A Critical Review of the Literature and Practice of Competency Modelling

Megahed, Nagwa

doi:10.18502/kss.v3i10.3106

Cited by 16 publications

(20 citation statements)

References 10 publications

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“…The fundamental reasons of the fame of competency models encompass: 1) they can contribute identification of the skills, knowledge, behaviours and competences required to meet present and future personnel selection demands, in adjustment with the differentiation in approaches and organizational preferences, 2) they can direct the individual and organize improvement plans to eliminate the divergence between the proficiencies requested for a career and those accessible. Today, after ages of finding the first competency represent, more than half of the Fortune 500 enterprises are applying competency modelling [13].…”

Section: /33mentioning

confidence: 99%

How Talent Management (Potential and Competencies Test) Result Influences Performance Appraisal in 2019 For Administrator / Manager Position (Echelon III) Government Employee, West Nusa Tenggara Province

Payanta¹,

Karjaya²,

Miller³

2020

Kresna Soc. Sci. Humanit. Res.

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This study aims to be able to see how the potential and competency assessment services affect the evaluation of ASN performance as a basis for objective and accurate selection, rotation and promotion for prospective administrator officials. In this study is quantitative with a descriptive analysis including data got from the field or sampling population to be analysed and presented a statistical interpretation in accordance with the method chosen. The conceptual framework of this research consists of independent variables, particularly: The first potential (intellectual potential, work attitude potential, personality potential, and leadership potential). The second competency (personal competence, work competence, interpersonal competence and managerial competence). For a dependent variable is an evaluation of the performance appraisal of echelon III officials (administrators) of West Nusa Tenggara province. In this study, several data sources are used as a strategy to increase the credibility of the data used. In this study, the type and source of data used are secondary data obtained by researchers indirectly through documents, potential result, competency results and performance appraisal of administrator officials data. This research will be conducted in the government of West Nusa Tenggara Province within a duration of 1 (one) year from January 2019 to December 2019, The sample size in this study was 60 people. Data analysis in this study (Univariate, Bivariate and Multivariate analysis) uses computerized data processing for the Statistical Package for the Social Sciences (SPSS) program. All hypothesis Proven There were influences among those variables Independent and Dependent. The result shows a positive relationship between potential and performance Appraisal has a modest number (0,370), Value determination (0.137) and with sig. (0.004). The second positive Relationship between competencies and performance appraisal shows stronginfluences (0.530), value determination (0.263) and sig. (0.000). The last positive relationship shows from both of Independent Variable to dependent variable, Potential and Competencies Result have Simultaneously influenced the Performance Appraisal to have a strong relationship (0.640), value determination (0.410) with sig. (0.000).

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Section: /33mentioning

confidence: 99%

How Talent Management (Potential and Competencies Test) Result Influences Performance Appraisal in 2019 For Administrator / Manager Position (Echelon III) Government Employee, West Nusa Tenggara Province

Payanta¹,

Karjaya²,

Miller³

2020

Kresna Soc. Sci. Humanit. Res.

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“…However, individual competence might not be the only contributor to performance evaluations, particularly for team tasks in which individual performances cannot be easily observed or attributed to an individual [ 14 , 20 ]. That is, although some tasks induce situations that provide clear information about the impact of each team member (e.g., additive tasks such as snow shoveling or relay races) and allow team members’ contributions to be deduced easily, in most tasks in current working environments, each team member’s actual performance is less easy to quantify (e.g., in a complex project with high interdependence and discussion between the team members).…”

Section: Introductionmentioning

confidence: 99%

“…That is, although some tasks induce situations that provide clear information about the impact of each team member (e.g., additive tasks such as snow shoveling or relay races) and allow team members’ contributions to be deduced easily, in most tasks in current working environments, each team member’s actual performance is less easy to quantify (e.g., in a complex project with high interdependence and discussion between the team members). Here, relevant information on individuals’ actual task competence is less obviously available as the ambiguity and complexity of the task increases [ 20 – 22 ], and additionally other factors might play a role in the evaluation of performance. Thus, in terms of content, a person’s actual competence is a contributor on which an evaluation of the person’s performance should be based, but depending on the availability of information about the person’s actual individual performance, the influence of competence on performance evaluations varies (illustrated by the different degrees of thickness of the blue arrow in Fig 1 ).…”

Section: Introductionmentioning

confidence: 99%

Investigating contributors to performance evaluations in small groups: Task competence, speaking time, physical expressiveness, and likability

et al. 2021

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This study compared the impacts of actual individual task competence, speaking time and physical expressiveness as indicators of verbal and nonverbal communication behavior, and likability on performance evaluations in a group task. 164 participants who were assigned to 41 groups first solved a problem individually and later solved it as a team. After the group interaction, participants’ performance was evaluated by both their team members and qualified external observers. We found that these performance evaluations were significantly affected not only by task competence but even more by speaking time and nonverbal physical expressiveness. Likability also explained additional variance in performance evaluations. The implications of these findings are discussed for both the people being evaluated and the people doing the evaluating.

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“…Meta-competence refers to the ability of one person to acquire the other three competence groups. An essential path of current research concentrates on building field-specific competency models to provide a deeper understanding of the unique, relevant competencies and tailored combination of competencies for the users of the models in a specific area of life (Megahed, 2018). The customisation of competency models has happened at least in three dimensions: industry, function and seniority in the organisation.…”

Section: Understanding the Science Of Competenciesmentioning

confidence: 99%

“…Managerial and leadership competency models have been a popular topic of research (Megahed, 2018). In addition to the conceptual and content development of competencies, leadership models have also been continuously shaped.…”

Section: Leadership Competenciesmentioning

confidence: 99%

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

Kassai¹

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There has been recently an emerging academic debate on entrepreneurial leadership style and related contingency models No generally accepted model for entrepreneurial leadership style and its measurement has arisen so far. This research contributes to the debate by summarizing what scholars have achieved so far, but more importantly, it introduces a new approach with applying leadership competencies for constructing the model of entrepreneurial leadership styles. The ultimate objective of this research is to understand what leadership styles entrepreneurs employ to overcome challenges they face during the entrepreneurial process. This work aims to contribute both theory and practice by proposing a comprehensive model for entrepreneurial leadership styles by applying entrepreneurial competencies. The study relies on a multi-step research process that combines qualitative and quantitative elements and employs methodological triangulation. Successful entrepreneurs employ various leadership strategies and rely on a wide range of leadership competencies to achieve their goals. The paper presents the list of and ranking of the most critical entrepreneurial leadership competencies required for entrepreneurs to succeed. The research identified five leadership dimensions, four leadership styles, and the paper explains the characteristics, strengths and weaknesses, common pitfalls, and development needs of entrepreneurs style by style. Four leadership competency dimensions (Imagination, Social, Execution, Organizational) found in the research help to explain how successful entrepreneurs apply diverse leadership styles to achieve their goals. A fifth leadership dimension (Personal) presents the leadership competency dimension that separates entrepreneurs from the rest of the World. This leadership dimension contributes to answering the question of who becomes an entrepreneur. The study also found that adapting their leadership style to the situation and the life phase of a venture is essential for selecting the appropriate leadership competencies. Entrepreneurial leadership is situational. It was shown that the appropriate entrepreneurial leadership style is contingent on the situation and the development life-stage of the venture is a relevant factor to that. Entrepreneurs with the style of “Lonely Wolf “may kick-start their business in the phases of “inception” and “survival”, but the leadership style of “Team Builder” and “Architect” is far more often observed at entrepreneurs who can scale their business and graduate their venture to the phases of “growth”, “expansion” and “maturity”. “Explorer” entrepreneurial leadership style is particularly useful when a venture develops or reinvents its product or service offering or makes a shift in its corporate strategy. A diverse and adaptable set of competencies is required to build a business; an entrepreneurial partnership of individuals with complementary leadership competencies is often the key for entrepreneurial success.

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A Critical Review of the Literature and Practice of Competency Modelling

Abstract: .

Cited by 16 publications

References 10 publications

How Talent Management (Potential and Competencies Test) Result Influences Performance Appraisal in 2019 For Administrator / Manager Position (Echelon III) Government Employee, West Nusa Tenggara Province

How Talent Management (Potential and Competencies Test) Result Influences Performance Appraisal in 2019 For Administrator / Manager Position (Echelon III) Government Employee, West Nusa Tenggara Province

Investigating contributors to performance evaluations in small groups: Task competence, speaking time, physical expressiveness, and likability

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

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