Int. j. econ. manag. soc. sci., Vol(3), No (12), December, 2014. pp.

794-800

TI Journals

International Journal of Economy, Management and Social Sciences

www.tijournals.com

ISSN:
2306-7276

Copyright 2014. All rights reserved for TI Journals.

Investigation the Effects of Human Resource Managers Competencies

Framework for Iranian Automobile Companies on Performance of
Human Resources Scope
Amir Hossein Amirkhani
Assistant professor of Payam noor University of Tehran.

Ein-allah Faramarz *
PhD Candidate of Public Administration, HRM, Payam noor University of Tehran.
*Corresponding author: Faramarz@idro.org

Keywords

Abstract

Competency
Competencies framework
Human Resource Managers

Promotion the status and credibility of human resources, designing the basic system of human resources,
implementation of designed HR systems, attraction of material and human resources are the most important
achievements in the field of human resources for excellent organizations that managers in these
organizations based on their professional competency are selected. These achievements and also necessity
for professionalization of this field led to perform this study by researcher. This study tries to identify and
introduce human resource managers competencies framework for Iranian automobile companies under
Industrial Development & Renovation Organization of Iran ownership as one of the key managers in today's
organizations that has an essential role in identifying, recruiting and retention of valuable resources. For this
purpose, the main question is proposed as Which is the appropriate human resource managers
competencies framework for Industrial Development & Renovation Organization of Iran? and using a
library method and studying the documents and interviews with experts, initial framework of these
capabilities as four dimensions of knowledge, skills, personal characteristics and value are designed and
With three rounds of Delphi survey among academic experts in the field of human resources and
administrative experts were taken. After correction, experts and representatives of target population confirm
the competencies framework (dimensions, factors and indicators).

Introduction
Nowadays, business environment has created challenges that organizations have to answer it. At times organizations are not defined based on
hierarchy and organizational structure but are defined by their capabilities. Managers must learn to respond to the challenges and capabilities and
human resources managers in this regard will not be an exception. Human resources department to respond to the business environment and
creation the needed capacity are developing their achievements. Human resources Profession moves to the side that is more aligned with
business results. Human resources due to its important role in development of organizations and societies considered as the most valuable asset
of any organization and the most important factor for production. In other words, in modern area consider as "endless capital "; because
managers have realized that reduction of human capital leads to decrease in productivity and production. Hence, it must be said that human
capital is a strategic source of competitive advantage and generate basic capabilities of each organization. In this regard, the role of Human
Resources department and Human Resource manager in identification, recruitment and employment of educated human resources and
appropriate organization will be unique.

Statement of problem
Nowadays, human resources primarily considered as a symbol for a range of issues related to managing people (talent, human capital, labor) and
organizations (teams, organizational capability, culture) and we used not just for internal issues of human resources department. Human
resources department to respond to the business environment and creation the needed capacity are developing their achievements. HR
departments are active in two parts. One section focuses on the operations and administrative activities and other section focuses on strategic
activities. Both parts create value added. Administrative activities ensure the efficiency and control costs and reduce errors and administrative
work and strategic activities provides conditions for implementation of strategies [1]. Human resource in each of organizations should have
capabilities and competencies that have been developed specifically for these organizations. Thus, the concern is entitled "attention to managers
competencies" is facing advisors and experts. Nowadays, arriving to scope of development-oriented activities is required to play the important
role by developers of human resources including functions such as supporting staff, the development of human capital, strategic partners and
Leadership of human resources. In order to effectively play the roles, skills and competencies in the field of human resources are needed that
developers of human resources should have these skills. Managers as leaders in the field of value creation in organizations, required to recognize
competencies and utilize in practice. The necessity of this research began when researcher observe that for selection of general, technical and
professional directors, well most criteria are designed But for attracting, hiring and promotion of human resource managers, framework of
competencies does not exist. While in excellent organizations, human resource managers considered as a strategic partner, change agent and
culture and are known as the right arm or the eyes of senior managers of organizations and companies. However, the scope of human resource in
the population of this research and the role of HR managers despite good efforts that have been conducted in recent years is not adequate and in
the dignity of key executives of enterprises. It is hoped that by identifying the competencies of managers and in future by selecting the capable
managers based on designed competencies, we have witnessed major developments in this area.

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Investigation the Effects of Human Resource Managers Competencies Framework for Iranian Automobile Companies on Performance of Human Resources scope
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Literature review
Competencies approach from 1990s introduced in the literature of human resource management and quickly used. In this new environment,
human resource goals are changing. HR managers to creation the value must understand and manage these challenges. HR managers who want
to create value for customers, employees and investors should have rethinking about their roles. This fact that human resources need to be
challenged represents an opportunity that could lead to reorganizing the structure of human resource profession. Ulrich believed that human
resources should be more professional and it is through the definition and acquisition of competencies. HR managers as a result of these
developments must set aside their traditional beliefs and accept new roles and competencies that create differentiation for their organizations.
Nowadays, the competency approach which is an integral part of human resource management field, as an essential way for pathology, histology
and improves aspects of human resource management system is used. Competency approach helps managers to improve performance and ensure
that the human resources department provides services with value-added in support of business goals. So human resources alone cannot perform
effectively roles without partnering with key business managers [2].

Definition of Competency
Competency obtains by combining of knowledge, skills, intelligence, ability or competence in which knowledge meaning of facts and lessons
that can be learned. Part of the foundational knowledge that must be learned and the other is empirical knowledge. Skill is structured as an
empirical knowledge. Intelligence is a natural and repeatable pattern of thinking, feeling or behavior of the individual [3]. The term of capability
first time arrives in management literature in 1973 by McClelland and later entered into the world of organizations and businesses. In the
management literature, competencies are defined as: "A set of knowledge, skills, personal qualities, interests, experiences and abilities associated
with the job, holder will enable to play role at a higher level of responsibility than average.
Sanghi (2007) introduced five types of competency characteristics: [4].
-

Motivation: What things person constantly thinks about and acts on their behalf. Motivations stimulate, guide and choose activities or
behavior toward particular goals and make it different from others.
Traits: physical characteristics and consistent responses to situations or information.
Self-concept: attitudes and values of a person
Knowledge: Information of person that is useful in specific content areas.
Skills: mental or physical ability to perform a specific task

The definition of "Consortium of human resources competency model (2006)", competency is the knowledge, skills and abilities, identified,
defined and measurable or personal characteristics such as attitudes, behavior, physical ability to do a task in a business.
The definition of Boyatezis, 1995: Competency in general on the basis of a person's traits and characteristics are emphasized. These attributes
can be motivation, behavior, skills and one's conception of the social role or set of knowledge.
The definition of Heygrop, 2007: Competence is a measurable individual characteristic for effective performance for a specific job in an
organization or culture.
The definition of Nakoien, 2006: Competence represents a diverse mix of skills and competencies, technologies and flow of knowledge.
The definition of Marli et al, 2005: competencies are characteristic that appear in traits, skills and abilities and create clear and effective
performance in a particular job.
The definition of Jokinen, 2005: competencies describe personal characteristics, behaviors, skills, values and knowledge or combination of them
[5].

Approaches for designing competencies framework

Approaches to determine competencies from viewpoints of Yokel
Yokel in 2006, according to extensive research on the competencies, divided approaches into 5 categories:
1-

2-

3-

A fundamental personal characteristics approach: According to studies conducted between 1900 and 1940 about leadership emphasis
on this point what personal characteristics that differentiated leaders from other member of organizations and In total, there are the
personality traits, motivations, concepts, skills, values and behaviors of individuals leads to superior performance of leaders in the
world.
Behavioral approach: studies after 1940 showed that fundamental characteristics o to achieve superior performance in leadership are
necessary but not sufficient. In this approach, competency is evaluated based on the actual behavior of individuals in the workplace.
These competencies based on fundamental characteristics of people such as traits, knowledge, skills and motivation that are generally
associated with high levels of performance are defined.
This approach has some weak points such as follows:
This approach has severe stability.
Refers to the past and there is no guarantee that competencies were excellent in practice yesterday, today and in the future lead to
similar results.
On the other hand, this model ignores dynamics, mobility of organizational environment and continuously seeking new
competencies.
Situational approach: Situational approach is called process-based approach emphasizes the importance of factors affecting the
situation. This approach seeks to determine the relationship between situational factors and competencies required in the performance
of senior management. This approach examines the performance of management by focusing on the social context in which
performance has been done. A number of studies have used this approach to define competency-based behavior and the Situational
approach can include behavioral approaches as well. But the difference is that studies based on this approach, further comprising a
description of the situational factors influencing competencies needed for high performance. This approach ignores the role of person
and work and has great emphasis on culture, values and their impact on organizational performance. In this context, there are two
different contingency theories. In the first theory, Bartlett et al argue that the variation in situational factors is high and providing a

Amir Hossein Amirkhani, Ein-allah Faramarz *

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International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

public list of managerial competencies is impossible. According to the results, firm size and nationality can affect the managerial
competencies that lead to successful performance of management.
The second theory, perspective of Spencer: top managers of all kinds and levels of skills have a common competency and we can
formulate common competency model for all managers.
4-

The effects of power approach: In this approach, the effect of power and authority will be examined and for examining the Concepts
such as (the difference between power and authority), (Effectiveness results such a commitment, credibility, persuasion and
consultation stage), (Types of Power) will be examined.

5-

Integrative approach: In recent years, researchers have concluded that the combination of these four approaches can be useful for
determining competency. In integrative approach as a general phenomenon which includes all the factors examined, means the set of
fundamental characteristics of individuals, behaviors, environmental conditions and the effects of power in this approach is studied [6].
Classification of approaches in perspective of [7]:
(1) Borrowed Approach: Under this approach, organization borrow competency model from other organizations. This approach is
cheap and requires no methodology. The main disadvantage of this approach is that the culture of organization and external
environment is not considered.
(2) Borrowed and Tailored Approach: Under this approach, organization borrow competency model from other organizations and
rearrange it according to his culture. This approach requires the least methodology. Previous studies develop a model for previous
organization. In this approach, small group and interviews can be used.
(3) Tailored Approach: According to this approach, a competency model for organization will design and develop. This approach need
to study and when used as a basis for hiring, performance evaluation and promotion.

Research Methodology
Because this research is to develop practical knowledge in specific areas such as human resources is called applied research. Applied research is
used for advancement of knowledge in a particular field of knowledge, in other words, applied research is directed towards practical application
[8]. After doing research and collecting data and analyzing them, the whole of research will report as a descriptive. The general approach of this
research is descriptive and survey.

The main questions

Which is the appropriate human resource managers competencies framework for Industrial Development & Renovation Organization of Iran?

Sub-questions
What are the main dimensions of human resource managers competencies?
What are the components of each dimension of human resource managers competencies?
What are the indicators for the components of each dimension of human resource managers competencies?
Present study in two-step with mixed (hybrid) approach has been prepared and according to nature of each step, qualitative or quantitative
research methods were used. Procedures and methods of research and data collection methods can be seen in the following table:

Data Collection Method

Library method and archive method
Interview/Questionnaire

Research Method
Qualitative
Quantitative

The title of Step

Identifying the initial framework
Measuring the validity of initial framework from opinion of expert

Step
First
Second

Step 1: Identification the initial framework: the approach of first step was qualitative research method. Strauss says: "The findings of qualitative
research are different from statistical methods or other quantitative method.
In this paper four-step is used as follows:
Subjects of study
Organizational values
Islamic values
Study job description of HR managers
Functions of human resource managers in the scientific literature
Twenty-year-old's perspective
Perspective of administrative developments
Perspective of document the evolution of the automobile industry
External institutional framework
Domestic institutional framework
Human Resource Managers Competencies Framework
Survey of Experts
Survey of professional managers in HR field

Adapted from
Hal
Yokel
Hafman
Marli
Sanghi
kechran

Approaches used
Value-based approach

The standard approach based on job

Hal

Strategy-based approach

Sanghi
abolalayi

A Comparative Approach

Marli
Hal
Sanghi

Research-based approach

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Investigation the Effects of Human Resource Managers Competencies Framework for Iranian Automobile Companies on Performance of Human Resources scope
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

In this step in value-based approach , code of ethics and values of companies include Iran Khodro, Saipa Group, SAPCO, Iran Khodro Diesel
Company, Iran Khodro Khorasan ISACO, SGSCo, Pars Khodro, Mega Motor Company, SaipaYadak, Plascokar and Kaveh Saipa is applied. In
this approach, the Islamic values of Quran, the Prophet Muhammad and Imam Ali have been studied. Using standard approach based on job, job
description of human resource managers in population is studied. Using comparative approach, a variety of models in Iran and in the world and
has eight models were studied. According to approaches described in the early part, four Dimensions, twelve Components and fifty-nine
Indicators were determined as follows:

Indicators
Legalism, customer focus, accountability, meritocracy, result-oriented
Honesty and truthfulness, benevolence, integrity, confidentiality, justice, accountability
Recruitment and hiring, compensation, training and development, performance
management
Management theory, management functions
Environment of Business , the key processes of organization, automotive industry
Strategic thinking, systems thinking, creative thinking
Verbal and nonverbal skills, networking
Negotiation skills, effective listening, writing and reporting, provide feedback,
persuasion
Discover of talents, Education of talents
Succession planning
Change management, collaborative management, cultural management, conflict
management
Organizational design, decision-making, planning
Openness, extraversion, self-discipline,
Timeliness, openness, flexibility, active and full of energy, intelligence and acumen,
perseverance, positive review
Influencing, entrepreneurs,
Triggers, courage and decisiveness, confidence, transformational, personal credit

Components

Dimensions

Organizational values
Professional values

Value

Professional knowledge
Knowledge Management
Business knowledge
Cognitive and thinking

knowledge

Human relations skills

and interpersonal
Mentoring

skill

Organizational Excellence
Executive / Technical
Behavioral dispositions

Individual
Characteristics

Leadership

(2) Measuring the validity of initial framework from opinion of expert:

In this step, quantitative research method was used. At this stage, the prototype which was extracted from the previous step will be shared with
experts. Twenty experts in the field of human resources in both academic and applied field were selected and in two stages include interview and
Questionnaire, comments of experts about the dimensions of framework has been questioned.
Data collection methods in the second stage: At this stage, the researcher used the Delphi method and a questionnaire was used. In this step, the
questionnaire was designed and distributed among experts and suggestions were received. Questionnaire is one of the common tools and direct
method to obtain research data. This method consists of introducing a set of questions for respondents who are representative of a large
population.
Sampling:
Among probability and non-probability sampling method, the researcher of this study, used the non-probability methods for the identification
and selection of samples. In non-probability sampling instead of relying on the element of chance, the sample is selected with the help of human
judgment. Researcher in the study used the non-probability sampling and among five methods of sampling used purposive sampling with
deliberate judgments. Sometimes it is necessary to sample from the population based on their knowledge, personal judgment and objective of
study. According to the following factors, the researcher has chosen this method:
-

Familiarity of researcher in the field of human resources in automotive companies of Idro

12 years of work experience in the field of human resources at the macro level
Membership in the Society of Human Resource Management
Senior Assessor of Award for Organizational Excellence and the Award of Excellence in the field of human resources
Senior Assessor of managers assessment centers

Data Analysis and Results

After designing the questionnaire with reference to expert, opinions obtained from 20 faculty members, consultants and executives are
introduced as follows: The most important aspect of designing belongs to framework of formation. After extensive study of literature and
general and external in the area of research within and outside of country, 4 core include value, knowledge, skills and personal characteristics
were considered. The first part of questionnaire was devoted to the question of approval the framework.
The results show that all of the dimensions of framework ( higher than 4) has been approved by experts and the dimensions of individual
characteristics, values, knowledge and skills as key dimensions of effective human resource management competencies are ranked. Validity used
to determine the dimensions of framework using validity-based literature and then assessed based on the Delphi method. To determine the
degree of consensus among the panel members in Delphi method Kendall's Coefficient of Concordance was used. Kendall's Coefficient of
Concordance is a measure for determining the degree of coordination and agreement among several groups of rank about N object or person. In
fact, using this measure the rank correlation could be found between K sets of ratings. Such a scale, especially in studies of "interjudge
reliability" has benefit. Kendall's Coefficient indicates that individuals who have arranged a number of categories based on their importance;
essentially considered the same criteria for judging the significance of each category and agree with each other in terms of this scale. This scale
is calculated using the following formula:

Amir Hossein Amirkhani, Ein-allah Faramarz *

798

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Skill
Personal
Characteristic

Knowledge
Value
very high

s
1 2 3
k N N
12

high

average

low

Very low

Interpretation of different values of Kendall's Coefficient of Concordance

Confidence about parameters
Interpretation
Not exist
Very weak consensus
Low
weak consensus
medium
medium consensus
High
High consensus
Very High
Very High consensus

W
0.1
0.3
0.5
0.7
0.9

The results of three rounds of Delphi experts for four dimensions (values, personal characteristics, skills, knowledge) are presented as the
following tables:

Kendall's Coefficient for the

Third Round
0.708
0.770
0.827
0.766
0.846

Kendall's Coefficient for the

Second Round
0.701
0.767
0.826
0.755
0.664

Kendall's Coefficient for

the First round
0.632
0.671
0.656
0.733
0.648

0.791
0.795

0.783
0.768

0.633
0.641

0.779
0.615
0.840

0.773
0.611
0.442

0.713
0.01
0.083

0.591
0.634

0.581
0.621

0.462
0.558

Components of skill dimension

Human relations skills and interpersonal
Mentoring
Organizational Excellence
Executive / Technical
Cognitive and thinking
Components of Value dimension
Organizational values
Professional values
Components of knowledge dimension
Professional knowledge
Knowledge Management
Business knowledge
Components of Individual Characteristics dimension
Behavioral dispositions
Leadership

In the first round of Delphi, experts also consider allocating points to competencies, and proposed knowledge engineering career as an index of
Professional knowledge component and Terms of organizational development instead of Organizational Excellence have been replaced. In the
second round, experts instead of persuasion and negotiating skills, the term of negotiating skills was selected and similarly punctuality indicators
instead of discipline and punctuality. By integration of knowledge management theories and functions of management, knowledge management
theories were selected and indicators of planning and critical thinking which has the lowest mean had been removed. In the third round by
integration of customer service and customer-oriented indicators, customer-oriented indicator was proposed. The indicator of designing
organization that has the lowest mean was also omitted. Thus, according to the results of three Delphi consensuses among experts, questionnaire
is appropriate to measure the theoretical literature research requirements.

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Investigation the Effects of Human Resource Managers Competencies Framework for Iranian Automobile Companies on Performance of Human Resources scope
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Investigation the success rate of senior human resources managers

Following the assessment of the current status of HR professionals from the following companies were evaluated by four main criteria:
-

Promote the status and credibility of company's human resources department (The first criterion)
Design the basic human resources systems in the company (The second criterion)
Implementation of designed HR Systems (The third criterion)
Attract Human and material resources to the area of Human Resources (The fourth criterion)
To assess the four criteria, first the normality of criteria are considered in accordance with the following assumptions:

Results of normality for main criteria

Number
Average
Standard deviation
t
Significance level

The first criterion

35
2.7647
.90342
.213
.039

The second criterion

35
2.8235
.95101
.219
.030

The third criterion

35
3.1176
.85749
.260
.003

The fourth criterion

35
2.7647
.90342
.213
.039

According to results at the Significance level of 0.05, H 0 about the four variable is accepted and is normal and one-sample t-test based on the
following assumptions are used.
H 0: The mean obtained for the four main criteria are not distinct with a mean (the average).
H 1: The mean obtained for the four main criteria are distinct with a mean (the average).
Descriptive results of t-test for main criteria
Number
35
35
35
35

Mean
2.7647
2.8235
3.1176
2.7647

Average

Promote the status and credibility of company's human resources department

Design the basic human resources systems in the company
Implementation of designed HR Systems
Attract Human and material resources to the area of Human Resources

Promote the
status of HR

Design the
HR systems

Implementatio
n of designed
HR Systems

Attract human
& material
resources

The Average of criteria for human resource managers in companies

Standard deviation
.90342
.95101
.85749
.90342

Amir Hossein Amirkhani, Ein-allah Faramarz *

800

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

T-test results for main criteria

Promote the status and credibility of company's human resources department

Design the basic human resources systems in the company
Implementation of designed HR Systems
Attract Human and material resources to the area of Human Resources

df

Significance
level

Mean
Difference

-1.074
-.765
.566
-1.074

16
16
16
16

.299
.455
.579
.299

-.23529
-.17647
.11765
-.23529

95% Confidence Interval

of the Difference
Lower
Upper
-.6998
.2292
-.6654
.3125
-.3232
.5585
-.6998
.2292

According to results at the Significance level of 0.05, H0 about the four variable is accepted and it becomes clear that the four main criteria to
estimate in the average level.

Conclusion
Having the committed and loyal employees is the most important success factor in any organization and the main priority should be to keep
these employees in the organization and failure to accomplish this means loss of business. Nowadays, arriving to scope of development-oriented
activities is required to play the important role by developers of human resources including functions such as supporting staff, the development
of human capital, strategic partners and Leadership of human resources. In order to effectively play the roles, skills and competencies in the field
of human resources are needed that developers of human resources should have these skills. This study has attempted to introduce the four
dimensions of knowledge, values, skills and personal characteristics and twelve components and fifty-nine indicators associated with dimension
tribute to utilize human resource professionals. This new research has their own innovations including: attention to values of director of human
resources as an important aspect of competence which in the past has a little importance, investigation of indicators, characteristics of human
resource managers, cultural and religious (Islamic values approach from the perspective of Quran, the Prophet Muhammad and Imam Ali).

Suggestions
It is suggested that take advantage effectively from the research results as follow:
Senior management of companies and organizations should pay more attention to the issue of Competency for selection and appointment of
high-level human resources managers, middle and operational.
Considering the four criteria in organization include: Promoting the status and credibility of company's human resources department, designing
the basic human resources systems in the company, Implementation of designed HR Systems and Attracting Human and material resources to
the area of Human Resources.
Attention of competencies Framework in all processes and sub-processes such as performance appraisal and performance management,
recruitment and hiring.
Using the competency framework of this research in human resource management association to provide certification.

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