The changing role of human resource management: A comparative study of importance factors concerning human resource competencies among general managers

In 1985 Penn State Executive Programs created an assessment instrument concerning Human Resource (HR) competencies. This instrument, the Management Skills Assessment (MSA-HR), was used to gather data concerning the perceived importance of HR competencies among 520 general managers during the period 1985–1993. The data were used to show HR managers what competencies general managers perceived to be important in their expectation of the HR function. The literature of the period claimed an increasing role of importance for the HR function in delivering value to the organizations it serves. The two overarching purposes of this dissertation were (1) to determine what competencies general managers perceive as most important for human resource managers; and (2) how these competency ratings have changed over time. Four specific research questions were posed.; The MSA-HR was adapted to gather information, during 1998, from 6 9 general managers concerning present and future perceived importance ratings of similar general manager populations. These general managers had attended a Penn State Executive Program during the period 1994–1998. A 36% response rate was obtained. Perceived importance ratings, of present and future perspectives, were then compared to the foundational study database to reveal significant shifts in importance. The results showed significant increases in perceived importance ratings among the three data sets.; For all competency categories the perceived importance rating for the future was significantly higher than the present and past ratings. Four specific questions within the competency categories also shifted in importance ratings. They include (1) Providing creative solutions to HR needs identified by business unit and functional managers; (2) Understanding corporate culture and its impact on strategy implementation and organizational development; (3) Ability to design and develop incentive systems that motivate people and that are compatible with company goals, and (4) Understanding contribution of education and development programs to future requirements of business.; The conclusions of this dissertation discuss the implications for the study findings as they relate to the ultimate role of HR—which is to develop knowledge capital for the organization. Future research recommendations were then identified to enhance the body of knowledge concerning Human Resource Management (HRM).