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Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies

Author

Listed:
  • Verma Prikshat
  • Sanjeev Kumar
  • Alan Nankervis
  • Malik Muhammad Sheheryar Khan

    (Australian Institute of Business, Australia
    Graphic Era University, India
    Curtin University, Australia)

Abstract

This paper profiles and maps the existing Indian HR competency models against similar Western models in order to assess their contemporary relevance. Secondly, it analyzes the diverse HRM roles and competencies associated with a sample of different Indian organization types and sizes. This study was exploratory in nature and based on the AHRI Model of Excellence. Three key HR roles – namely, strategic business partner, functional HRM specialist, and administrative expert – and seven HR competencies included in the model were selected for the analysis of Indian HRM professional practice. A questionnaire based on this model was constructed and administered to HR professionals representing HR departments in a range of Indian industry sectors. Respondents were chosen to represent a separate HR/personnel department containing at least one HRM professional. Further, it was required that the respondents had a minimum of two years' HR work experience. This paper reports the findings from the sample of one hundred Indian organizations. Of the three Indian HR competency models profiled in the study, the HR Compass Model is the most relevant and similar to the Western models. It includes almost all the important western HRM competencies in its framework. Conversely, the two other Indian models (RPG and TVRLS) need to incorporate more 'competencies' as per the AHRI model. The study further noted that the majority of the Indian HRM professionals considered their key role to be that of a functional HRM specialist, followed closely by a strategic business partner role. The competencies of credible activist and workforce designer recorded higher levels of expertise levels across all organizations. The findings demonstrated consistency with previous Western and Indian studies on the key roles and competencies of HR departments in India. The decreasing reliance on the administrative expert role supports a degree of convergence of HRM practices in line with western HR practices, which can be possibly attributed to the overseas expansion of Indian companies, as well as their exposure to the HRM practices of multinational corporations in India.

Suggested Citation

  • Verma Prikshat & Sanjeev Kumar & Alan Nankervis & Malik Muhammad Sheheryar Khan, 2018. "Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies," Journal of Developing Areas, Tennessee State University, College of Business, vol. 52(4), pages 269-282, October-D.
  • Handle: RePEc:jda:journl:vol.52:year:2018:issue4:pp:269-282
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    Cited by:

    1. Yusliza M-Y & Choo Poh Wai & Jayaraman K. & Rimi Nadia Newaz & Muhammad Zikri, 2019. "HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors," South East European Journal of Economics and Business, Sciendo, vol. 14(1), pages 34-48, June.

    More about this item

    Keywords

    HR competency models; HR competencies; HR roles; Indian HRM practices;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

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