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Human Resource Occupation

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  • Anita T. Mathew

Abstract

This article highlights the need for newer competencies required in human resource (HR) occupation, and the perception of organizational leaders and HR managers of these competencies on firm performance. The article tries to emphasize that an average functional depth of HR would not suffice and that there is the need to acquire newer skill-sets and technologies to keep pace with the changing socio-economic environment. The article critically analyzes an empirical study conducted in select 124 organizations cross sector with 303 HR heads/HR representatives and 327 line heads/non-HR respondents in India to deconstruct the competencies in the HR occupation in India.

Suggested Citation

  • Anita T. Mathew, 2012. "Human Resource Occupation," Global Business Review, International Management Institute, vol. 13(1), pages 69-88, February.
    • Handle: RePEc:sae:globus:v:13:y:2012:i:1:p:69-88
    DOI: 10.1177/097215091101300105
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    References listed on IDEAS

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    1. Schuler, Randall & Jackson, Susan, 2001. "HR issues and activities in mergers and acquisitions," European Management Journal, Elsevier, vol. 19(3), pages 239-253, June.
    2. Raymond Caldwell, 2003. "The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 983-1004, June.
    3. Sparrow, Paul R. & Budhwar, Pawan S., 1997. "Competition and change: Mapping the indian HRM recipe against world-wide patterns," Journal of World Business, Elsevier, vol. 32(3), pages 224-242, October.
    4. Shaun Tyson, 1987. "The Management Of The Personnel Function," Journal of Management Studies, Wiley Blackwell, vol. 24(5), pages 523-532, September.
    Full references (including those not matched with items on IDEAS)

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