The Effect of Human Resources Competencies on a Firm's Performance: A Marketing Perspective

Although much of the marketing theories acknowledged, there is a need for marketing skills and literature detailing such skills and competencies for marketing managers. Questionnaires covering three competency dimensions (leadership management marketing and personal attributes) as predictors for firm performance were sent to the managers of 162 companies in two sectors of the economy (namely services, and industrial sectors) representing a 52 percent of the industrial firms in Abu Dhabi Emirate, (according to Abu Dhabi Chamber of Commerce, 2016 Annual Report). Only 125 firms returned their forms and these forms were used in the data analysis representing a 77% percent response rate which was acceptable statistically. The aim of this research was to demonstrate how Multi-National Companies (MNCs) should invest in HR building, and to explore, competencies issues across industries, and to establish a link between employee competencies and firm performance and to outline possible mechanisms through which the relationship may operate. Findings revealed that understanding the effect of human resources competencies on the firm performance in the MNCs from marketing perspectives depends upon many variables such as The organizational culture, The communication system, Managing changes, Knowledge sharing, Employees' inspiration by leaders, Global competition, Empowering employees, Leadership competency, Taking initiatives by employees. Performance perceptions which based on managers' individual perception and a managerial style have a negative relationship with the perceived benefits of these creativity negligence factors. Only five motivators out of nine were found significant for motivating competencies between the two clusters in the economic sectors in the sample. Analysis shows that management initiatives highlight the fact that not all of them are necessarily successful.