From job‐based to competency‐based organizations

Abstract

QThe efficacy of desijping organbations around job structures is challenged. Although this approach has dominated the fields of organizational behavior and human resource managememt for decades, a number of forces have converged to suggest that a competency-based approach often is more appropriate. In the global competitive environment which large, complex organizations face, the competemy-based approach and the capabilities that individuals need to acquire and develop should be the major focus. Reward systems, career tracks, selection systems, and the structure of organizations need to change to focus on competencies. The challenges and opportunities for research, theory, and practice development that a change to a competency-based approach raises are many and diverse. For example, new pay systems are needed, new selection systems are needed, indeed whole new concepts about what constitutes selection validity and career development are needed.Research and theoq in the 6elds of organizational behavior and human resource management have been focused for decades by the view that jobs are the basic building blocks of complex organizations. The idea that individuals have a job which involves specific accountabilities, responsibilities, and activities is well-established and fundamental to much of the research in organizational behavior. It is also basic to many government programs and in the United States is institutionalized in the Dictionary of Occupational Titles. The popularity of job-based approaches can be traced back to the era of scientific management when the work of Frederick Winslow Taylor did much to develop the idea that jobs can be studied, specified, and that work methods for doing them can be improved and rationalized. The evolution of the bureaucratic approach to organizing carried the idea of jobs further into an overall approach to organizing and managing large numbers of people to accomplish particular goals and objectives. It led to the rationalization and development of hierarchies, lindstaff jobs, job evaluation methods, and a host of organizational approaches that rest upon the idea of individuals holding jobs. Much of the technology in the area of human resource management is grounded in the idea of individuals holding jobs. Ash, Levhe and Sistrunk (1983), for example, argue that the job paradigm is the unifjing cuncept in employee selection, training, performance management and compensation. Indeed, most organizations begin their approach to organizing with a job description that typically specifies an individual's duties and activities. Job descriptions are then used for training, selection, career development and pay determination. These human murce management systems are all designed to assure that individuals will be motivated 08943796/94/010003-13$11.50

Evaluación de Competencias Transversales en Universitarios. Propiedades Psicométricas Iniciales del Cuestionario de Competencias Transversales

“…Así, como indica Lawler (1994), las organizaciones que mejor se adaptan a los cambios en sus entornos de actuación son las que se basan en las competencias de sus empleados. De forma general, la gestión por competencias permite que las organizaciones clarifiquen los comportamientos y prácticas necesarias para cubrir con éxito los diferentes puestos de trabajo, ayudan a encontrar a los trabajadores cuyas competencias les aseguran un desempeño exitoso, maximizan la productividad y la eficiencia de las inversiones en formación y desarrollo, y hacen que los comportamientos de los empleados se orienten a los valores y estrategias de la organización (Lucia y Lepsinger, 1999).…”

A importância das competências genéricas no recrutamento de diplomados do Ensino Superior: estudo de casos em Hotelaria e Restauração

“…Lawler (1994) argumenta que apesar da utilidade histórica daqueles modelos, existe evidência crescente que as organizações se devem deslocar do foco na função para o foco nos indivíduos e nas suas competências. Mas essa é, simultaneamente, a fonte de maior desacordo.…”

Competências relevantes para a efetividade do processo decisório em defesa aérea

“…Assim, da aná-lise detalhada de uma atividade provinham informações acerca das caracterís-ticas individuais preditoras de bom desempenho, já que a eficiência garantia à organização espaço no mercado. Segundo Lawler III (1994), o entendimento corrente era de que os indivíduos agregavam valor na medida em que se ajustavam à estrutura organizacional.…”

“…Sabe-se, ainda, que para a implementação da gestão por competências recomenda-se que todas as práticas de recursos humanos estejam alinhadas à estratégia da organização (Lawler III, 1994;Gramigna, 2002;Hamel e Prahalad, 2005). A concepção burocrática de recursos humanos vigente nas Forças Armadas, no entanto, não permite que se incorporem esses conhecimentos da mesma forma que vêm sendo adotados em empresas constituídas sobre outros princípios.…”