten!ies must be reated to performan!e in the 'or-pa!e and not 'hat 'oud be desirabe to have$

Sin!e the pioneering 'or- of Stogdi "3258#, 4at& "3200#, and Mann "32@0# on !ompeten!ies, a burgeoning

iterature in the 328/s and 322/s has gone on to identify an array of !ompeten!ies in-ed to manageria su!!ess and

effe!tive performan!e "e$g$, ;oyat&is 328.1 du Gay, Saaman, and Rees 322@1 *a'er 32251 Mansfied 322@1 M!(a

and *ombardo 328<1 M!*agan 322@1 Mirabie 32271 Posner and 4ou&es 32881 Spen!er and Spen!er 322<#$

*in-ing !ompeten!ies 'ith empoyee performan!e is absoutey fundamenta to the rationae of !ompeten!y

modes$ ;ur-e "3282#, et!her "3223# and Dubois "322<# emphasi&ed !ompeten!e?based performan!e improvement in

organisations and Gibert "3278# in-ed !ompeten!y epi!ity to performan!e$








Gibert "3278# puts the 9!ompeten!e6 !on!ept in a 'ider frame'or- of performan!e improvement, at so!ieta,

organisationa and individua eves$ The measure of !ompeten!e used by Gibert is the performance improvement

potential $ This states that a!tua behaviour is inversey proportiona to the potential for improving performance (*)+

Sin!e the emergen!e of theoreti!a approa!hes in the fied of 'or-, the )uestion of ho' empoyee

performan!e !an be improved has intrigued both a!ademi!s and professionas for many years$ Some resear!hers i-e

Romis&o's-i "3283, 328@# and Dubois "322<# deveoped a strategi! systems mode based on the !ompeten!ies for

improving performan!e in organisations, providing various ans'ers to this )uestion$

Individua performan!e depends on many interna and eterna fa!tors$ The !ompeten!y mapping, as a

measurement too, identifies those interna fa!tors "!ompeten!ies#, 'hi!h are responsibe for improving the

performan!e of empoyees$ The performan!e improvement pro!ess be!omes stronger 'hen empoyees are appraised

on both ob>e!tives "'hat# and behavioura performan!e "ho'#, referred to as the mied mode$ This mied mode

provides a shared understanding of 'hat 'i be monitored and measured, and ensures an understanding of ho' the'or- gets done in addition to 'hat gets done "E&!ei- and erman .//@ 77#$ The study group "*eman et a$ 3225 .?

<# aso !on!uded that it shoud be )uite easy to eamine improvements in individua performan!e, irrespe!tive of the

use of the standards$ The possibe benefits ranged from per!eived improvements in persona effe!tiveness and

motivation to the a!)uisition of spe!ifi! manageria s-is eading to demonstrabe improvements in performan!e

"%interton et a$ 3222#$ In other 'ords, the possession of !ompeten!ies is assumed to ead to performance

improvement $ This suggests the first set of hypothesis in-ing a si !ompeten!y groups 'ith performan!e

improvement

H2a: Per!eived possession of eadership !ompeten!ies 'i have a positive effe!t on per!eived performan!e

improvement$

H0a: Per!eived possession of interpersona !ompeten!ies 'i have a positive effe!t on per!eived

performan!e improvement$

H1a: Per!eived possession of business !ompeten!ies 'i have a positive effe!t on per!eived performan!e

improvement$

H5a: Per!eived possession of te!hni!a !ompeten!ies 'i have a positive effe!t on per!eived performan!e

improvement$

Ha: Per!eived possession of anayti!a !ompeten!ies 'i have a positive effe!t on per!eived performan!e

improvement$

H6a: Per!eived possession of te!hnoogi!a !ompeten!ies 'i have a positive effe!t on per!eived

performan!e improvement$

A !ompeten!y provides means and an end in the form of -no'edge, s-is and abiities re)uired to be an

effective empoyee fun!tioning and performing at epe!ted standards "Boun, Stepi!h, and (o .//@#$ (ompeten!y is a

!ombination of ta!it and epi!it -no'edge, behaviour and s-is that give someone the potentia for effectiveness in

tas- performan!e$ Effectiveness as-s, Ho' mu!h do !ompeten!ies affe!t the !apa!ity and a!tions of empoyeesK

;oyat&is "328.# defines the effective performance of a >ob as the attainment of spe!ifi! resuts "out!omes# re)uired by

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“HR C$+>!', M$#(i'-: A' E+>i%i,a( S!"# i' I'#ia' i! S,!$%” F

the >ob through spe!ifi! a!tions 'hie being !onsistent 'ith poi!ies, pro!edures, and !onditions of the organisationa

environment$ ;oyat&is6s mode for effective performan!e in!udes three eements individua6s !ompeten!ies1

fun!tions and demands of the >ob1 and organisationa environment$ M!(eand "327<# advo!ated the use of !riterion

referen!ed assessment "(RA# for anay&ing -ey aspe!ts of behaviour that distinguish bet'een effective and lesseffective performan!e$

The se!ond approa!h identifies the out!ome epe!ted from a >ob 'hen it is performed ade)uatey$ It suggests

not ony s-is and -no'edge, but aso the range of )uaities of persona effectiveness re)uired to get a >ob done

"Ash'orth and Saton 322/1 Siver 32231 ;oam and Sparro' 322.1 ;urgoyne 3282#$

Thus, previous studies have impied that !ompeten!y modes not ony hep in providing a bue print for the

entire gamut of !ompeten!ies that produ!e e!eent performan!e, but !an aso provide an important and usefu too to

bring effe!tiveness$ Resear!h aso indi!ates that !oser the required level of competence (RCL) to the existing level of

competence (ECL) of the empoyees, brings a better !han!e of bringing effectiveness in their >obs$

Summari&ing the above arguments, this study proposes a se!ond set of hypothesis in-ing a si !ompeten!y

groups 'ith effe!tiveness

H2: Per!eived possession of eadership !ompeten!ies 'i have a positive effe!t on per!eived effe!tiveness$

H0: Per!eived possession of interpersona !ompeten!ies 'i have a positive effe!t on per!eived

effe!tiveness$

H1: Per!eived possession of business !ompeten!ies 'i have a positive effe!t on per!eived effe!tiveness$

H5: Per!eived possession of te!hni!a !ompeten!ies 'i have a positive effe!t on per!eived effe!tiveness$

H: Per!eived possession of anayti!a !ompeten!ies 'i have a positive effe!t on per!eived effe!tiveness$

H6: Per!eived possession of te!hnoogi!a !ompeten!ies 'i have a positive effe!t on per!eived

effe!tiveness$

Ho'ever, the )uestion aso arises 'hether those 'ho have been per!eived as effe!tive !an be further

deveoped and 'hether this in turn eads to performan!e improvement$ %ithin the resear!h mode it is assumed that

there is a positive !orreation bet'een performan!e improvement and effe!tiveness, as effe!tiveness may have a

positive impa!t on the performan!e improvement of HR professionas$ A!!ordingy, 'e hypothesi&e that

HF: +ffe!tiveness 'i be positivey reated to performan!e improvement$

Rsa%,= M$#(

An!hored in the ne!essity of HR professionas to provide vaue to their organisations, HR professionas 'ho

demonstrate !ompeten!e 'i be per!eived as more effe!tive ":ri!h et a$ 3220#$ The !assi! rationae for !ompeten!y

modes is the beief that formai&ed and tested !ompeten!ies are the most effe!tive 'ay of predi!ting performan!e

"Deamare *e Deist and %interton .//0#$

%or-for!e performan!e is assessed 'ith respe!t to >ob !ompeten!y !onstraints in addition to the ob>e!tives

"Draganidis and Ment&as .//@ 0@#$ Ho'ever, today performan!e is not ony seen as 'hat "ob>e!tives# an empoyee

a!hieves, but aso vie'ed as ho' "!ompeten!ies demonstrated# the resuts are derived$ Ene of the 9re!urring







Vi<%a+ Si'-= C=$"=a' & Sa'#> S%i?as!a?a

features6 in the notion of !ompeten!ies is that the !ompeten!ies !an be des!ribed in terms of observabe spe!ifi!

behaviours "Hirsh and Streber 3225 8<#$ In pra!ti!e, nonetheess, organisations in!reasingy adopt hybrid systems

that in!ude behavioura as 'e as fun!tiona !ompeten!es "%interton and %interton .//.1 Aderson 322<#$ The

!ompeten!y, as a measurement too, identifies behavioura fa!tors "!ompeten!ies# reevant to performan!e in the >ob$The performance improvement process be!omes stronger 'hen empoyees are appraised on both ob>e!tives "'hat# and

behavioura performan!e "ho'#, referred to as the mixed model,$

-igure 1 sho's the resear!h mode 'ith hypothesis indi!ations$ A the si !ompeten!y groups are dire!ty

and indire!ty reated to performan!e improvement, 'ith the indire!t path o!!urring through effe!tiveness$ The si

!ompeten!y groups ead to the effe!tiveness of HR professionas as per!eived by HR professionas themseves$ This

in-age, in turn, affe!ts the main out!ome variabe of the study .performance improvement,+

@i-"% 2:T= Rsa%,= M$#( wi!= H>$!=sis I'#i,a!i$'s

The proposed frame'or- !onsists of t'o parts$ The first part measures the HR professionas6 R(* on si

!ompeten!y groups and the se!ond part measures the +(* on these si !ompeten!y groups$ (ompeten!y mapping is

the pro!ess of identifying the -ey !ompeten!ies needed for the >ob$ En these identified !ompeten!ies, the

desiredepe!ted eve of !ompeten!e for the >ob, i$e$, the R(* is measured$ urther, against this R(* the >obhoder6s

a!tua!urrentdemonstrated eve of epertise is measured, 'hi!h is the +(*$

The study see-s to eamine HR professionas6 overa per!eptions and evauations of the R(* and +(* on the

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9



“HR C$+>!', M$#(i'-: A' E+>i%i,a( S!"# i' I'#ia' i! S,!$%” 3

!ompeten!ies identified and their in-ages to the performan!e improvement for the most part$ The rationae for this

approa!h 'as that HR professionas6 evauations of performan!e and effe!tiveness matter be!ause they are in a uni)ue

position to >udge ho' !ompeten!y modes 'or- in pra!ti!e "Rynes et a$ .//.1 (ad'e ./3/#$ Hen!e the respondents

for this study and the units of anaysis are HR professionas$

;efore eporing the hypotheses, the s!ope of the survey and the main !hara!teristi!s of the organisations and

respondents surveyed are outined in table /and table 0 respe!tivey$

Ta( 0: O%-a'isa!i$' P%$*i(s

Ca!-$% P%$*i( $* O%-a'isa!i$'s

I!+ @%"', P%,'!

Si&e ? =umber of +mpoyees

*ess than 3/// < .7$<

3//3?.0// < .7$<

.0/3?0/// . 38$3

Ever 0/// < .7$< =umber of HR Staff /?0/ < .7$<

03?3// < .7$<

Ever 3// 0 50$5

Ta( 1: Rs>$'#'! P%$*i(s

Ca!-$% P%$*i( $* Rs>$'#'!s

I!+ @%"', P%,'!

Gender Mae @. 03$@

emae 08 58$5

Age .0?<5 <2 <.$0

<0?55 <7 </$8

50?05 </ .0$/00?@0 35 33$7

+du!ation *eve Se!ondary +du!ation / /$/

Dipoma Degree / /$/

;a!heor Degree <5 .8$<

Master Degree 70 @.$0

PhD Degree 0 5$.

ProfessionaEthers @ 0$/

(urrent JobTiteDesignation

+e!utiveAdministrator .< 32$.

Senior +e!utiveAdministrator .< 32$.

Manager <3 .0$8

Senior Manager .@ .3$7Genera Manager 3/ 8$<

Dire!tor 7 0$8

Bears in (urrent HR Roe 3?. years <0 .2$3

<?0 years <. .@$7

@?2 years << .7$0

Ever 3/ years ./ 3@$7

METHOD

The survey 'as !ondu!ted in 33 eading IT !ompanies in India, namey %ipro Te!hnoogies, Infosys *td$,








Tata (onsutan!y Servi!es *td$, H(* Te!hnoogies *td$, He'ett?Pa!-ard India Soft'are Eperation Pvt$ *td$, *arsen

and Toubro Infote!h, Era!e India Pvt$ *td$, Cenith Soft'are *td$, <i Infote!h *td$, (ogni&ant Te!hnoogy Soutions

(orporation, and Impetus Soft'are *td$ The target popuation for this study 'as imited ony to the HR professionas

'ho are 'or-ing in the IT se!tor in India$ The study !arried out 'as imited to the deveopment of the HR professiona !ompeten!y mode for the management eve of HR professionas$

A tota of 57< approa!hes 'ere made to obtain 3./ !ompeted surveys, representing a response rate of

.0$<@F$ Reasons for nonparti!ipation 'ere either due to the un'iingness of HR professionas to revea their

per!eptions or a!- of time to !ompete the survey$

To test the resear!h frame'or- and hypotheses, data 'ere gathered through a stru!tured )uestionnaire

!onsisting of <2 items$ To ensure !ontent vaidity of the s!aes, items for the !onstru!ts 'ere mainy adapted from prior

studies, as dis!ussed in earier se!tions$ A <2 items 'ere measured on a five?point *i-ert?type s!ae "'here 3 L

strongy disagree, . L disagree, < L un!ertain, 5 L agree, and 0 L strongy agree# by !overing the si !ompeten!ygroups$

The )uestionnaire is divided into three se!tions$ The first se!tion is on the ba!-ground information and

respondent6s profie$ The se!ond se!tion of the )uestionnaire !onsists of measurement of the R(*$ The third se!tion of

the )uestionnaire !onsists of measurement of the +(*$ The test aso re)uired that the per!eptions of the !ompeten!ies

and effe!tiveness of HR professionas shoud !ome from HR professionas themseves$ Data 'as !oe!ted by as-ing

HR professionas to rate their per!eptions of the R(* and +(* for their >obs in ea!h of the si !ompeten!y groups$

;efore the )uestionnaires 'ere formay administered, they 'ere vaidated, piot tested, and modified$

RESULTS

This se!tion eamines the proposed resear!h mode by means of reiabiity, fa!tor and regression anaysis

using Statisti!a Pa!-age for So!ia S!ien!e "SPSS# soft'are$

Ds,%i>!i? S!a!is!i,s

Tabe 5 Depi!ts the Des!riptive Statisti!s of the +(* Data Ebtained from the uestionnaires

Ta( 5: Ds,%i>!i? Rs"(!s

C$+>!', G%$"> Ma' S!#. D?ia!i$' N

*( <$3775 $7.0/5 3./

I( <$0/.< [email protected]/ 3./

;( <$<77. $@5/3. 3./

T( <$5/@. $@5./. 3./

A( .$8378 $@<820 3./

TG( <$553< $@2880 3./

+ <$0@2/ $@38<< 3./

Performan!e <$0733 $@37@7 3./

R(iai(i! A'a(sis

Reiabiity of the +(* data obtained from the )uestionnaires 'as evauated by assessing the interna

!onsisten!y of the items representing ea!h !onstru!t using (ronba!h6s apha$

Table and table 2 depi!t the reiabiity anaysis of the dataset used for the fa!tor anaysis$ (ronba!h6s apha

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9




22

vaue for a the !onstru!ts e!eeds the vaues re!ommended by =unnay "3278#, reveaing an a!!eptabe eve of the

reiabiity of the five?point s!ae and thereby ao'ing further anaysis$

Ta( : R(iai(i! S!a!is!i,s

C%$'a,=sA(>=a

C%$'a,=s A(>=a Bas# $'S!a'#a%#i# I!+s

N $* I!+s

$87. $80/ <2

Ta( 6: R(iai(i! $* != C$'s!%",!s

C$# C$'s!%",!s C%$'a,=s A(>=a

*( *eadership !ompeten!ies $20@

I( Interpersona !ompeten!ies $273

;( ;usiness !ompeten!ies $882

T( Te!hni!a !ompeten!ies $2/2

A( Anayti!a !ompeten!ies $8//

TG( Te!hnoogi!a !ompeten!ies $255

+ +ffe!tiveness $7/3Performan!e Performan!e improvement $878

@a,!$% A'a(sis

To ensure the content validit" of the s!aes, the see!ted items for the !onstru!ts 'ere mainy adapted from

previous studies$ (onfirmatory fa!tor anaysis "(A# 'as !ondu!ted to assess the properties of measures in terms of

testing convergent and discriminant validit"$

Table 3 epains rotated !omponent matri of the fa!tor anaysis$

Ta( F: R$!a!# C$+>$''! Ma!%i

S"4(+'!sC$+>$''!s

2 0 1 5 6 F

*(3 $83<

*(. $8.@

*(< $2/3

*(5 $853

*(0 $8@@

*(@ $7@5

*(7 $8/0

*(8 $83<

I(3 $8.2

I(. $230I(< $833

I(5 $823

I(0 $8@8

I(@ $2/<

I(7 $8//

I(8 $23@

;(3 $2.3

;(. $83.

;(< $2.5

;(5 $707

T(3 $780

T(. $8/5

T(< $788T(5 $8@3








T(0 $8@8

T(@ $70.

T(7 $73@

A(3 $@2/

A(. $70.

A(< $78/

A(5 $80/

TG(3 $20@

TG(. $2@7

+3 $8<.

+. $8@0

Performan!e3 $852

Performan!e. $832

Performan!e< $8//

Performan!e5 $238

E!%a,!i$' M!=$#: Prin!ipa (omponent Anaysis$

Rotation Method Narima 'ith 4aiser =ormai&ation$

a. Rotation !onverged in @ iterations$

As sho'n in table 3 , eight fa!tors emerged 'ith no !ross?!onstru!t oadings, indi!ating good dis!riminant

vaidity$ The instrument aso demonstrated !onvergent vaidity 'ith fa!tor oadings e!eeding /$0 for ea!h !onstru!t$

The magnitude of the fa!tor oading shoud be e)ua to or greater than /$0 for ade)uate individua item reiabiity,

providing support for !onvergent vaidity ";ago&&i and Bi 3282#$ A!!ordingy, these resuts !onfirm that ea!h of the

eight !onstru!ts is unidimensiona and fa!toriay distin!t and that a items used to operationai&e a parti!uar !onstru!t

is oaded onto a singe fa!tor$

Therefore, the measurement mode in this resear!h sho's satisfa!tory reiabiity, !onvergent vaidity, and

dis!riminant vaidity$

R-%ssi$' A'a(sis

The mutipe regression anaysis 'as performed on the ECL data$ Table 4 depi!ts the !omprehensive resut of

the mode summary of the mutipe regressions$

Ta( : M$#( S"++a% $* != M"(!i>( R-%ssi$'

M$#( S"++a%

M$#( R R

S"a%

A#J"s!#

R S"a%

S!#.

E%%$% $*

!=

Es!i+a!

C=a'- S!a!is!i,sD"%i'

4

Wa!s$'

R S"a%

C=a'-

@

C=a'-

#*2 #*0Si-. @

C=a'-

3 $78@a $@37 $027 $<2.38 $@37 </$<@5 @ 33< $/// 3$8@<

a$ Predi!tors "(onstant#, TG(, A(, T(, *(, ;(, I(

b$ Dependent Nariabe Performan!e

R . is a measure of ho' mu!h of the variabiity in the out!ome "in this !ase performance improvement # is

a!!ounted for by the predi!tors "i$e$, si !ompeten!y groups T5C6 %C6 TC6 LC6 'C6 and *C #$ As sho'n in table 4, its

vaue is /$@37, 'hi!h means that si !ompeten!y groups a!!ount for @3$7 F of the variation in performance

improvement+ This suggests that the mode is )uite signifi!ant in epaining the varian!es$ The signifi!an!e resut at p

O /$//3 provides support for the reationship$

Table 7 depi!ts the anaysis of the varian!e "A=ENA#$

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9




21

Ta( 3: A'a(sis $* Va%ia', ANOVA/a

M$#( S"+ $* S"a%s #* Ma' S"a% @ Si-.

3

Regression .8$/.3 @ 5$@7/ </$<@5 $/// b

Residua 37$<8/ 33< $305

Tota 50$5/3 332 a$ Dependent Nariabe Performan!e

b$ Predi!tors "(onstant#, TG(, A(, T(, *(, ;(, I(

A=ENA 'as !ondu!ted to !ompare the effe!t of si !ompeten!y groups on performan!e improvement$ There

'as a signifi!ant effe!t of si !ompeten!y groups on performan!e improvement at the pO$//3 eve " "@, 332# L

</$<@5, p O $//3#$

or the initia mode the ?ratio is </$<@5 (table 7)6 'hi!h is very uni-ey to have happened by !han!e " p

O/$///#$ This resut sho's that the fina mode signifi!anty improves our abiity to predi!t the out!ome variabe$

H>$!=sis Ts!i'-

In hypotheses H3a, H.a, H<a, H5a, H0a, and H@a, the impa!t of si !ompeten!y groups TG(, *(, ;(, T(,

A(, and I( on performance improvement 'as investigated$ As sho'n in table 18, hypotheses H3a, H.a, H5a, H0a, and

H@a 'ere supported$

Ho'ever, business !ompeten!ies had no signifi!ant infuen!e on performance improvement at the /$/0

signifi!an!e eve$ Thus, hypothesis H0a as re9ected $ The proposed mode epained a signifi!ant per!entage of

varian!e in performan!e improvement (R/$ 21+3)+

Ta( 29: H>$!=sis Ts!i'- Rs"(!s *$% P%*$%+a', I+>%$?+'!

H>$!=sis C$+>!',is !4?a(" p Ds,%i>!i$'

H3a *eadership (ompeten!ies "*(# $.77 5$@08 $/// A!!epted

H.a Interpersona (ompeten!ies "I(# $<.2 5$@8/ $/// A!!epted

H<a ;usiness (ompeten!ies ";(# $33/ 3$72. $/7@ Re>e!ted

H5a Te!hni!a (ompeten!ies "T(# $<37 5$007 $/// A!!epted

H0a Anayti!a (ompeten!ies "A(# $.<7 <$20@ $/// A!!epted

H@a Te!hnoogi!a (ompeten!ies "TG(# $<38 0$<</ $/// A!!epted

Hypotheses H3b, H.b, H<b, H5b, H0b, and H@b eamine the paths from TG(, *(, ;(, T(, A(, and I( to

effectiveness (table 11)$ About @/$0F of the varian!e in effe!tiveness a!!ounted for by TG(, *(, ;(, T(, A(, and I(,

thus providing a !onsiderabe degree of !onfiden!e in interpreting the resuts$

Ta( 22: H>$!=sis Ts!i'- Rs"(!s *$% E**,!i?'ss

H>$!=sis C$+>!',is !4?a(" p Ds,%i>!i$'

H3b *eadership (ompeten!ies "*(# $.03 5$30@ $/// A!!epted

H.b Interpersona (ompeten!ies "I(# $</3 5$./8 $/// A!!epted

H<b ;usiness (ompeten!ies ";(# $/2/ 3$558 $303 Re>e!ted

H5b Te!hni!a (ompeten!ies "T(# $<58 5$2<3 $/// A!!epted

H0b Anayti!a (ompeten!ies "A(# $.70 5$0.8 $/// A!!epted

H@b Te!hnoogi!a (ompeten!ies "TG(# $.7@ 5$000 $/// A!!epted

Effectiveness had a signifi!ant positive infuen!e on performance improvement "table 1/)+ Hen!e hypothesis

H3 'as supported$

Ta( 20: H>$!=sis Ts!i'- Rs"(!s *$% HF








H>$!=sis Va%ia( !4?a(" p Ds,%i>!i$'

H7 +ffe!tiveness $20/ <.$28< $/// A!!epted

%hen epaining the mode, it is ne!essary to !ompare standardi&ed dire!t, indire!t, and tota effe!ts of the

mode$ As summari&ed in table 10, te!hni!a !ompeten!ies ehibited the strongest tota effe!t on performan!eimprovement$

Ta( 21: S"++a% $* Di%,!8 I'#i%,! a'# T$!a( E**,! $' P%*$%+a', I+>%$?+'!

C$+>!',is Di%,! **,! I'#i%,! E**,! T$!a( E**,!

*eadership (ompeten!ies "*(# $.77 $.03/$20/ $030

Interpersona (ompeten!ies "I(# $<.2 $</3/$20/ $@30

;usiness (ompeten!ies ";(# $33/ $/2//$20/ $320

Te!hni!a (ompeten!ies "T(# $<37 $<58/$20/ $@58

Anayti!a (ompeten!ies "A(# $.<7 $.70/$20/ $528

Te!hnoogi!a (ompeten!ies "TG(# $<38 $.7@/$20/ $08/

The mediation anaysis has partitioned the tota effe!t of !ompeten!ies on performan!e improvement into a

dire!t effe!t and a mediated effe!t "both of these are given in terms of standardi&ed !oeffi!ients#$ If the mediationa

mode is !orre!ty spe!ified, the dire!t and indire!t paths !an be estimated by mutipe regressions$ The pro!edure used

in this study is ;aron and 4enny6s "328@# !ausa?steps approa!h$ In order to !on!ude that mediation may be present,

severa !onditions are re)uired ";aron and 4enny 328@# a signifi!ant tota reationship bet'een the initia !ause and

the fina out!ome variabe "i$e$, a signifi!ant path#1 the signifi!ant path bet'een the initia !ause and mediating

variabe1 and the signifi!ant path bet'een the mediating variabe and fina out!ome variabe$ ;aron and 4enny

"328@#, Judd and 4enny "3283#, and James and ;rett "3285# dis!ussed these four steps in estabishing mediation$ Thus,

the mediationa anaysis suggests that the reations of the !ompeten!ies 'ith the performan!e improvement are

partiall" mediated by effe!tiveness$

DISCUSSIONS

Table 1; sho's the ran-ing of the impa!t of !ompeten!y groups on the main out!ome of the study, i$e$,

performan!e improvement for +(*$

Ta( 25

Hi%a%,= *$% P%*$%+a',

I+>%$?+'!. Ra'< ECL

3 Te!hni!a (ompeten!ies "T(#

. Interpersona (ompeten!ies "I(#< Te!hnoogi!a (ompeten!ies "TG(#

5 *eadership (ompeten!ies "*(#

0 Anayti!a (ompeten!ies "T(#

@ ;usiness (ompeten!ies ";(#

The most important group 'as found to be the tec!nical competenc" group$ Parti!ipants not ony per!eived

the te!hni!a !ompeten!y group as the most important group "as it is ran-ed highest in R(*#, but aso reported highest

epertise in the +(*$ This finding is !onsistent 'ith resear!h !ondu!ted in Maaysia by Abduah et a$ "./33# and

(hoi et a$ ".//8#$ In the .//7 HR !ompeten!y mode ":ri!h et a$ .//8#1 the te!hni!a HR !ompeten!y !ategory

'as represented by the !ompeten!y area Eperationa +e!utor$ In a the Human Resource Competenc" <odelsdeveoped in 3287, 322., 3227, and .//., the te!hni!a HR !ompeten!y !ategory 'as aso represented by HR

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9




2

deivery ";ro!-ban- and :ri!h .//<1 :ri!h et a$ .//8#$ The signifi!an!e of the above statements is >ustified 'ith the

findings of the resear!h$

Indian HR professionas regarded interpersonal competenc" group as the se!ond most important group$

Indian HR professionas aso possessed advan!ed eves of epertise in interpersona !ompeten!ies$ This finding is in

ine 'ith resear!h !ondu!ted in Tai'an by (hen et a$ ".//0#1 and in Hong 4ong by Semer and (hiu ".//5# sin!e the

organisationa !uture of India, Tai'an and Hong 4ong "and broady, Asia# !onventionay puts the huge importan!e on

pea!e, heathy reations and !ooperation$

In the te!hnoogi!a !ompeten!y group, the ma>ority of HR professionas regarded their !ompeten!e eves to

be bet'een the basi! to intermediate eve of epertise$ This is in ine 'ith resear!h !ondu!ted in Tai'an by (hen et a$

".//0#$ This apparenty sho's that Indian HR professionas are to some etent e)uipped 'ith the te!hnoogi!a

!ompeten!ies, but they are a'are that they are epe!ted to further enhan!e the possession of !ompeten!ies reated to

prevaiing te!hnoogy$

The study indi!ates that the ma>ority of parti!ipants do not observe the importan!e of the leaders!ip

competenc" group$ The ma>ority of parti!ipants per!eived their epertise in the eadership !ompeten!y group to be at

the basi! eve$ The ma>ority of Indian HR professionas 'ho parti!ipated in this study 'ere not ade)uatey e)uipped

to ead their !ompanies$ This !oud possiby be due to the !ommon s!enario 'hereby HR issues are a'ays seen to be

pa!ed on the tabe rather than having its representation at the strategi! tabe ":ri!h et a$ .//2#$

The leaders!ip competenc" group 'as found to be signifi!ant and this is in ine 'ith the resear!h !ondu!ted

by M!Danie "3228#, Semer and (hiu ".//5#, (hua ".//2#, (haran et a$ ".//3#, and IPMA ".//0#$

The findings suggest that anal"tical competenc" group 'as per!eived as the se!ond east important group$

Indian HR professionas aso reported esser amount of epertise and regarded themseves as insuffi!ient on anayti!a

!ompeten!ies$ The anayti!a !ompeten!y group 'as found to be signifi!ant$ This finding is !onsistent 'ith the

resear!h !ondu!ted in Tai'an by (hen et a$ ".//0#$

'usiness competenc" group 'as not found to be important and signifi!ant in the study$ rom the study, it !an

be !on!uded that the parti!ipants per!eived that business !ompeten!ies are the east important$ The business

!ompeten!y group 'as aso ran-ed the o'est in +(*$ This finding is !onsistent 'ith the resear!h !ondu!ted in

Maaysia by Abduah et a$ "./33#, but !ontrary to the findings of simiar resear!h !ondu!ted by :ri!h et a$ ".//8#$

This finding is important as the business !ompeten!y group is prominent in the ma>ority of the HR !ompeten!y modes

'ord?'ide$ The !ompeten!y domain business ay 'as in!uded in the .//7 HR !ompeten!y mode deveoped by

the R;* Group and the :niversity of Mi!higan6s ;usiness S!hoo$ The ASTD !ompeten!y mode

"Roth'e et a$ .//5# maps out business as one of the three !usters of !ompeten!ies ne!essary for a 'or-pa!e

earning and performan!e "%*P# professionas that aso in!ude the HR professionas$

HR managers shoud be e)ua partners in the business strategy formuation, 'ith representation of HR on the

board of dire!tors of the organisation, 'hi!h is not happening in India ";hatnagar et a$ .//0#$ The adoption of

professionai&ed HR pra!ti!es in India is a re!ent phenomenon that has gained momentum in the past t'enty years

"4rishna and Monappa 32251 Rao et a$ .//3#$ %ith regards to this, the HR profession in India ags behind the pra!ti!es in the %est$ Probaby, the !on!ept business partnership is either in its infan!y stage or misunderstood in the








HR !ompeten!y frame'or-s in India$ Possiby due to this, business !ompeten!ies 'ere not found to be important

and signifi!ant in the study$

THEORETICAL AND PRACTICAL IMPLICATIONS

The findings of this investigation have impi!ations for theory, resear!h, and pra!ti!e$ HR professionas !an

identify the most important !ompeten!ies, and then use this information to design, deveop and evauate their >obs and

'or- outputs$ The resuts of the study offer a map for HR professionas to outine a sef?deveopment pan, spe!ifying

suitabe deveopment priorities and ne!essary !ompeten!e eves$

The !ompeten!y frame'or- deveoped in the study 'i be usefu for the HR professionas in profiing the

a!)uisition of the a!tua !ompeten!ies, desired !ompeten!e eves, and the positive and negative gaps of HR

professionas$ Erganisations may reate the findings of this study to outine >ob des!riptions, empoyee see!tion,

training and deveopment, and performan!e evauation and this 'i hep in ma-ing de!isions about !areer

deveopment, !areer and su!!ession panning, >ob redesign, !ounseing and !oa!hing$

HR professionas may manage their future !areer path'ay, or appy the information to eamine ne'

opportunities 'hie !onsidering the utii&ation of transferabe !ompeten!ies$ ;ased on resuts of !ompeten!y anaysis,

HR professiona6s future 'ithin an organisation !an be suitaby determined$ HR professionas might greaty benefit in

the ong run by identifying opportunities i-ey to offer a better !areer fit$

%hen see!ting and deveoping eaders, it shoud be !onsidered that the !ompeten!ies that the HR

professionas possesses and !ompare those to the ones that need further deveopment for su!!ess in a eadership roe$

;y oo-ing at individua6s !urrent !ompeten!ies and !omparing those 'ith the s-is ne!essary to fi a eadership

position, organisations !an ma-e better de!isions in hiring, deveoping and promoting eaders$

The finding that business competencies 'ere not found to be signifi!ant in the study has !ertain impi!ations

for HR professionas$ or HR professionas to be!ome a su!!essfu business partner , HR professionas must premise

the deveopment of the HR system based on its !ontribution to effe!tive strategy impementation$ This ne' perspe!tive

is the most fundamenta of the ne!essary !hanges in HR !apabiities ";e!-er et a$ 3227#$

The resuts of this study may hep the organisation to identify !ompetent empoyees as 'e as empoyees 'ho

a!- spe!ifi! !ompeten!ies, and thereby en!ouraging the organisation to in!ude measures of te!hni!a, anayti!a,

eadership, interpersona, and te!hnoogi!a !ompeten!ies aong 'ith the effe!tiveness into performan!e

management te!hni)ues$ This study 'i aid in outining a unified performan!e management system 'ith high

performan!e standards, !ompiation and suitabe eamination of a!!urate data against the fied standards, a!!ompish

fo!used feedba!- meetings and a path regarding pre!ise areas of improvement$

This resear!h 'i aso assist organisations to deveop the !ompeten!y of the empoyees by appropriate

mat!hing of the +(* 'ith the R(*$ Thereby this resear!h 'i fa!iitate identifi!ation and deveopment of spe!ifi!

!ompeten!ies needed by the individuas, to redu!e their defi!ien!ies$

The present study 'i hep HR professionas to determine the gap bet'een R(* and +(*, to assess the

training needs, thus ma-ing the training and deveopment programmes more effi!ient$ The purpose of a training needs

assessment is to identify performan!e re)uirements and the !ompeten!ies needed by a firm6s 'or-for!e to a!hieve

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9




2F

these re)uirements$

The study resuting in empiri!ay tested HR !ompeten!y mode 'i benefit the IT organisations in India$

These findings aso provide numerous impi!ations for performan!e management in the !ontet of IT se!tor$ There is a

strong and positive reationship bet'een possession of !ompeten!ies and su!!essfu >ob performan!e$ As impied by

the resear!h mode, the performan!e and effe!tiveness is enhan!ed, if the a!)uisition and deveopment of !ompeten!ies

are appropriatey managed$

This study !an be used to stru!ture deveopmenta a!tivities, i-e !ompeten!y?based management

deveopment "(;MD#$ There is some eviden!e that (;MD !an generate positive benefits for organisations "%interton

et a$ 3227#$ Dra'ing on the 'or- of %interton et a$ "3227#, the resuts provide support for attributing business

benefits to management deveopment, parti!uary in reation to individua and business performan!e$ The performan!e

improvements are more signifi!ant 'here management deveopment is in-ed to organisationa strategy "%interton et

a$ 3227#$

CONCLUSIONS

This arti!e provides a theoreti!a and stru!tura frame'or- for future resear!h in !ompeten!y modeing by

estabishing t'o notions irst, there are differen!es bet'een +(* and R(*, !urrenty in organisations$ Se!ond,

!ompeten!ies do predi!t performan!e !onsistenty$ %e eamined and !onfirmed these notions by ta-ing an empiri!a

approa!h 'ith a !omprehensive ist of !ompeten!ies identified in the iterature$ ;y doing so, the !urrent study

demonstrates the utiity of !ompeten!e?!entered approa!h as an effi!ient 'ay of understanding the roots of differen!es

in performan!es of individuas$

The study brought to ight the signifi!an!e of the te!hni!a !ompeten!y group and the interpersona

!ompeten!y group in the !ompeten!y mode$ Most of the avaiabe HR !ompeten!y modes are generay deveoped

through )uaitative studies$ This resear!h, resuting in an empiri!ay tested and vaidated mode, is a response to the

!a for the deveopment of a !ompeten!y mode for HR professionas$ (hen et a$ ".//0# and Abduah et a$ "./33#

re!ommended to !arry out !ompeten!y mapping studies in various Asian nations, sin!e the number of HR !ompeten!y

mapping studies in these nations is etremey sma$ (hen et a$ ".//0# and Abduah et a$ "./33# aso advo!ated that

further resear!h on the in- bet'een !ompeten!ies and performan!e is !ru!ia$

;y !onsidering these perspe!tives, utii&ing a broad !on!eptua frame'or- of the proposed !ompeten!y

mode, and mapping out the area of !ompeten!ies for HR professionas, the study investigated the dire!t impa!t of si

!ompeten!y groups on performan!e improvement as per!eived by HR professionas, and eamined the indire!t effe!ts

of si !ompeten!y groups on performan!e improvement, 'ith the indire!t path o!!urring through effe!tiveness$ It

demonstrated the reiabiity and vaidity of the measures and aso provided some usefu measures of the !onstru!ts$

Integrating and empiri!ay eamining the fa!tors that buid an HR !ompeten!y mode advan!e our understanding of

these !onstru!ts and their in-ages to the performan!e$

There are severa note'orthy findings in this study$ irst of a, the resuts suggest that si !ompeten!y groups

are separate !onstru!ts that !ombine to determine the performan!e improvement$ %hie five of the !ompeten!y groups

'ere ea!h dire!ty reated to performan!e improvement, they 'ere aso indire!ty reated to performan!e improvementthrough effe!tiveness$ The resuts spe!ify that 'hen HR professionas dispay !ompeten!ies in anayti!a, eadership,








te!hni!a, interpersona and te!hnoogi!a groups, then HR professionas are per!eived to be more effe!tive$ As HR

professionas master these !ompeten!ies1 they 'i not ony be distinguished as more effe!tive HR professionas, they

'i aso !ontribute epi!it vaue to their organisation$

There is a strong and positive reationship bet'een possession of !ompeten!ies and performan!e

improvement$ Thus, it !an be !on!uded that the possession of !ompeten!ies enabes the superior performan!e of HR

professionas in the IT organisations$

The te!hni!a !ompeten!y group 'as found to be the most important group$ Interpersona !ompeten!ies,

te!hnoogi!a !ompeten!ies, eadership !ompeten!ies, and anayti!a !ompeten!ies are ran-ed no$ ., <, 5 and 0

respe!tivey$ ;usiness !ompeten!ies appear to be the east important !ompeten!y group$ The finding of this resear!h

sho's that the parti!ipants generay a!- strong eadership in the organisations$

+ffe!tiveness pays a !ru!ia intervening roe in the reationship of !ompeten!ies and performan!e$

+ffe!tiveness 'as found to be positivey reated to performan!e improvement for both R(* and +(*$ The resuts

indi!ate that the !ompeten!ies have a positive impa!t on the per!eived effe!tiveness, and this, in turn, is predi!tive of

the performan!e improvement$ The identifi!ation of effe!tiveness as a -ey variabe 'ithin the overa resear!h mode is

vita$

It is evident that HR professionas meet the re)uired !ompeten!y eve in the interpersona, te!hni!a, and

te!hnoogi!a !ompeten!ies, sin!e the +(* of Indian HR professionas 'as generay !ongruent 'ith their per!eptions

on the R(* in these three !ompeten!y groups$ It !an be !on!uded that HR professionas possess these !ompeten!ies in

the re)uired degree to perform their >obs effe!tivey$

The !ompeten!y gaps 'ere observed bet'een the R(* and +(* in eadership, business and anayti!a

!ompeten!ies$ It !an be !on!uded that HR professionas do not possess these !ompeten!ies in the re)uired degree to

perform their >obs effe!tivey$ Athough some of the parti!ipants possessed advan!ed or epert eves of profi!ien!y in

the +(*, a arge number of the parti!ipants 'ere found to be fairy !ompetent to perform their >obs, as the gap bet'een

the R(* and +(* 'as not very arge in any of the !ompeten!y groups$

The origina !ontribution of the study is that these resuts !an be generai&ed to IT se!tor in an Asian !ontet$

This resear!h may aso be generai&ed to other Asian !ountries, su!h as (hina, Japan, Singapore, Thaiand, Tai'an,

and Maaysia sin!e these !ountries have !utura environments simiar to India "Abduah et a$ ./33#$

;y using the !ompeten!y mode to predi!t the performan!e, 'e beieve this resear!h offers an important

foundation for the s!ientifi! study and !ompeten!y deveopment of HR professionas$ ;y means of estabishing the HR

!ompeten!y mode, it is epe!ted that the resuts of this study 'i present severa signifi!ant assessments and iustrate

various innovative path'ays for the HR professionas gobay$

LIMITATIONS AND @UTURE SCOPE

Despite its vauabe findings and impi!ations, this study has severa imitations that !an be addressed in the

future resear!h$ irst, the etent to 'hi!h these resuts !an be generai&ed to other industries is open to debate and

further investigation 'ith different popuations in different !ontets$ Se!ond, the modest sampe si&e used in this study

is another imitation$ =umber of sampes and samping methods 'ere see!ted 'ith !onsideration of time and budget

I+>a,! @a,!$% )CC/: 0.03 I'# C$>%'i,"s Va(" ICV/: 1.9




23

!onstraints$ The findings re)uire further in?depth eporation and systemati! retesting using a arger sampe$ Third, no

intervie'ing 'as !arried out$ The feedba!- 'as obtained stri!ty using the survey )uestionnaire in the form of hard

!opy$ ourth, the proposed mode deveoped in this study is imited to in!ude performan!e improvement and

effe!tiveness as the ma>or out!omes$

;ased on the imitations of the present study, foo'ing re!ommendations are made for future resear!h

• The study may be etended 'idey to in!ude the (+Es, Dire!tors, Genera Managers, *ine Managers, peers

of HR professionas, a!ademia, and a !ustomers of the HR professionas$

• uture studies may eamine ho' !uture infuen!es per!eptions of HR !ompeten!ies, espe!iay 'hen studies

!ompare !ountries 'ith different !utura ba!-grounds$

• urther resear!h on the business !ompeten!ies is suggested$ This is ne!essary as the business !ompeten!y

!ategory 'as non?signifi!ant in the present study$

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