Competency Requirements for Effective Job Performance in Thai Public Sector

Abstract

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.

Improving Knowledge and Professional Skills ‒ Intergenerational Differences

“…W obu definicjach (jak i w wielu innych, np. Friensen, Anderson, 2004;Vathanophas, Jintawee, 2007;Rakowska, 2007;Moczydłowska, 2008) występują wiedza i umiejętności. Wiedza to zarówno wiedza deklaratywna (faktograficzna), mająca charakter uniwersalny, jak i wiedza funkcjonalna (proceduralna), pozwalająca na wykonywanie czynności bez zastanawiania się, w sposób zautomatyzowany.…”

Influencing engineering education through the competency-based approach

“…However, European educators use the competence concept in an integrative manner. The authors of the European Qualification Framework define it as "an expression of the ability of individuals to combine -in a self-directed way, tacitly or explicitly and in a particular context -the different elements of knowledge and skills they possess" [11].…”

Impact of organizational socialization towards employees' social adaptation

“…Exploring employee competences important for enhancing individual skills (Spencer and Spencer, 1993) and essential for the establishment of competency-based human resource management, Vathanophas and Thai-ngam (2007) stated the following: developing others, organizational awareness, achievement orientation, professional expertise, self-improvement, team leadership, interpersonal understanding, relationship building and coordination, organizational commitment, initiative, flex confidence, communication and influence, IT and computer literacy, serviceminded, analytical thinking, integrity, concern for order, quality, and accuracy, information seeking, self -control, conceptual thinking, and English skills respectively. According to Carneveale et al (1989), desirable social skills of employees include positive attitude, self-esteem, ability to work with others, conflict resolution, as well as many other forms of using personal relationships based on which social inclusion and acceptance could be achieved.…”