Caldwell, Raymond (2010) Are HR business partner competency models effective? Applied HRM Research 12 (1), pp. 40-58.
Abstract
HR competency models have been vital to attempts to improve the selection and development of ‘HR business partners’ and establish a new mechanism for linking HR strategy with business performance. But how effective are they? This article proposes a research model of the links between selection and development as antecedents of the HR-business strategy linkage, with HR business partner performance as its outcome. The research model indicates that the creation of an effective HR strategy-business strategy linkage mediates the association of selection and development on business partner performance. The findings highlight the critical importance of the HR strategy-business strategy linkage, and raise important questions about the ability of HR business partners to develop this capability in the future.
Metadata
| Item Type: | Article |
|---|---|
| School: | Birkbeck Faculties and Schools > Faculty of Business and Law > Birkbeck Business School |
| Depositing User: | Sarah Hall |
| Date Deposited: | 21 Jan 2016 11:30 |
| Last Modified: | 02 Aug 2023 17:21 |
| URI: | https://eprints.bbk.ac.uk/id/eprint/14056 |
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