Benchmarking the HR practices of an engineering institute with public sector industry for performance enhancement

Rodrigues, Lewlyn L R; Chincholkar, A.M.

doi:10.1111/j.1360-3736.2005.00218.x

Cited by 8 publications

(4 citation statements)

References 1 publication

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“…Organizations try to increase their capabilities by investing more in training and management development and Ichniowski et al (1996) state that HRM practices have a greater effect on organizational performance than on individual performance. Moreover, human resource development encourages competency development by forming opportunities within the organization for employees to develop their competencies for both their own benefit and the benefit of others (Rao, 2000a;Rodrigues & Chincholkar, 2005). The competency-based approach has become integral in HRM during the last thirty years and, currently, different organizations, businesses and public services use competency models to better integrate global trends and business strategies with their human capital resources.…”

Section: Introductionmentioning

confidence: 99%

Competency Requirements for Effective Job Performance in Thai Public Sector

Vathanophas

2006

CMR

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Human assets are one of the most important resources available to any organization and employee competence and commitment largely determine the objectives that an organization can set for itself and to its success in achieving them. Therefore, the demand for effective employees continuously increases in both public and private organizations. The 'Competency-based' approach to human resource management has become integral during the last thirty years, with 'Competency' encompassing the knowledge, skills, abilities, traits and behaviors that allow an individual to perform a task within a specific function or job (Boyatzis, 1982).The objective of this study is to identify the required competencies and develop a competency model for effective job performance at the Chief of the General Administrative Sub-Division position level in the Thai Department of Agriculture using the Behavioral Event Interview (BEI) technique (Spencer & Spencer, 1993). The study found that there were twenty-three competencies that superior job performers used in carrying out this job well. Consequently, the researcher uses current level of importance of competency as primary information to recommend nine competencies in a competency model.This competency model will help the Thai Department of Agriculture to respond to government policy regarding human resource management, provide useful information Contemporary Management Research 46 about the specific characteristics required at the Chief of the General Administrative SubDivision level and on how to implement further enhancement of employee performance at this level. These competencies will also enable the Department to determine the critical competencies necessary for current success at this job level and the strategic competencies necessary for future success.

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Section: Introductionmentioning

confidence: 99%

Competency Requirements for Effective Job Performance in Thai Public Sector

Vathanophas

2006

CMR

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“…Employee competencies (EC) can be improved through effective training programs designed to subsequently enhance the employee overall performance. By gaining suitable knowledge, skills and attitude through training they can perform their current job more effectively and also prepare for future job (Rodrigues and Chincholkar, 2005). Rao (2000) revealed that employee competency has mediating effect between human resource management function and service quality among workers.…”

Section: Employee Trainingmentioning

confidence: 99%

Employee Competency Management Initiative: A Literature Review

Sesugh

2022

int.jour.sci.res.mana.

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This paper discussed the concept of employee competency management initiatives. The paper highlighted particularly on three competency management initiatives – employee training, workplace mentoring and coaching. The paper is theoretical and as such draws its significance from its focus on the need for flexible and fluid employee competency initiatives given the changing dynamics and features of the work and business environment. This position is also hinged on the observed challenges of change and the imperatives for organizational learning and management re-orientation in line with the shifts in the market and the global community. The study concludes that the adoption and application of competency initiatives should begin with the specific needs of the organization as well as the specification of its goals. The design and features of competency management initiatives such as employee training, workplace mentoring and coaching, premised on the specifications of the organizations own particular experiences and expectations will offer more focus and will be more effective in addressing the organizations own unique or particular challenges and problems

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“…A tendency at all levels starting from top management to the lowest level to treat the people as the most important resource; Perception that developing the competencies in the employees is the job of every manager/supervisor; faith in the capability of employees to change and acquire new competencies at any stage of life; a tendency to be open in communications and discussions rather than being secretive (fairly free expression of feelings); encouraging risk-taking and experimentation; making efforts to help nurses reorganize their strengths and weakness through feedback; a general climate of trust; a tendency on the part of nurses to be generally helpful to each other and collaborate with each other; team spirit; tendency to discourage stereotypes and favoritism; supportive personnel policies; supportive human resource development practices including performance appraisal, training, reward management, potential development, job-rotation career planning etc. [8] .…”

Section: Literature Review Hrd Climatementioning

confidence: 99%

Need for Octopace Culture to Promote Strategic HR Climate in Healthcare Sector

2020

IJPHRD

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The main purpose of this paper is to study the Openness, confrontation, Trust, Autonomy, Pro-action, Authenticity, Collaboration & Experimenting (OCTAPACE) Culture among nurses from five different hospitals Methodology: A sample of 314 nurses from 5 hospitals in Udupi and Manipal were administering OCTAPACE profile instrument developed by Udai Pareek to study the cultural ethos at the selected healthcare organizations. Findings:The results indicate that there is a gap between desired and actual levels of OCTAPACE Culture. Organizations despite providing comparatively higher salaries and a host of welfare measures seem to be possessing an average level of HRD Climate. Factors like lack of top management initiative in identifying and developing nurse's potential, nurses not taking the given feedback seriously and similar reasons contribute to this situation and hence offers a lot of scope for improvement.

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Benchmarking the HR practices of an engineering institute with public sector industry for performance enhancement

Cited by 8 publications

References 1 publication

Competency Requirements for Effective Job Performance in Thai Public Sector

Competency Requirements for Effective Job Performance in Thai Public Sector

Employee Competency Management Initiative: A Literature Review

Need for Octopace Culture to Promote Strategic HR Climate in Healthcare Sector

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