University HRM Skills Research: Report on HR Professionals

This report investigates the essential skills of human resource managers (HRM), examining their roles in organizational strategy and employee relations. The research explores the evolution of HRM from welfare managers to modern caregivers, emphasizing the dual role of connecting employees with long-term goals. It analyzes the impact of social characteristics and networking skills, using probabilistic sampling and various statistical tools to correlate variables like contacts in other organizations and career satisfaction. Key findings highlight the value of social resources, such as high-level contacts and external networks, for HRM professionals' career outcomes. Limitations include potential biases and the use of single-item socio-metric questions. The report provides valuable insights into the competencies required for effective HRM in today's dynamic business environment.

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Name of the Student:
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Author’s Note

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Slide One
AIM OF THE RESEARCH
The research aims to find out the skills of the human resource manager. The discipline of
human resource management has links with the strategic management of the
organization(Svetlik, Ivan and Eleni 2007)The challenge of human resources professionals is to
manage dual roles of handling organizational strategies as well as building employee relations
(Gallardo-Gallardo, Eva and Marian 2016). The human resource management has different
skills which can be obtained by studying the relationship between organizational strategies and
the high performance human resource practices of an organization The Human resource
management should connect organizational strategies and the departments of the organization
(Jiang et al 2012). The research also studies how the role of human resource professionals has
evolved over time as welfare managers to modern caregivers. The human resource department of
an organization plays a dual role by linking the employees of an organization with the long term
mission and goals .The impact of social characteristics and networking skills of human resource
professionals are studied in the research (Harness 2009).
Slide Two
THE RESEARCH QUESTIONS
What is the effect of high Performance HR practices on behavior of employees? What is
the dual role of HR professionals? How can HR professionals serve interests of internal
and external stakeholders? What are the social resources and network benefits of HR
professionals ( Ileana , Alina and Rob 2008)?

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Slide Three
SAMPLE DESIGN
Probabilistic sampling method is used by the author. A population which is composed of 304
egos (respondents), 1744 alters
(contacts) were cited. A pilot version of survey was taken by 10 HR professionals in hardcopies
and second pilot survey comprised of 20 HR professionals online. 1520 HR professionals were
used for the survey and a 20 % response rate was achieved.
The point of view of an individual is considered and samples comprises of individuals and
describes the social network that surrounds an individual, an egocentric network is chosen. This
network is composed of a focal actor which is called the ego and there exists a set of alters which
are related to the ego
Slide Four
The Research Methodology
The researcher gains primary data by conducting the various surveys and the interviews.
The information that is already available in internet or any other sources online sources are
secondary data.
In this article, Name generator questions like contacts in other functions, contacts at
higher levels, contacts in other organizations, career sponsorship and access to support and
information resources are used to identify alters(Jackson et al 2011).

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. Questions like career influencer power, hierarchical rank, salary,career satisfaction,
participation in developmental activities are analyzed are the name interpreter questions that are
used (Newbert 2007).
Co-relation among several variables like contacts of higher positions, contacts of other
departments, contacts of other organizations, spouse’s working status and gender is obtained
using statistical tools like mean, Standard Deviation (Shao, Shuai and Lili 2014).
Slide Five –Research Tools
• Hypothesis 1- The contact of HR professionals at levels which are high in organization
1a) in other organizations b)in other functions demonstrate positive relationship with his
access to r information about role , support and resources
• The (2a) contacts of human resource professionals at higher levels and their contacts in
other organizations (2b) have positive relation to the HR professional’s access to
sponsorship of career. The contacts of HR professionals in other functions (2c)
demonstrate negative relation with the HR professional’s access to sponsorship of
career(Gubbins, Claire and Thomas 2016)
Slide 6 –Key Findings
The three social resources that provide value for HR professionals are contacts at higher
level, resources beyond group boundaries that are formal and ability to develop networks

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outside the organization with customers and partners. The dual role of human resource
professionals is challenging in developing human resource capital. Relationship building
with other human resource professionals can have role-related benefits (Paillé et al 2014).
Contacts in other organizations and in higher positions transfer benefits to objective
career outcomes of human resource professionals (Dubey et al 2015).There is positive
relationship between salary and contacts in other organizations, participation in
developmental activities and contacts at higher level demonstrate a positive relationship,
while negative relationship exists between hierarchical rank and contacts at higher level
(Gubbins, Claire and Thomas 2016)
Slide 7
Limitations
Common method biases may inflate relationship among variables.SEM path analysis is
not effective in drawing inferences regarding casualty. Endogenous, exogenous and
mediator variables were segregated during the survey. Socio-metric questions used for
the research are single item but the analysis would be robust if multiple item measures
are used. Five alters for name interpreters questions are not effective.

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Bibliography
 Gubbins, Claire, and Thomas Garavan. 2016. Social capital effects on the career and
development outcomes of HR professionals. Human Resource Management 55 (2): 241-
60.

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Reference List
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 Ileana Petrescu, Alina, and Rob Simmons. 2008. Human resource management practices
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