Caldwell, Raymond (2008) HR business partner competency models: re-contextualising effectiveness. Human Resource Management Journal 18 (3), pp. 275-294. ISSN 0954-5395.Full text not available from this repository.
The rise of 'HR business partnering' over the last decade has led to an enormous growth in HR competency models. Competencies are believed to provide a mechanism for reinventing traditional HR roles and improving the effectiveness of HR professionals as business partners. But are they effective? The survey and interview evidence presented here suggest that the effectiveness of competency models is disappointing, and they appear to be particularly weak at predicting performance in a business partner role. There are also significant contextual variations in effectiveness based on the degree of change experienced by the HR function, how consistently business partnering is implemented, overall levels of reduction in transactional HR, and the patterns of centralisation–decentralisation of the HR function. The findings highlight the intrinsic limitations of competency models, as well as the powerful influence of contextual factors, and they raise important questions about the future direction of HR business partnering.
|School or Research Centre:||Birkbeck Schools and Research Centres > School of Business, Economics & Informatics > Organizational Psychology|
|Date Deposited:||26 Jan 2011 12:01|
|Last Modified:||17 Apr 2013 12:18|
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