Managerial competency needs and training requests: The case of the Spanish tourist industry

Abstract

There is some inconsistency between the theory and practice of the analysis of deficits in managerial capabilities. Some academic literature suggests that the study of needs should be considered as gaps in competencies (Bee and Bee, 1994;Peiró, 1999), but organizations actually analyze needs as training preferences (Ford and Noe, 1987; Schwoerer, 1994, 1996;Tharenou, 1991 Note: This article is part of a research project entitled "Análisis funcional de los puestos de gestión de organizaciones de servicios turísticos y su incidencia sobre la calidad del servicio" (Functional analysis of management posts in tourism service organizations and its impact on service quality). It is a joint project between Valencia University and Jaume I University, funded by Conselleria d'Educació i Ciència .We would like to thank Professor Roger Kaufman from the Office for Needs Assessment and Planning, Florida State University, Tallahassee, for his help in reviewing the manuscript.

Competence gaps in software personnel: A multi-organizational study

“…Results from evaluations indicate that, for the generic competences but not for the technical competences, self evaluations are above those from superiors, peers and subordinates. This finding is in line with existing research and the literature refers to it as the leniency effect (Agut & Grau, 2002;Atwater & Brett, 2005). However, it cannot be concluded that subjects from higher hierarchical level give lower punctuations than those from lower levels.…”

“…In any context, competences needs should be identified in terms of gaps, which inform whether deficiencies in competences exist and, at the same time, reduce managers' subjectivity and preference in identifying managerial competence needs (Wickramasinghe & De Zoyza, 2009). A gap arises when a competence possessed by an individual is below than what is required for the expert to per form the task efficiently (Agut & Grau, 2002). According to Latham (1988) a perceived gap could sometimes be an expression of prefer ence but, in any case, this information is useful.…”

In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice

“…However, based on empirical evidence, various writers have expressed support for the existence of the universally effective manager or leader, of universal criteria of managerial effectiveness, of generic managerial competencies, of generic leadership functions and universal effective supervisory leader behaviors, and of universal leadership styles (see Bass, 1997;Bennett & Langford, 1983;Hamlin, 1988;Thompson, Stuart, & Lindsay, 1996). More recently, Russ-Eft and Brennan (2001), working mainly within the American and Canadian contexts, have identified empirically a common set of "universal leadership behaviors," while, in the European context of Spain, Agut and Grau (2002) have also produced evidence of the existence of "generic managerial competencies." In light of these latest research findings, the specific aim of the present study has been to search for evidence of universalistic or generic managerial and supervisory leader functions and behaviors within the context of U.K. public sector organizations, but avoiding the use of research methodologies and methods that have been the subject of much criticism.…”

Tingkat Kesesuaian Kompetensi Inti dan Manajerial Pejabat Pengawas (Eselon IV) di Kantor Wilayah Kementerian Agama Provinsi Kalimantan Timur

“…Diskrepansi atau gap kompetensi timbul jika kompetensi yang dimiliki seorang individu adalah lebih rendah dari yang dipersyaratkan dalam suatu posisi jabatan untuk mencapai kinerja dan keahlian tinggi (Agut and Grau, 2002) serta Boydell and Leary (1996) dalam dalam Wickramasinghe dan De Zoyza (2009:6).…”