The Transpiring Journey of Competence Based Human Resource Management: A Literature Review

Ganie, Showkat Ahmad; Saleem, Imran

doi:10.18843/ijms/v5i3(7)/03

Cited by 5 publications

(9 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The integration of a competency model with human resource systems has a substantial impact on organisational performance as well as the efficacy of the HR function (Talukdar, 2015). It is a relatively novel approach and an important strategic business tool that focuses on competencies that support the integration of HR activities and processes with organisational strategies, goals, and values (Ganie & Saleem, 2018). As a result, this competency-based approach is primarily concerned with the application of a set of competencies for managing human resources and key human resource activities such as recruitment and selection, training and development, performance appraisal, and career development, so that performance contributes efficiently and effectively to organisational results (Draganidis & Mentzas, 2006).…”

Section: Perspective Of Individual Competencymentioning

confidence: 99%

A Review on Competency-Based Succession Planning at Higher Education Institution in Malaysia

Ghazali¹,

Rahman²,

Ghani³

2021

IJARBSS

View full text Add to dashboard Cite

This conceptual paper highlights the necessity to have a proper workforce and succession planning in place in order to have the right leadership in the right place at the right time. Leaders who are incompetent or exhausted may impose adverse impacts on the effectiveness of succession planning. Nowadays, leaders face complex challenges than those in the past with increasing workloads and responsibilities to ensure that organisational agendas are sustained. Competent and skilled leaders are needed to carry out this task. Therefore, an organisation should be proactive and strategise for future performance through succession planning. This study proposes a model of competency-based succession planning in higher education institutions by reviewing the literature that focuses on the relationship between individual competency, training, personality trait, and organisational culture. The study reveals that developing talent incorporated with competency in higher education instituition is a crucial part of succession planning. Even if the institution has a systematic plan in place, succession planning will not progress smoothly unless that institution has a willing, capable, and well-prepared successor. Competency based succession planning models present a plan to build the necessary competency in the present and future, as well as a criterion for assessing academic leader requirements.

show abstract

Section: Perspective Of Individual Competencymentioning

confidence: 99%

A Review on Competency-Based Succession Planning at Higher Education Institution in Malaysia

Ghazali¹,

Rahman²,

Ghani³

2021

IJARBSS

View full text Add to dashboard Cite

show abstract

“…This understanding assumes several features but customarily builds on the contribution of Boyatzis and that of Spencer and Spencer. The shared definition includes observability, measurability, stability, a strong link between characteristic and superior job performance. It also became a consensus that competencies comprise not just behaviour forms but also skills and knowledge elements and human abilities and capabilities (Cardona & Chinchilla, 1999;Ganie & Saleem, 2018;Hartle, 1995;Marrelli, 1998;Woodruffe, 1993). "Several authors have argued that competencies are changeable, learnable and attainable through experience, training or coaching" (Kyndt & Baert, 2015).…”

Section: Understanding the Science Of Competenciesmentioning

confidence: 99%

“…These catalogues initially were generic lists of competencies that are critical for outstanding performance in various fields of application. Researchers in the 21 st Century have aimed to classify and structure competencies and build competency models to understand their roles better (Ganie and Saleem, 2018;Le Deist and Winterton, 2005;). A summary of such holistic competency models identifies four generic competency groups: functional, social, cognitive and a meta-competency group, which allows a person to master the competencies in the first three groups (Le Deist & Winterton, 2005).…”

Section: Understanding the Science Of Competenciesmentioning

confidence: 99%

“…In summary, the concept of competence can be placed on four fundamental pillars: knowledge, skills, personality traits, which together result in work-related effectiveness (Kárpáti-Daróczi and Karlovitz, 2019) (Ganie & Saleem, 2018). The table below summarises the most critical steps in the development of competence definitions…”

Section: Understanding the Science Of Competenciesmentioning

confidence: 99%

“…(Treasury Board of Canada Secretariat 1999) Competencies" means the knowledge, skills, abilities and behaviours that an employee applies to the performance of his or her work and that are the most critical employee tools for achieving results relevant to the organisation's business strategies. (as mentioned in Draganidis & Mentzas, 2006) (Le Deist & Winterton, 2005) A holistic competence model has been developed taking into account cognitive, functional, social and meta-competencies (Ganie & Saleem, 2018) The concept of competence consists of roughly four essential elements: knowledge, skills, abilities, and personal characteristics that result in doing the job effectively. Source: own editing based on Ganie, Saleem (Khosla and Gupta, 2017;Robles and Zárraga-Rodríguez, 2015;Smith et al, 2014;Tittel and Terzidis, 2020) Who is an Entrepreneur?…”

Section: Table 1: Development Of Competency Definitionsmentioning

confidence: 99%

See 2 more Smart Citations

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

Kassai¹

View full text Add to dashboard Cite

There has been recently an emerging academic debate on entrepreneurial leadership style and related contingency models No generally accepted model for entrepreneurial leadership style and its measurement has arisen so far. This research contributes to the debate by summarizing what scholars have achieved so far, but more importantly, it introduces a new approach with applying leadership competencies for constructing the model of entrepreneurial leadership styles. The ultimate objective of this research is to understand what leadership styles entrepreneurs employ to overcome challenges they face during the entrepreneurial process. This work aims to contribute both theory and practice by proposing a comprehensive model for entrepreneurial leadership styles by applying entrepreneurial competencies. The study relies on a multi-step research process that combines qualitative and quantitative elements and employs methodological triangulation. Successful entrepreneurs employ various leadership strategies and rely on a wide range of leadership competencies to achieve their goals. The paper presents the list of and ranking of the most critical entrepreneurial leadership competencies required for entrepreneurs to succeed. The research identified five leadership dimensions, four leadership styles, and the paper explains the characteristics, strengths and weaknesses, common pitfalls, and development needs of entrepreneurs style by style. Four leadership competency dimensions (Imagination, Social, Execution, Organizational) found in the research help to explain how successful entrepreneurs apply diverse leadership styles to achieve their goals. A fifth leadership dimension (Personal) presents the leadership competency dimension that separates entrepreneurs from the rest of the World. This leadership dimension contributes to answering the question of who becomes an entrepreneur. The study also found that adapting their leadership style to the situation and the life phase of a venture is essential for selecting the appropriate leadership competencies. Entrepreneurial leadership is situational. It was shown that the appropriate entrepreneurial leadership style is contingent on the situation and the development life-stage of the venture is a relevant factor to that. Entrepreneurs with the style of “Lonely Wolf “may kick-start their business in the phases of “inception” and “survival”, but the leadership style of “Team Builder” and “Architect” is far more often observed at entrepreneurs who can scale their business and graduate their venture to the phases of “growth”, “expansion” and “maturity”. “Explorer” entrepreneurial leadership style is particularly useful when a venture develops or reinvents its product or service offering or makes a shift in its corporate strategy. A diverse and adaptable set of competencies is required to build a business; an entrepreneurial partnership of individuals with complementary leadership competencies is often the key for entrepreneurial success.

show abstract

Kiből lehet sikeres vállalkozó? Vállalkozói vezetői kompetenciák vegyes módszertanú vizsgálata

Kassai¹

2020

Veztud

View full text Add to dashboard Cite

The Transpiring Journey of Competence Based Human Resource Management: A Literature Review

Abstract: ABSTRACT

Cited by 5 publications

References 17 publications

A Review on Competency-Based Succession Planning at Higher Education Institution in Malaysia

A Review on Competency-Based Succession Planning at Higher Education Institution in Malaysia

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

Kiből lehet sikeres vállalkozó? Vállalkozói vezetői kompetenciák vegyes módszertanú vizsgálata

Contact Info

Product

Resources

About