What is the social gain from competency management? The employees’ perception at a Brazilian public university

Rocha, Guilherme Busch; Passador, Cláudia Souza; Shinyashiki, Gilberto Tadeu

doi:10.1016/j.rausp.2017.05.001

Cited by 11 publications

(14 citation statements)

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“…In nursing organizations, CBHRM will provide the basic framework for the accuracy of human resource planning to ensure that there are sufficient numbers of competent nurses meet their needs . CBHRM is also considered effective in providing line nurse managers better chances to achieve their results and in encouraging all nurse staff to enhance their competence . This represents the foundation stone for the effective management of the nursing workforce…”

Section: Introductionmentioning

confidence: 99%

Competence-based human resource management in nursing: A literature review

2018

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Aim: To clarify the defining attributes of competence-based human resource management (CBHRM) in nursing, its antecedents, and consequences.Background: A thorough literature review showed multidefinitions of CBHRM, which resulted in confusion in ways of describing CBHRM practice and its implementation in nursing. Methods: A literature review through systematic searches in CINAHL, ScienceDirect, Medline, ProQuest Dissertations and Theses, Embase, and Google Scholar between 2000 and February 2018 with full text in English. Results: The attributes of CBHRM in nursing include recruitment and selection, training and development, performance appraisal, reward system, and career planning. Antecedents to CBHRM in nursing include organizational factors (organizational size, culture, the nature of human resource (HR) department, type of organization, and the number of employee), individual factors (HR managers' competence, and top managers' role, intention, and characteristics), and HR policy.Consequences include employee outcomes (competence development, high motivation, job satisfaction, retention, and better performance), organizational outcomes (quality of care, patient safety, and patient satisfaction), and financial outcomes.Conclusion: This study helps nursing managers and HR managers to understand the concept of CBHRM in nursing comprehensively. K E Y W O R D S competence, human resource management, literature review, nursing 1 | INTRODUCTION Nursing shortages are highlighted as one of the biggest challenges to impact the effectiveness of health care systems. 1 Therefore, health care providers are demanded to provide competent and specialized nurses as well as nurse managers with the right skills, knowledge, and attitudes performing the right tasks in the right place at the right time to achieve the right predetermined health targets. 2 As such, effective human resource management strategies must be introduced, regularly reviewed and evaluated to ensure the quality of nurse workforce, as they make up the largest group among health care professionals. 2 Competence-Based Human Resource Management (CBHRM) is one of the strategies to assure appropriate nurse staffing and development and is often viewed as key components of all organizations 3 by closely linking nurses competence to the successfulness of health organization. 4 CBHRM has become a part of human resource management since 1990s, 5 and uses a competence approach as the basis of HRM practices, such as in the process of recruitment and selection, training and development, and appraisal and remuneration. 6 CBHRMis an application of HRM, which focuses more on the people in regard to their knowledge, skill, and attitude, rather than focuses on what people do in a job and tends to list work activities as it is applied in Nurs Forum. 2019;54:91-101.wileyonlinelibrary.com/journal/nuf

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Section: Introductionmentioning

confidence: 99%

Competence-based human resource management in nursing: A literature review

2018

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Section: Literature Reviewmentioning

confidence: 99%

“…This study is conducted within a competency-based model (Decius & Schaper, 2017;Hazen, Bradley, Bell, In, & Byrd, 2017;Rocha, Passador, & Shinyashiki, 2017). According to Rocha et al (2017), the competency-based model emerged as a reaction to the position-based model of management, in which employees' performance was evaluated solely on the basis of the tasks required for their job. Because the current organizations face rapid changes and are characterized by competitive environments (Cameron & Green, 2012), the competency-based model is believed to help companies in having higher possibilities of success (Boyatzis, 1982;Rocha et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…According to Rocha et al (2017), the competency-based model emerged as a reaction to the position-based model of management, in which employees' performance was evaluated solely on the basis of the tasks required for their job. Because the current organizations face rapid changes and are characterized by competitive environments (Cameron & Green, 2012), the competency-based model is believed to help companies in having higher possibilities of success (Boyatzis, 1982;Rocha et al, 2017). That is, employees are not only required to perform their routine tasks, which require only operational capabilities but also expected to have dynamic capabilities, which help their organization in constantly configuring and reconfiguring resources (Hazen et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This study used the competency-based model, which emerged as a reaction to the position-based model (Decius & Schaper, 2017;Rocha et al, 2017). It is widely believed that competency-based models provide superior results when it comes to achieving the business and strategic objectives of organizations (Leme, 2012;Rocha et al, 2017;Torres, 2012). However, no studies are identified in the literature that compare the results of organizations utilizing competency-based model and those that do not.…”

Section: Implications For Future Researchmentioning

confidence: 99%

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Technical and Behavioral Competencies on Performance Evaluation: Petrek Leaders’ Perspectives

Albino

2018

SAGE Open

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In all organizations, employees need to demonstrate competencies to succeed in their job. The knowledge that employees gain from schools, universities, or training centers usually focuses on disciplinary expertise (Jackson & Chapman, 2012), and it is expected to help in performing actions that contribute to the achievement of an organization's business objectives. In other words, employees are expected to demonstrate technical competencies (Leme, 2007(Leme, , 2012Walsh & Linton, 2002). Individual engagements such as creativity, collaboration, and complexity are also deemed necessary for employees to succeed in their job. These individual commitments are known as nontechnical competencies (Jackson & Chapman, 2012), henceforth referred to as behavioral competencies. Technical and behavioral competencies are expected to make individuals successful in organizations, be they schools, universities

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Enabling organizational performance through HR automation and behavioral competencies

Sahay¹,

Kaur²

2022

10th International Conference on Applied Science and Technology

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What is the social gain from competency management? The employees’ perception at a Brazilian public university

Cited by 11 publications

References 5 publications

Competence-based human resource management in nursing: A literature review

Competence-based human resource management in nursing: A literature review

Technical and Behavioral Competencies on Performance Evaluation: Petrek Leaders’ Perspectives

Enabling organizational performance through HR automation and behavioral competencies

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