A study of Competency-based Approach to Identify High Performers among Disaster Management Professionals

In today’ s times, while measuring an organization’s performance in terms of best results, productivity, and profits, more and more is referred not to the material resources, but to the human resources and their competencies in terms of knowledge, skills and attitudes. Human resource management system is a process of making people and organizations to come together so that the objectives of each other are met with a win-win approach. Competency is an underlying feature of an individual which enables him/her to deliver superior performance in a given job, role or any situation. Competency mapping is one of the prominent human resource management initiative to identify the knowledge, skills and attributes required to perform a job effectively and efficiently in best possible manner. At present, development of competencies has become one of the key priorities of the organizations. It is also important to realize the factors responsible for enhancement of the competencies to ensure high performance of the employees. This calls for the Human resource management to initiate for competency mapping and identifying the skills affecting the employee’s performance at workplace. Now a days, most of the organizations are utilizing the competency mapping as a tool to identify high performers. The present study focuses on identifying the competencies for Disaster management professionals that enhances their performance in the management of disasters. The study describes the main goal of conducting competency mapping and how it influences the performance of the disaster management professionals. The overall objective of the study is to explore the factors which ensure high performance of the disaster management professionals. The study validates that competency-based management and related HR practices are gaining momentum in the field of Disaster Management sector in the context of performance management of the disaster management professionals.

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Re-Theorizing Human Resource Management and Human Resource Management in Context

Human Resources Management ◽

10.4018/978-1-4666-1601-1.ch078 ◽

2012 ◽

pp. 1309-1334

Author(s):

Margitta B. Beil-Hildebrand

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Performance Management ◽

Human Resource ◽

High Performance ◽

Healthcare Management ◽

Strategic Human Resource Management ◽

Distinctive Character ◽

Economic Relations ◽

Process Perspective

In this chapter an attempt is made to focus on the ideological and practical implications of the new people-oriented forms of healthcare management variously described as strategic human resource management, high-performance management, human capital management, or high commitment management. The chapter details the managerial and academic claims concerning the management of human resources and goes on to emphasize the impact that the literature of Human Resource Management (HRM) has had on healthcare employees and healthcare organizations. The restrictions of the applied research approaches are also highlighted and the author argues that the managerial and post-structural literature is limited in that its conceptualization of HRM and changing performances is incomplete. Also considered is a range of literature that has been used to study individual and organizational change with a labour process perspective and explains why an approach based upon the study of the disparity between the “HRM rhetoric” and the day-to-day practice, as well as how people experience and respond to that disparity within a wider frame of social, political, and economic relations, is to be preferred. As a basis for further contextualization, the powerful and privileged positions of healthcare professionals and the distinctive character of their employment relationship are considered. The chapter concludes that a more critical analysis is necessary to challenge the way in which the concept of HRM is examined by healthcare management academics and practitioners.

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Talent management at Steelcase Manufacturing, Malaysia: managing high performance

Emerald Emerging Markets Case Studies ◽

10.1108/eemcs-05-2013-0051 ◽

2014 ◽

Vol 4 (6) ◽

pp. 1-10

Author(s):

Rozhan Bin Othman ◽

Wardah Azimah Sumardi

Keyword(s):

Leadership Development ◽

Resource Management ◽

Human Resource Management ◽

Performance Management ◽

Human Resource ◽

High Performance ◽

Management Practice ◽

Talent Management ◽

Policy Options ◽

Content Type

Subject area Human resource management and leadership development. Study level/applicability MBA course on Human Resource Management. Case overview This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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Re-Theorizing Human Resource Management and Human Resource Management in Context

Advances in Healthcare Information Systems and Administration - Human Resources in Healthcare, Health Informatics and Healthcare Systems ◽

10.4018/978-1-61520-885-2.ch002 ◽

2011 ◽

pp. 21-46

Author(s):

Margitta B. Beil-Hildebrand

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Performance Management ◽

Human Resource ◽

High Performance ◽

Healthcare Management ◽

Strategic Human Resource Management ◽

Distinctive Character ◽

Economic Relations ◽

Process Perspective

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PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

Jurnal Manajemen Bisnis Krisnadwipayana ◽

10.35137/jmbk.v6i1.173 ◽

2018 ◽

Vol 6 (1) ◽

Author(s):

Amanda Setiorini,MM.

Keyword(s):

Human Capital ◽

Resource Management ◽

Human Resource Management ◽

Competitive Advantage ◽

Performance Management ◽

Human Resource ◽

Business Environment ◽

Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

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