Competence development ‐ a challenge for HRM professionals: core competences of organizations as guidelines for the development of employees

Abstract

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence-based organizations and the way in which a competence-based human resource management (HRM) system can help in achieving the organization's objectives, as well as examining competence management and empowerment. A concrete application of a competencebased HRM system in the petro-chemicals industry illustrates the task of linking an organization's core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence-based organizations.

An Investigation of the Competencies Required of Airline Cabin Crew Members: The Case of a Korean Airline

“…A total of eight competency domains were identified: appearance and attitude, physical fitness, customeroriented skills and company loyalty, knowledge of foreign cultures and languages, emotional intelligence, skills for in-flight services, past work experience, and interpersonal skills. These factors included not only skills or knowledge but also personalities or attitudes that support the pursuit of individual development (Bergenhenegouwen et al, 1996;Sandwith, 1993;Spencer & Spencer, 1993). For example, the results suggested that cabin crews should behave elegantly and make proper gestures.…”

“…The previous literature has explained that a competency comprises two distinct elements: innate traits and acquired skills (Bergenhenegouwen et al, 1996). As presented in Figure 2, the bottom of the pyramid, which describes hidden competencies, shows that the structure of a competency includes innate human characteristics, such as self-image, motivation, effort, enthusiasm, values, standards, and moral criteria.…”

“…As presented in Figure 2, the bottom of the pyramid, which describes hidden competencies, shows that the structure of a competency includes innate human characteristics, such as self-image, motivation, effort, enthusiasm, values, standards, and moral criteria. These personal characteristics serve as important motivational factors for the consistent successful performance of employees (Bergenhenegouwen et al, 1996). Knowledge and skills, which are illustrated as discernible competencies in Figure 2, are situated at the top of the pyramid because they commonly appear after training.…”

“…The term competency is widely accepted to refer to an individual underlying characteristic that is inherent to a person's actions (Bergenhenegouwen, ten Horn, & Mooijman, 1996;Parry, 1998). The previous literature has explained that a competency comprises two distinct elements: innate traits and acquired skills (Bergenhenegouwen et al, 1996).…”

Competências empreendedoras : uma avaliação no contexto de Empresas Juniores brasileiras

“…Boog (1991, como citado em Campos et al, 2008 O conceito de competência está ligado à qualidade de quem é capaz de apreciar e resolver certo assunto, fazer determinada coisa; significa capacidade, habilidade, aptidão e idoneidade. Bergenhenegouwen (1996) Competências individuais dizem respeito a características fundamentais da personalidade que são inerentes às ações das pessoas em relação a todos os tipos de tarefas e situações; especialidades e habilidades; motivos e qualidades. Cheetam e Chivers, (2005, como citado em De Coi et al, 2007 Competência é o desempenho efetivo dentro de um domínio/contexto em diferentes níveis de proficiência.…”