Designing a competency‐based human resources organization

Kochanski, James; Ruse, Donald H.

doi:10.1002/(sici)1099-050x(199621)35:1<19::aid-hrm2>3.0.co;2-#

Cited by 43 publications

(28 citation statements)

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“…Competency-based approaches have been applied successfully to a range of selection, training, and performance management contexts (Athey and Orth, 1999;Kochanski and Ruse, 1996;McEvoy et al, 2005). In spite of several limitations inherent in the approach itself, such as perceptual differences among observers and the potential to overlook important features not captured by competency language, specifying essential leadership requirements in competency terms was deemed a productive and appropriate approach, particularly in providing direction to those interested in leadership development (Boyatzis et al, 2002;Conger and Ready, 2004;Lawson and Limbrick, 1996).…”

Section: Literature Reviewmentioning

confidence: 99%

Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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The purpose of this study was to identify the competencies hospitality unit leaders perceived to be most critical for career development, and to determine whether perceptions of the importance of various skills and attributes/abilities varied when leaders worked in different organizational contexts. Leaders from two hospitality segments, land-based hotels and ocean-based cruise ships, participated in the study. Findings indicated notable differences between the two samples on a number of items.A background of relevant research on hospitality leadership competencies is provided. Contextual variables are examined as they contribute to better understanding differences in perceived competency requirements between land-based and ship-based leaders. Four contextual dimensions (staff composition, task requirements, organizational structure, and the external environment) are explored. A conceptual model is presented that illustrates the posited influence of organizational context on hotel and ship leadership competencies as they impact both selection processes and development activities.Results of this opinion-based study suggest that, while senior hotel and ship practitioners share a need for certain core competencies (positive attitude and effective listening), organizational context likely influences the relative importance of specific skills and attributes/ abilities required for effective leadership in each industry segment. Findings support previous research and have implications for educators, practitioners, and researchers. r

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Section: Literature Reviewmentioning

confidence: 99%

Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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“…Recent literature on human resource strategy emphasizes the importance of competency-based human resources for gaining and sustaining a competitive advantage (Coff, 1997;Kochanski & Ruse, 1996). This study has contributed to the application of this approach to educational administration by bringing to the fore the value of human assets and competencies in educational institutions and specifying some of the ways such competencies can be enhanced.…”

Section: Rosenblatt / Teachers' Multiple Roles 699mentioning

confidence: 99%

Teachers’ Multiple Roles and Skill Flexibility: Effects on Work Attitudes

Rosenblatt¹

2001

Educational Administration Quarterly

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This study investigated the mediating effect of teachers'skill flexibility (the mastery and utilization of various skills) on the relationship between holding multiple roles (extrateaching school roles) and work attitudes (burnout, tendency to quit, and organizational commitment). In this study, skill flexibility was composed of three components: skill utilization, skill variety, and multiskilling orientation. SEM path analysis revealed that skill utilization mediated the effect of holding multiple roles on all three work attitudes, and skill variety mediated the effect of holding multiple roles on burnout. Multiskilling orientation added little explanation to the final model. Skill flexibility components also mediated the effects of demographic variables (age, education, nationality, and school size) on all three work attitudes. These results contribute to the conceptualization of skill flexibility, which has been relatively underresearched in the organizational literature. Implications for teachers' work design are discussed.Oneofthemostnotedchallengestoorganizationsinrecentyearshasbeen how to adjust to the rapid pace of change. Environmental changes in consumer tastes and demands, legal requirements, demographic mobility, technological development, and economic fluctuations all call for constant organizational learning and adjustment in order to survive. In educational systems, schools are continuously undergoing changes in areas such as learning technology, social integration, and organizational structures (Levin, 1993). To help schools adjust to such changes, teachers often take on new roles and need to constantly acquire and utilize new skills-in short, to be 684

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“…Boyatzis (1982) introduced the term 'competency' in his book The Competent Manager. Since then, competency-based approaches have been popular and have been used in many aspects of human resource management (HRM; Rodriguez, Patel, Bright, Gregory and Gowing 2002;Dubois and Rothwell 2004;Brownell 2006;Wickramasinghe and De Zoyza 2009), including recruitment and selection (Wood and Payne 1998), HR planning (Spencer and Spencer 1993), job analysis by competency modeling (Schippmann et al 2000;Jackson, Schuler and Werner 2009), organizational alignment with HR systems (Wickramasinghe and De Zoyza 2009) and performance management (Kochanski and Ruse 1996).…”

Section: Introductionmentioning

confidence: 99%

Using a competency approach to understand host-country national managers in Asia

Yamazaki

2014

The International Journal of Human Resource Management

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This study empirically explored host-country nationals (HCNs) in multinational enterprises (MNEs) using a competency approach. Participants consisted of 500 managers working for a leading Japanese retail MNE, with 100 each from Japan, China, Hong Kong, Malaysia and Thailand. The study highlighted three competency variables for 12 skills of those managers: (1) the level of competency demands, (2) the level of developed competencies and (3) the level of competency improvement needs as assessed by the difference between the levels of developed competencies and the levels of corresponding competency demands. Three conclusions were drawn: First, relationship skills are the most demanded and developed competency of HCN managers in Asia, while their levels tend to vary with Asian countries. Second, goalsetting skills are also very important competency demands but are insufficiently developed by HCN managers. Therefore, HCN managers need to improve their goalsetting skills to a great degree as a top priority. Third, interpersonal and behavioral competency areas of the 12 skills are more important demands for HCN managers than analytical and perceptual competency areas. Based on the empirical evidence obtained from this study, theoretical and practical implications were discussed.

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Designing a competency‐based human resources organization

Cited by 43 publications

References 0 publications

Leading on land and sea: Competencies and context

Leading on land and sea: Competencies and context

Teachers’ Multiple Roles and Skill Flexibility: Effects on Work Attitudes

Using a competency approach to understand host-country national managers in Asia

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