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    Are HR business partner competency models effective?

    Caldwell, Raymond (2010) Are HR business partner competency models effective? Applied HRM Research 12 (1), pp. 40-58.

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    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: School of Business, Economics & Informatics > Organizational Psychology
    Depositing User: Sarah Hall
    Date Deposited: 21 Jan 2016 11:30
    Last Modified: 21 Jan 2016 11:30
    URI: https://eprints.bbk.ac.uk/id/eprint/14056

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