Dissertation Proposal - 4 Copies

UNIVERSITY OF EAST LONDON
Dissertation Proposal
TOWARDS STRATEGIC HUMAN RESOURCE

MANAGEMENT:
A Study On The Competencies And Roles Of HR
Professionals In Malaysia
Student ID : U0935647
Intake : Cohort 15A
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Student ID: U0935647
Towards Strategic Human Resource Management: A study of the competencies and roles of HR professionals in Malaysia
Table of Contents
Executive Summary ........................................................................................................................... 1

Introduction ...................................................................................................................................... 2
Statement of Management Problem ................................................................................................. 3
Research Objective ............................................................................................................................ 3
Conceptual Framework for the Research Study ................................................................................. 4
Research Questions ........................................................................................................................... 5
Methodology..................................................................................................................................... 6
Literature Review .............................................................................................................................. 7
Historical Overview........................................................................................................................ 7
SHRM and its Comparison with Traditional HRM............................................................................ 9
SHRM and Its Impact on Business ................................................................................................ 10
SHRM and the Competencies of HR Professionals ........................................................................ 11
Timeline .......................................................................................................................................... 12
References ...................................................................................................................................... 13
APPENDIX 1 ..................................................................................................................................... 16
APPENDIX 2 ..................................................................................................................................... 23
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Executive Summary
Due to the competitive business environment today, the responsibility of human resource to
contribute to the bottom line is no longer optional. Strategic Human Resource Management
(SHRM) is vital to the business as it is responsible to align traditional human resource
management practices such as recruitment, training and others human resource functions to a
company’s strategy. According to Wright and McMahan (1992), SHRM is the “pattern of the
planned human resource deployment and activities intended to enable an organization to
achieve its goal”. In the past, HR professionals were often viewed as paper pushers and
policy enforcers. Today, HR professionals are transformed to be a strategic partner, an
employee advocate and change mentor aside from its traditional functions. As such, HR
professionals must upgrade their images to more appropriately fit the leadership role they
want to assume.
Although the concept of SHRM has been around for more than 20 years, the implementation
of it is uncertain. There is also doubt that today’s HR professionals may not have the
competencies to perform in the area of SHRM. There are voluminous research literatures,
books and articles published to clearly document the changing nature of the employment
relationship and the competencies required of HR professional to be successful in SHRM
(Ulrich, 1997); (Ulrich et al., 1998). Therefore, this research study is aimed at exploring the
competencies of HR professionals in Malaysia particularly on the competencies that they
have and the ones that they need to possess to further develop in order to function as a
strategic role in organizations. This study also will identify the perceptions of the importance
of the certain human resource competencies as being critical to the success of HR
professional in building strategic business relationship.
In today business world, the need for a competent HR professional is very necessary for
organizations to survive and grow. In this regards, HR professional are required not only to
have the competencies but also to acquire new competencies to deliver value to the
organization. The importance of HR professionals’ competencies may strongly influence and
dictates of the culture and economic system within which they operate and this will have
major impact on bottom line results and organizational excellence.
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Introduction
Two years ago, the world economy was engulfed by the global financial crisis which has led
the business world almost to its nadir. There were deep global recession, fallen enterprises
and collapsed of large financial institutions around the world. In this situation, HR
professionals were pressed to shift from administrative functions to become the business
strategic partner. Such transformation escalates human resource management towards a
strategic level which is known as Strategic Human Resource Management (SHRM).
SHRM is vital to the business as it is responsible to align traditional human resource

management practices such as recruitment, training and others human resource functions to a
company’s strategy. According to Wright and McMahan (1992), SHRM is the pattern of the
planned human resource deployment and activities intended to enable an organization to
achieve its goal. In the past, HR professionals were often viewed as paper pushers and policy
enforcers. Today, HR professionals are transformed to be a strategic partner, an employee
advocate and change mentor aside from its traditional functions.
The current business trend has shown an increase participation of HR professionals in

bringing employees and the company together as a partner in generating operational profit
and gaining global competitiveness (Berea, 1998). As such, HR professionals must upgrade
their images to more appropriately fit the leadership role they want to assume.
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Statement of Management Problem
The successful transformation of the role of HR professional from traditional functions

towards becoming a strategic HR professional is paramount. The demands of the global
economy, technology, diversity and globalization and the ever-changing workplace make the
transformation critical. The responsibility of human resource to contribute to the bottom line
is now no longer optional. Although the concept of SHRM has been around for more than 20
years, the implementation of it is uncertain. There is also doubt that today’s HR professionals
may not have the competencies to perform in the area of SHRM.
There are voluminous research literatures, books and articles published to clearly document
the changing nature of the employment relationship and the competencies required of HR
professional to be successful in SHRM (Ulrich, 1997); (Ulrich et al., 1998). These views
were supported by many scholars such as (Csoka, 1995) and (Mohrman et al., 1996) which
resulted in awareness of demands being placed on HR professionals and the competencies
required to be successful in the SHRM environment.
Research Objective
The purpose of this study is as follows:
(1) To explore the competencies of HR professionals in Malaysia particularly on the

competencies that they have and the ones that they need to possess to further develop
in order to function as a strategic role in organizations.
(2) To identify the perceptions of the importance of the certain human resource
competencies as being critical to the success of HR professional in building strategic
business relationship.
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Conceptual Framework for the Research Study
Current literatures on competencies, SHRM and organizational success were used as a

framework for examining HR professional competencies. The competencies identified in this
study are strategic contribution, personal credibility, HR delivery, business knowledge,
HR technology, leadership and change management and quality of work-life family.
Four of these competencies are based on (Ulrich et al., 1995) while the remaining
competencies are based on research done by (Payne, 2005).
Figure 1 : The HR Competencies (Brockbank & Ulrich Model)

Source : (Boselie & Pauuwe, 2004)
The conceptual framework for this research is as follows:
(1) Strategic Contribution

(2) Business Knowledge
(3) HR Delivery
HR Professionals’ competencies (4) Personal Credibility
(5) HR Technology
(6) Leadership and Change Management
(7) Work life balance
Figure 2 : The HR Competencies
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Research Questions
This study sought to examine the following seven general research questions (RQu).
RQu1. Which one of the seven competency clusters does the HR Professionals perceived as
extremely important to their organization and vice versa?
RQu2. Which one of the seven competency clusters does the non HR Professionals perceived
as extremely important to the organization and vice versa?
RQu3. What are the gaps between the HR Professionals’ competencies versus what the
required organizational level competencies?
RQu4. Are there significant differences in HR professional’s perceptions of the importance

of the seven competency domains to their organization and HR professional
perceptions of their own ability levels?
RQu5. Does the position of HR professionals influence respondents’ perceptions of HR

Professionals ability levels in the seven competency domains?
RQu6. Does the approximate number of years in HR influence respondents’ perceptions of

HR Professionals ability levels in the seven competency domains?
RQu7. Does the gender of HR professionals influence respondents’ perceptions of HR

Professionals ability levels in the seven competency domains?
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Methodology
The methodology that will be used as part of the project will consist of a mix of both primary
and secondary data.
Primary Data
The primary data will be collected by questionnaire, which will have a structured format
allowing the results to be efficiently analysed. To aid this process, I will explore the
possibility of conducting web-based survey to significantly increase the sample size. The
questionnaire will focus on a range of HR competencies across the seven domains: strategic
contribution, personal credibility, HR delivery, business knowledge, HR technology,
leadership and change management and quality of work-life family. The draft of the
questionnaire is attached herewith is Appendix 1 and Appendix 2.
A survey packet will be send to HR Managers containing one survey for the HR professionals
and the other non-HR survey to non-HR Managers at their organizations. The sampling size
for this research would be based on quota sampling on 500 companies comprises of GLCs, 50
multinational, other Malaysian corporations and SMEs. The quota amount will be decided
during the research stage.
In validating the filled questionnaires, interview will also be conducted to get the opinions
from both HR and non-HR respondents. The interview is aimed to collect data on
perceptions of HR competencies and role in Malaysia.
Secondary Data
Secondary data will be information collected from literature sources.
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Literature Review
The literature reviewed for the current study focus on Strategic Human Resource
Management (SHRM) and the role of HR Leaders. This section is divided into four sections:
(1) Historical Overview

(2) SHRM and its Comparison With Traditional HRM
(3) SHRM and its impact on Business
(4) SHRM and The Competencies of HR Professionals
Historical Overview
According to Kaufman (2001) , the intellectual roots of SHRM can be traced back as early as
1920s in the United States when progressive companies intentionally adopted innovative HR
practices that represent a strategic approach to the management of labour (Lengnick-Hall et
al., 2009). There concept of SHRM has been documented in academic literatures by scholars
such as (Fombrun et al., 1984), (Beer et al., 1984), (Lengnick-Hall & Lengnick-Hall, 1988),
(Armstrong & Long, 1994), (Buddhar & Sparrow, 1997), (Ulrich, 1997), (Schuler & Jackson,
1999), (Budhwar, 2000), (Budhwar & Khatri, 2002), (Cusworth et al., 2004) and (Sheehan,
2005).
Table 1 below outlined the summary of journey of Human Resource Management towards
SHRM and the new responsibilities that contribute more directly to the organization’s bottom
line (Rothwell et al., 1998).
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Time Period HR Focus HR Activity
Before 1890  Industrial technologies  Disciplinary systems
1900 – 1910  Employee well-being  Health & Safety programs
1920s  Task design, efficiency and impact of  Time and motion studies
workgroups on individual workers  Employee counselling and testing
1930s  Union workforce  Communication programs

 Passage of major labour laws  Anti-union campaigns
 Personnel becomes staff support to
operational line unit functions
1940s  Employee benefits and compensation  Wage increases
 Cost-of-living adjustments
 Pension, health, and benefit plans
1950s  Employee relations  Training and development

 Specialized personnel functions  Separate divisions within personnel
established; recruitment, training, labour
relations, benefits, etc.
1960s  Employee participation  Employee involvement
 Manage by objectives; quality circles;
sensitivity training
1970s  Government intervention  Employee rights now regulated in area of
discrimination, equal opportunity , equal
opportunity, safety and health, and various
benefits reforms
1980s  Employee recognition  Expansion and enrichment of employee
 Displacement knowledge, skills and abilities through
 Job rotation
 Formation of integrated task teams
1990s  Changing demographics of the  Diversity programs
workforce  Employee rights issues
 Technology  Global perspective
 Information technology
2000s  Strategic HR planning  Transition from services and support to

consultative and leadership role
Table 1: The Human Resource Management Timeline

Source: (Rothwell et al., 1998)
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SHRM and its Comparison with Traditional HRM
SHRM has various definitions based on its role in an organization and to date; scholars are
still searching for a strong, integrated theory of SHRM (Delery & Shaw, 1995). The
academic literatures written by McMahan & Wright from 1992 – 1999 defined SHRM as
planned pattern of workforce and human resource management deployment and activities
intended to enable the organization to meet organizational goals and objectives. Schuler &
Walker suggested that SHRM means “A set of processes and activities jointly shared by
human resources and line managers to solve people-related issues” (Schuler & Walker ,
1990). Moving on a year later, Butler & Napier (1991) defined SHRM as the “macro-
organizational approach to viewing the role and function of human resource management in
the larger organization”. Youndt et al. (1996) defined SHRM as “organizational systems
designed to achieve competitive advantage through people” while Huselid et al.(1997) stated
that SHRM “involves designing and implementing a set of internally consistent policies and
practices that insure a firm’s human capital contributes to the achievement of its business
objectives”. The recent literatures stated that SHRM provides alignment of human resource
practices and business/corporate strategy (Othman, 2009).
SHRM differs greatly from the traditional human resource management (HRM). Some of the
differences are illustrated in Table 2 below. HRM serves only a reactive entity within the
organization that is responsible for the transition based procedurally-bound administrative
process. According to P.M.Buhler (2002), traditional HRM focuses on record keeping and
administrative tasks while SHRM is a complimentary tool used to facilitate the
implementation of strategy necessary to achieve SHRM (Fombrun et al., 1984). All in all,
SHRM is the involvement of human resource in the overall strategy of an organization. It is
the result when HRM is vertically integrated with strategic planning and horizontally
integrated with other human resource functions including training and development,
compensation and benefits, recruitment and selection and labour relations (Paynes, 1997).
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Table 2: Traditional HR vs. Strategic HR
Source: (Mello, 2005)
SHRM and Its Impact on Business
The popularity of SHRM has grown due to globalization, technological changes, knowledge
and economic situation. It is undeniable that SHRM plays a vital role in sustaining companies
business and create the potential for companies to reach a greater life in the business world.
Existing research has presented results that indicate positive linkages between SHRM and
organizations outcomes such as Huselid (1995) and Ichniowski et al. (1999).According to
Ulrich et al. (1995),‘s research on 27000 HR professionals, HR’s strategic contribution
accounted for 43 % of its total impact on business performance in high-performing
organizations. Cuddihey (2003) on the other hand indicated that spending in human
performance areas translate into bottom line growth. Harzing & Ruysseveldt (2004) stated
that some research has suggested that companies will gain by utilizing and integrating
appropriate SHRM strategy and practices to enhance firm performance and that effective
SHRM is expected to assist the firm to achieve its goals and objectives.
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SHRM and the Competencies of HR Professionals
Due to the importance of SHRM, HR professionals are expected to play more strategic role
in an organization, however, one the barriers towards this is the HR professionals lack of
certain competencies to fully function as a strategic HR professionals. In order for SHRM to
function effectively, HR professional are encouraged to develop competencies in “state of the
art HR practices” (Ulrich & Yeung, 1989). Today’s strategic HR professionals need to be
able to integrate their competencies to increase the company’s value. A competency is the
ability to add value to the business and it must focus on the processes leading from changing
business conditions to achieving competitive advantage (Ulrich et al., 1995).
There have been many researches on HR competency since 1981. Some of the researches
were the HRD project in 1983, perceived professional development needs of HR professional
(Collette, 1994) and HR professionals’ and students’ perceptions of the needs for the
competencies (Davis, n.d.) - to name a few.
Closer to home, a research was done by Choi & Wan Ismail (2008) to understand the
relationship between HR’s professional competencies and roles in the manufacturing
companies in Malaysia which concluded that the HR professional in the manufacturing
companies in southern region of Malaysia are lacking in business related human resource
competencies.
In today business world, the need for a competent HR professional is very necessary for
organizations to survive and grow. In this regards, HR professional are required not only to
have the competencies but also to acquire new competencies to deliver value to the
organization. The importance of HR professionals’ competencies may strongly influence and
dictates of the culture and economic system within which they operate and this will have
major impact on bottom line results and organizational excellence.
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Timeline
2010 2011
Nov Dec Jan Feb Mar Apr May Jun Jul
Submission of Proposal
Research
Review possibility of using web-based survey
Distribute questionnaires
Further reading and film analysis
Collecting questionnaires
Processing questionnaires
Write Introduction and literature review
Analyse data
Conclusions
Prepare final draft dissertations
Editing and rewrites
Final dissertation
Submit dissertation
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References
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Boselie, P. & Pauuwe, J., 2004. Human resource function competencies in European
companies. Personnel Review, 34(5), pp.550-66.
Buddhar, P.S. & Sparrow, P.R., 1997. Evaluating levels of strategic integration and
devolvement of human resource management in India. The International Journal of Human
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Budhwar, P.S., 2000. Evaluating levels of strategic intergration and devolvement of human
resource management in the UK. Personnel Review, 29(2), pp.141-57.
Budhwar, P.S. & Khatri, N., 2002. A study of strategic HR issues in an Asian context.
Personnel Review, 31(2), pp.166-88.
Butler, J.E.F. & Napier, N.K., 1991. Strategy and Human Resource Management. Cincinnati:
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Choi , S.L. & Wan Ismail, W.K., 2008. Understanding the relationship of HR competencies
& roles of Malaysian Human Resource professionals. European Journal of Social Sciences,
7(1), pp.88-103.
Collette, P., 1994. Professional development needs of human resource management

practitioners. Proquest Digital Dissertations.
Csoka, L., 1995. Rethinking human resources. The Conference Board.
Cuddihey, A., 2003. Aligining human resources and business. The Canadian Manager, 28
March. p.51.
Cusworth, J., Karami, A. & Analoui, F., 2004. Strategic human resource managamant and
resource-based approach : the evidence from the British Manufacturing Industry.
Management Research News, 37(6), pp.50-68.
Davis, T.M.B., n.d. Practitioner and student perceptions of appropriateness and personal
preparedness in American Society for Training and Development Competencies for human
resource development occupations. Proquest Digital Dissertations.
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Delery, J.E. & Shaw, J.D., 1995. The strategic management of people in work organizations :
Revoew, synthesis, and extension. In Research in personnel and human resource
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Huselid, M.A., 1995. The impact of human resource management practices on turnover,
productivity, and corporate financial performance. Academy of Management Journal, 38,
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Huselid, M.A., Jackson, S.E. & Schuler, R.S., 1997. Technical and strategic human resource
management as determinants of firm performance. Academy of Manaement Journal, 40(1),
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Huselid, A., Susan, E.J. & Schuler, R.S., 1997. Technical and strategic human resource
management effectiveness as determinants of firm performance. Academy of Management
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Ichniowski, C., Shaw, K. & Prennushi, G., 1999. Understanding human resource
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Othman, A.E.A., 2009. Strategic integration of human resource management practices. Cross
Cultural Management : An International Journal, 16(2), pp.197-214.
P.M.Buhler, 2002. Human resource management : all you need to manage your staff and
meet you bsuiness objective. Adam Media Corporation.
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Payne, M.-L., 2005. The path from an administrative to a strategic function : A comparative
study of human resource manager's competencies. Dissertations. Capella University.
Paynes, J.E., 1997. Human resource management for the public and non-profit organizations.
San Francisco: Jossey-Bass Inc.
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APPENDIX 1
Survey for HR Managers

Human Resource Professional Competency Survey
The purpose of this survey is to identify important competencies of HR professionals in managerial
positions and possible HR competency gaps. Completion of this survey is your consent to participate.
Approximate time to complete the survey is 15 minutes.
Please note that all information provided will remain confidential.
Competency is defined as an individual's demonstrated knowledge, skills, abilities, and other attributes
that underlie effective job performance.
HR professional refers to an employee in human resources in a managerial position.
I. (Questions 1-37) Below are HR professional's competencies listed in six areas. Please CIRCLE
your response for each competency for BOTH COLUMNS.
Column 1 Column 2
Rate the importance to the firm of each Rate your own ability level in each
of the following HR competencies. of the following HR competencies.
Please circle your response. Please circle your response.
1= Not important 1= None at all
2= Somewhat unimportant 2= Below average
3= Neither important or unimportant 3= Average
4= Somewhat important 4= Above average
5= Extremely important 5= High
0= Not applicable/Unable to judge 0= Not applicable/Unable to judge
STRATEGIC MANAGEMENT
1. Utilize knowledge of industry trends to develop long-term strategies as they relate to human resources.
Rate the importance of this competency to your firm Rate your own competency
1 2 3 4 5 0 1 2 3 4 5 0
2. Collect and analyze data via environmental scanning, such as SWOT (= strengths, weaknesses,
opportunities, and threats) analysis, benchmarking, or other means to monitor internal and external
business conditions, as they relate to human resources.
Importance Rate your own competency
1 2 3 4 5 0 1 2 3 4 5 0
3. Participate in the process of defining the firm's business strategies to meet its objectives.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
4. Possess analytical skills for the long term.

1 2 3 4 5 0 1 2 3 4 5 0
5. Possess visioning skills for the long term.

1 2 3 4 5 0 1 2 3 4 5 0
6. Provide adequate leadership for implementing a strategic plan.

1 2 3 4 5 0 1 2 3 4 5 0
7. Understand how corporate culture impacts strategy implementation.

1 2 3 4 5 0 1 2 3 4 5 0
8. Possess interpersonal skills to support other business functions in their task accomplishment.
1 2 3 4 5 0 1 2 3 4 5 0
9. Develop processes to link HR plans to accomplish the firm's business strategies.

1 2 3 4 5 0 1 2 3 4 5 0
10. Ensure that planned human resource strategies produce desired results.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
BUSINESS KNOWLEDGE
11. Demonstrate comprehensive general knowledge of HR practices (e.g., staffing and rewards).
1 2 3 4 5 0 1 2 3 4 5 0
12. Possess general business knowledge for executing business strategy.

1 2 3 4 5 0 1 2 3 4 5 0
13. In terms of long-term planning, be knowledgeable about the firm's products and services to contribute
to long-term planning.
1 2 3 4 5 0 1 2 3 4 5 0
14. Know the firm's competitors and their strengths and weaknesses.
1 2 3 4 5 0 1 2 3 4 5 0
15. Know how to interpret financial reports including income statements and balance sheets.
1 2 3 4 5 0 1 2 3 4 5 0
MANAGEMENT OF TALENT
16. Manage competency profiles linked to corporate strategy to preserve "organization memory" so that
the existing knowledge within the firm is retained.
1 2 3 4 5 0 1 2 3 4 5 0
17. Demonstrate an ability to attract the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
18. Demonstrate an ability to develop the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
19. Demonstrate an ability to retain the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
20. Integrate HR information and line managers' needs to track employees' skills to allow current
employees to be considered for open positions.
1 2 3 4 5 0 1 2 3 4 5 0
21. Assess current levels of employee expertise to meet business outcomes.

1 2 3 4 5 0 1 2 3 4 5 0
22. Identify desired key performance requirements (e.g., improved quality control) to meet business
outcomes.
1 2 3 4 5 0 1 2 3 4 5 0
EMPLOYEE RELATIONS
23. Identify opportunities for employees including HR personnel to grow through educational and
development programs.
1 2 3 4 5 0 1 2 3 4 5 0
24. Forecast future training needs that are aligned with the firm's strategic direction.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
25. Develop measures that link employee activities with the firm's strategic goals to gain competitive
advantage through human resources.
1 2 3 4 5 0 1 2 3 4 5 0
26. Understand how to build long-term resource advantage to the firm through human diversity such as
demographics, language skills, or racial and ethnic backgrounds.
1 2 3 4 5 0 1 2 3 4 5 0
27. Create human resource practices to ensure utilization of the talents of a diverse workforce to deliver
high-quality products and services.
1 2 3 4 5 0 1 2 3 4 5 0
28. Have a global mindset to build productive relationships with people from many cultures to enhance
a competitive edge for the firm.
Imp ortance Rate your own competency
1 2 3 4 5 0 1 2 3 4 5 0
QUALITY OF WORK-FAMILY LIFE

29. Take a proactive approach to create innovative work arrangements to balance work-family life
through virtual office/telecommuting, flex time, part-time, or other means.
1 2 3 4 5 0 1 2 3 4 5 0
30. Promote wellness objectives through programs aimed at balancing work and family, reducing stress,
increasing physical exercise, or through other health education programs.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
31. Promote development of family-friendly policies (e.g., on-site sick-child care centre) to facilitate
employees' personal growth and professional development without compromising the firm's
competitive business advantage.
1 2 3 4 5 0 1 2 3 4 5 0
32. Work with line managers to make recommendations for employee career exploration and
development, while taking into account family obligations (e.g., caring for family members).
1 2 3 4 5 0 1 2 3 4 5 0
INFORMATION TECHNOLOGY
33. Have expertise in leading-edge human resources technologies.
1 2 3 4 5 0 1 2 3 4 5 0
34. Use joint services (e.g., intranet) to improve communication of HR transactions (e.g., internal job
postings and promotions).
1 2 3 4 5 0 1 2 3 4 5 0
35. Adopt innovative tec hnologies, such as self-service via computer/phone/interactive voice-response
system, to give employees control of HR transactions (e.g., changes to retirement funds and benefits
plans).
1 2 3 4 5 0 1 2 3 4 5 0
36. Apply computer technology (e.g., database that contains resumes of job applicants and their
qualifications) to assist line managers in staffing.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
37. Apply computer techn ology for performance evaluations and other appraisals to assist line managers
in performance improvement.
1 2 3 4 5 0 1 2 3 4 5 0
II. (Questions 38-45) Please indicate the following:
38. Your present position in HR: VP □ Director Manager

Other □ (please specify)
39. Area in which you are working: Training & Development □ Benefits □ Labour Relations □
Compensation □ Recruiting □ General □ Other □ (please specify)
40. Approximate number of total years you have worked in HR:
41. Your educational background: High school □ Associate's Bachelor's Master's □

Doctor's Other □ (please specify)
42. Please indicate the field/s of your degree/s:
43. Your gender: Male □ Female □
44. Number of all employees in your firm/organization: Up to 100 101-500

501-1000 1001-2000 2001 -5000 5001 -20000 □ Over 20000
45. Industry type of your firm/organization: Manufacturing High-Tech Transportation

Health Care Education □ Retail Finance □ Pharmaceutical Insurance □
Communication Legal □ Government Other (please specify)
Thank you for taking the time to respond to this survey. Your feedback is valuable.
Please return the completed survey in the enclosed postage paid envelope.
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APPENDIX 2
Survey for Non-HR Managers
Human Resource Professional Competency Survey
The purpose of this survey is to identify important competencies of HR professionals in managerial
positions and possible HR competency gaps. Completion of this survey is your consent to participate.
Approximate time to complete the survey is 15 minutes.
Please note that all information provided will remain confidential.
Competency is defined as an individual's demonstrated knowledge, skills, abilities, and other attributes
that underlie effective job performance. HR professional refers to an employee in human resources in a
managerial position. Please select one HR professional in a managerial position and rate his/her ability
level in the following competencies. Use Column 2 for rating his/her ability. Do not identify the HR
professional by name.
I. (Questions 1-37) Below are HR professional's competencies listed in six areas. Please CIRCLE
your response for each competency for BOTH COLUMNS.
Column 1 Column 2
Rate the importance to the firm of each Rate the ability level of the HR
of the following HR competencies. professional you have selected in each
Please circle your response. of the following HR competencies at
your firm. Please circle your response.
STRATEGIC MANAGEMENT
1. Utilize knowledge of industry trends to develop long-term strategies as they relate to human resources.
Rate the importance of this competency to your firm Rate the HR professional's competency
1 2 3 4 5 0 1 2 3 4 5 0
2. Collect and analyze data via environmental scanning, such as SWOT analysis (= strengths, weaknesses,
opportunities, and threats), benchmarking, or other means to monitor internal and external business
conditions, as they relate to human resources.
Importance Rate the HR professional's competency
1 2 3 4 5 0 1 2 3 4 5 0
3. Participate in the process of defining the firm's business strategies to meet its objectives.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
4. Possess analytical skills for the long term.

1 2 3 4 5 0 1 2 3 4 5 0
5. Possess visioning skills for the long term.

1 2 3 4 5 0 1 2 3 4 5 0
6. Provide adequate leadership for implementing a strategic plan.

1 2 3 4 5 0 1 2 3 4 5 0
7. Understand how corporate culture impacts strategy implementation.

1 2 3 4 5 0 1 2 3 4 5 0
8. Possess interpersonal skills to support other business functions in their task accomplishment.
1 2 3 4 5 0 1 2 3 4 5 0
9. Develop processes to link HR plans to accomplish the firm's business strategies.

1 2 3 4 5 0 1 2 3 4 5 0
10. Ensure that planned human resource strategies produce desired results.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
BUSINESS KNOWLEDGE
11. Demonstrate comprehensive general knowledge of HR practices (e.g., staffing and rewards).
1 2 3 4 5 0 1 2 3 4 5 0
12. Possess general business knowledge for executing business strategy.

1 2 3 4 5 0 1 2 3 4 5 0
13. In terms of long-term planning, be knowledgeable about the firm's products and services to contribute
to long-term planning.
1 2 3 4 5 0 1 2 3 4 5 0
14. Know the firm's competitors and their strengths and weaknesses.
1 2 3 4 5 0 1 2 3 4 5 0
15. Know how to interpret financial reports including income statements and balance sheets.
1 2 3 4 5 0 1 2 3 4 5 0
MANAGEMENT OF TALENT
16. Manage competency profiles linked to corporate strategy to preserve "organization memory" so that
the existing knowledge within the firm is retained.
1 2 3 4 5 0 1 2 3 4 5 0
17. Demonstrate an ability to attract the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
25 | P a g e

Column 1 Column 2
18. Demonstrate an ability to develop the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
19. Demonstrate an ability to retain the right talent for competitive advantage.
1 2 3 4 5 0 1 2 3 4 5 0
20. Integrate HR information and line managers' needs to track employees' skills to allow current
employees to be considered for open positions.
1 2 3 4 5 0 1 2 3 4 5 0
21. Assess current levels of employee expertise to meet business outcomes.

1 2 3 4 5 0 1 2 3 4 5 0
22. Identify desired key performance requirements (e.g., improved quality control) to meet business
outcomes.
1 2 3 4 5 0 1 2 3 4 5 0
EMPLOYEE RELATIONS
23. Identify opportunities for employees including HR personnel to grow through educational and
development programs.
1 2 3 4 5 0 1 2 3 4 5 0
24. Forecast future training needs that are aligned with the firm's strategic direction.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
25. Develop measures that link employee activities with the firm's strategic goals to gain competitive
advantage through human resources.
1 2 3 4 5 0 1 2 3 4 5 0
26. Understand how to build long-term resource advantage to the firm through human diversity such as
demographics, language skills, or racial and ethnic backgrounds.
1 2 3 4 5 0 1 2 3 4 5 0
27. Create human resource practices to ensure utilization of the talents of a diverse workforce to deliver
high-quality products and services.
1 2 3 4 5 0 1 2 3 4 5 0
28. Have a global mindset to build productive relationships with people from many cultures to enhance
a competitive edge for the firm.
1 2 3 4 5 0 1 2 3 4 5 0
QUALITY OF WORK-FAMILY LIFE

29. Take a proactive approach to create innovative work arrangements to balance work-family life
through virtual office/telecommuting, flex time, part-time, or other means.
1 2 3 4 5 0 1 2 3 4 5 0
30. Promote wellness objectives through programs aimed at balancing work and family, reducing stress,
increasing physical exercise, or through other health education programs.
1 2 3 4 5 0 1 2 3 4 5 0
27 | P a g e

Column 1 Column 2
31. Promote development of family-friendly policies (e.g., on-site sick-child care centre) to facilitate
employees' personal growth and professional development without compromising the firm's
competitive business advantage.
1 2 3 4 5 0 1 2 3 4 5 0
32. Work with line managers to make recommendations for employee career exploration and
development, while taking into account family obligations (e.g., caring for family members).
1 2 3 4 5 0 1 2 3 4 5 0
INFORMATION TECHNOLOGY
33. Have expertise in leading-edge human resources technologies.
1 2 3 4 5 0 1 2 3 4 5 0
34. Use joint services (e.g., intranet) to improve communication of HR transactions (e.g., internal job
postings and promotions).
1 2 3 4 5 0 1 2 3 4 5 0
35. Adopt innovative technologies , such as self-service via computer/phone/interactive voice-response

system, to give employees control of HR transactions (e.g., changes to retirement funds and benefits
plans).
1 2 3 4 5 0 1 2 3 4 5 0
36. Apply computer technology (e.g., database that contains resumes of job applicants and their
qualifications) to assist line managers in staffing.
1 2 3 4 5 0 1 2 3 4 5 0
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Column 1 Column 2
of the following HR competencies. professional you have selected in
each
Please circle your response. of the following HR
competencies at your firm.
Please circle your response.
37. Apply computer technology for performance evaluations and other appraisals to assist line
managers in performance improvement.
Rate the importance of this competency to your firm Rate the HR professional's
competency
1 2 3 4 5 0 1 2 3 4
5 0
II. (Questions 38-45) Please indicate the following:
38. Your present position at your firm: VP □ Director □ Manager □

39. Area in which you are working: Finance/Accounting Sales □ Marketing/Public Relations
R&D Information/Communications Technology □ Legal Operations/Production
□ Quality Control Purchasing Other □ (please specify)
40. Approximate number of total years the HR professional under review has worked in HR:
41. Present position of the HR professional you have rated: VP Director Manager
42. Gender of the HR professional you have rated: Male □ Female □
43. Your gender: Male □ Female □
44. Number of all employees in your firm/organization: Up to 100 101-500

501-1000 1001-2000 2001 -5000 5001 -20000 □ Over 20000
45. Industry type of your firm/organization: Manufacturing High-Tech Transportation

Health Care □ Education □ Retail □ Finance □ Pharmaceutical □ Insurance □
Communication Legal □ Government Other (please specify)
Thank you for taking the time to respond to this survey. Your feedback is
valuable. Please return the completed survey in the enclosed postage paid
envelope.
0|P a g e
Total Word Count: 1894 words
1|P a g e

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UNIVERSITY OF EAST LONDON

TOWARDS STRATEGIC HUMAN RESOURCE

Executive Summary ........................................................................................................................... 1

SHRM is vital to the business as it is responsible to align traditional human resource

The current business trend has shown an increase participation of HR professionals in

The successful transformation of the role of HR professional from traditional functions

The purpose of this study is as follows:

(1) To explore the competencies of HR professionals in Malaysia particularly on the

Current literatures on competencies, SHRM and organizational success were used as a

Figure 1 : The HR Competencies (Brockbank & Ulrich Model)

The conceptual framework for this research is as follows:

(1) Strategic Contribution

Figure 2 : The HR Competencies

RQu4. Are there significant differences in HR professional’s perceptions of the importance

RQu5. Does the position of HR professionals influence respondents’ perceptions of HR

RQu6. Does the approximate number of years in HR influence respondents’ perceptions of

RQu7. Does the gender of HR professionals influence respondents’ perceptions of HR

(1) Historical Overview

Before 1890  Industrial technologies  Disciplinary systems

1900 – 1910  Employee well-being  Health & Safety programs

1930s  Union workforce  Communication programs

1950s  Employee relations  Training and development

2000s  Strategic HR planning  Transition from services and support to

Table 1: The Human Resource Management Timeline

SHRM and Its Impact on Business

Student ID: U0935647

Collette, P., 1994. Professional development needs of human resource management

Csoka, L., 1995. Rethinking human resources. The Conference Board.

Mello, J.A., 2005. Strategic Human Resource Management. Thomson: South-Western.

Survey for HR Managers

Student ID: U0935647

4. Possess analytical skills for the long term.

5. Possess visioning skills for the long term.

6. Provide adequate leadership for implementing a strategic plan.

7. Understand how corporate culture impacts strategy implementation.

9. Develop processes to link HR plans to accomplish the firm's business strategies.

Student ID: U0935647

12. Possess general business knowledge for executing business strategy.

Student ID: U0935647

21. Assess current levels of employee expertise to meet business outcomes.

Student ID: U0935647

QUALITY OF WORK-FAMILY LIFE

Student ID: U0935647

Student ID: U0935647

II. (Questions 38-45) Please indicate the following:

38. Your present position in HR: VP □ Director Manager

40. Approximate number of total years you have worked in HR:

41. Your educational background: High school □ Associate's Bachelor's Master's □

42. Please indicate the field/s of your degree/s:

43. Your gender: Male □ Female □

44. Number of all employees in your firm/organization: Up to 100 101-500

45. Industry type of your firm/organization: Manufacturing High-Tech Transportation

Student ID: U0935647

Student ID: U0935647

4. Possess analytical skills for the long term.

5. Possess visioning skills for the long term.

6. Provide adequate leadership for implementing a strategic plan.

7. Understand how corporate culture impacts strategy implementation.

9. Develop processes to link HR plans to accomplish the firm's business strategies.

Student ID: U0935647

12. Possess general business knowledge for executing business strategy.

Student ID: U0935647