Competency-Based Pay: A Concept in Evolution

Cira, Darrell J.; Benjamin, Ellen

doi:10.1177/088636879803000505

Cited by 52 publications

(18 citation statements)

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“…Employees could be measured against the competency framework, and individual strengths and weakness identified so that future training and development could be planned. Competency-based pay is often implemented in the context of a performance-based reward systems (Cira and Benjamin, 1998) and can also be linked to other reward elements (Cofsky, 1993). Thus, applying this competency framework to these key HRM activities has the potential to improve the ways in which organisations manage, develop and retain their key managerial resources.…”

Section: Discussionmentioning

confidence: 99%

What makes a good project manager?

Cheng

Dainty

Moore

2005

Human Res Mgmt Journal

159

139

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There is a growing awareness within project‐based sectors of the relationship between performance and managers' competencies. This article reports on research that investigated the competency profile of ‘superior’ project managers working within the construction industry, one of the most complex and dynamic project‐based industrial sectors. The study combined an assessment of both their behavioural competencies and job‐task competencies. The results reveal that while their job‐task competencies are highly specific to the industry in which they work, the behavioural competencies of superior project managers are mostly generic in nature and apply to a range of other management positions. This research shows how it is practically possible to identify the competency profile of superior managers and utilise this framework for managing the performance of this key management group.

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Section: Discussionmentioning

confidence: 99%

What makes a good project manager?

Cheng

Dainty

Moore

2005

Human Res Mgmt Journal

159

139

View full text Add to dashboard Cite

show abstract

“…Secondly, organizations might consider implementing competency-or skill-based pay systems (Gerhart & Milkovich, 1992) where employees receive enhanced pay levels as they acquire new skills (e.g. programming) and/or competencies (leadership) that are job-related and potentially improve their job performance (Cira & Benjamin, 1998). This complements our view that pay level reflects employee value to the organization: as employees increase their value to the organization, their pay level should increase.…”

Section: Discussionmentioning

confidence: 99%

The effects of pay level on organization‐based self‐esteem and performance: A field study

Gardner

Dyne

Pierce

2004

J Occupat & Organ Psyc

178

160

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Most compensation managers implicitly assume (or perhaps hope) that high pay levels will maintain and enhance future performance. To date, this assumption has been largely untested. Given the importance of pay level and the large expense that pay represents to most organizations, understanding how and why pay level influences the behaviour of employees in organizations is an important question. The purpose of this study is to examine the motivational effects of pay level on employee performance. To examine these issues, we collected field study data from a variety of sources, at three different times, and assessed the effects of employee pay level on subsequent self‐esteem and performance. Specifically, we hypothesized that the effects of pay level on performance would be mediated by pay level effects on organization‐based self‐esteem. We base this hypothesis on the premise that level of pay within an organization communicates a sense of how much the organization values an employee and thus affects employee organization‐based self‐esteem which, in turn, enhances job performance. After controlling for organization tenure, and previous pay change, results supported a mediated model that suggests that pay level affects employee self‐esteem, which in turn, affects employee performance.

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“…McClelland argued that it was possible to identify variables that could predict effectiveness in job performance and/or success in life in general. Cira and Benjamin (1998) add that these competencies are behaviours that are exhibited more consistently and effectively by high performers. Companies such as General Electric, IBM, Microsoft and Monster.com are frequent referents for public sector organizations seeking competency models -particularly leadership competency models.…”

Section: Contemporary Definitions Of Core Competencies: Where Do Theymentioning

confidence: 95%

Common Sense, Competence, and Talent in the Public Service in the USA: Finding The Right Mix In A Complex World

Ingraham¹,

Getha‐Taylor

2005

Public Administration

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In the career civil service the US federal government has long been guided by a merit system. This article traces how the principle of merit in appointment and promotion has developed since the nineteenth century and examines contemporary applications of competency frameworks in the US -their development, character, strengths and weaknesses. If core competency discussions and frameworks are to have a broader impact at both the government wide and the agency level, the frameworks will have to be disentangled. Existing notions of competencies for the political appointees, the leadership echelons of the career service, the rest of the career service, the entire government, central agencies, individual agencies, and badly needed future leaders not only suggest superhuman abilities, but also contain seriously conflicting expectations.

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Competency-Based Pay: A Concept in Evolution

Cited by 52 publications

References 0 publications

What makes a good project manager?

What makes a good project manager?

The effects of pay level on organization‐based self‐esteem and performance: A field study

Common Sense, Competence, and Talent in the Public Service in the USA: Finding The Right Mix In A Complex World

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