Response to "Reexamining Professional Certification in Human Resource Management," by Carolyn Wiley
Article Abstract:
A system of formal certification for human resource practitioners is not justified at the moment because there is still an absence of concurrence on what comprises a completely competent human resources professional. The introduction of comprehensive and quantifiable professional certification standards should come only when there is harmony among human resource professionals and line managers. To be able to reach such an agreement, all parties involved may consider a proposed human resource competency model. This model suggests that an individual should first develop business competence, HRM craft competence and change management competence before being considered a complete human resource management professional. This model indicates that practitioners should not specialize on a single field alone.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1995
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Revitalizing the human resource management function in a mature, large corporation
Article Abstract:
The Human Resource Management (HRM) function in large corporations should actively assist line management in achieving superior organizational ability.Traditional personnel management skills remain important but they alone cannot provide an organization with a competitive advantage. Transforming the HRM function, when many staff members lack the requisite skills, requires the combination of two strategies: restaffing the HRM function with outside experts and training the HR workforce to acquire the needed skills. As the HRM function acquires the requisite competence, its mandate shall shift to managing rather than merely administering a company's people resource.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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Using human resource management to enhance competitiveness: lessons from four excellent companies
Article Abstract:
A study of four large, successful companies confirms the belief that strategic human resource management (HRM) can be used as a potent tool to promote competitiveness. The case studies show that each organization implemented HRM programs to support strategic goals within the environmental constraints present. The study concludes that human resources (HR) managers must focus on two critical issues: environmental turbulence and innovation. HR managers who wish to contribute to the enhancement of competitiveness may integrate these issues into standard HR policies in a manner that will support a firm's overall strategic goals.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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