The Strategic Value of Competency Models

2021 ◽  
pp. 146-176
Keyword(s):  
Performance Management ◽  
Value Added ◽  
Improve Performance ◽  
Strategic Value ◽  
Knowledge Age ◽  
Competency Models ◽  
And Performance ◽  
Agile Teams

Competency models are popular. They are value-added propositions for the employee and the organization. Competence-based approaches include competency models and performance management within organizations for which evidence supports its usage today in the knowledge age. This chapter provides relevant linkages of strategic competency value in businesses when utilized to improve performance and effectiveness. The chapter identifies those specific ways in which competency creates strategic value through performance management, the development of collaboration between employees and managers, the development of agile teams, and monitoring and evaluating progress.

HR analytics and performance appraisal system

2017 ◽  
Vol 40 (6) ◽  
pp. 684-697 ◽  
Author(s):  
Anshu Sharma ◽  
Tanuja Sharma
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Settings ◽  
Employees Satisfaction ◽  
Management Area ◽  
And Performance

PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues. Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management. FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance. Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings. Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

scholarly journals INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA

2021 ◽  
Vol 7 (2) ◽  
pp. 1-18
Author(s):  
Jacob Mutwiri ◽  
Eunice Mwangi ◽  
Osiyel Edwin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Health Workers ◽  
Unique Contribution ◽  
Improve Performance ◽  
Human Resource Management Practices ◽  
And Performance

Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya. Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics. Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43). Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers

Performance Management Can Be Fixed: An On-the-Job Experiential Learning Approach for Complex Behavior Change

2015 ◽  
Vol 8 (1) ◽  
pp. 51-76 ◽  
Author(s):  
Elaine D. Pulakos ◽  
Rose Mueller Hanson ◽  
Sharon Arad ◽  
Neta Moye
Keyword(s):  
Experiential Learning ◽  
Behavior Change ◽  
Performance Management ◽  
Formal System ◽  
Reform Process ◽  
Improve Performance ◽  
Training Interventions ◽  
And Performance ◽  
And Behavior ◽  
And Training

In spite of numerous attempts over decades to improve performance management (PM) systems, PM is viewed as more broken than ever, with managers and employees seeing it as a burdensome activity that is of little value. Yet, the behaviors that PM is meant to achieve are in fact important drivers of engagement and performance. So where is the disconnect? The problem is that formal PM systems have reduced PM to intermittent steps and processes that are disconnected from day-to-day work and behaviors that actually drive performance: communicating ongoing expectations, providing informal feedback in real time, and developing employees through experience. To deliver on its promise, PM needs to shift from focusing on the formal system to focusing on the PM behaviors that matter every day. We describe a 5-step PM reform process that helps organizations achieve this change and that shows promise for increasing satisfaction and positive outcomes from PM processes. Central to the intervention is that organizational members need to intentionally practice and solidify effective PM behavior through a structured, on-the-job, experiential learning intervention that yields meaningful behavior change. The change-management and training interventions discussed here provide a model for organizational culture and behavior change efforts beyond PM.

Using Multiple Suppliers to Mitigate the Risk of it Outsourcing at ICI and Wessex Water

1998 ◽  
Vol 13 (3) ◽  
pp. 169-180 ◽  
Author(s):  
Wendy L. Currie
Keyword(s):  
Performance Management ◽  
Empirical Research ◽  
Value Added ◽  
It Outsourcing ◽  
Contract Management ◽  
Company Value ◽  
And Performance ◽  
Outsourcing Contracts

The paper presents the findings from empirical research on IT outsourcing in two British companies: ICI Plc and Wessex Water. Both organizations have pursued a selective sourcing approach using multiple suppliers in an attempt to minimize risks and maximize benefits. Whilst the majority of existing literature on selective sourcing concentrates on the ‘mega-contracts’, this research explores some of the issues and concerns of companies with small to medium sized outsourcing contracts. The findings suggest that selective and competitive sourcing may offer the client company value-added benefits, although it is important to develop strengths in the areas of contract management and negotiation and competitive benchmarking and performance management.

scholarly journals The Pilot Competency Development Model: A Case Study of Indonesian Naval Aviation Center

2020 ◽  
Author(s):  
Hadi Priyono ◽  
Subagyo Adam ◽  
Dimas Trisliatanto ◽  
Moses Glorino Rumambo Pandin
Keyword(s):  
Performance Management ◽  
Flight Control ◽  
Industrial Revolution ◽  
Development Model ◽  
Competency Development ◽  
Naval Aviation ◽  
Competency Models ◽  
Communication Competencies ◽  
And Performance ◽  
Constraint Satisfaction Optimization Problem

The Indonesian Navy's military condition in facing the globalization era of the industrial revolution 4.0 underwent many significant changes, both in policies and coaching practices that were implemented in regulating developments over the past decade. The competency model was an important basis of human resource functions such as recruitment, training and development, and performance management. The purpose of this study was to identifying and analyzing the pilot competency development model in the Naval Aviation Center. This research was a descriptive study with a qualitative approach. The results of this study concluded that the pilot of the Indonesian Naval Aviation Center requires the development of competency models that were quite significant in various areas of competence such as 1.) Interpersonal Pilot Communication Competencies; 2.) Competence of Aviation Security Personnel; 3.) Competency Constraint Satisfaction Optimization Problem; 4.) Competency of Flight Control Systems that have been tested, licensed, and well implemented.

Replication of the Superstition and Performance Study by

2014 ◽  
Vol 45 (3) ◽  
pp. 239-245 ◽  
Author(s):  
Robert J. Calin-Jageman ◽  
Tracy L. Caldwell
Keyword(s):  
Task Difficulty ◽  
Statistical Power ◽  
Meta Analysis ◽  
A Priori ◽  
Significant Heterogeneity ◽  
Performance Study ◽  
Improve Performance ◽  
Research Designs ◽  
Series Of Experiments ◽  
And Performance

A recent series of experiments suggests that fostering superstitions can substantially improve performance on a variety of motor and cognitive tasks ( Damisch, Stoberock, & Mussweiler, 2010 ). We conducted two high-powered and precise replications of one of these experiments, examining if telling participants they had a lucky golf ball could improve their performance on a 10-shot golf task relative to controls. We found that the effect of superstition on performance is elusive: Participants told they had a lucky ball performed almost identically to controls. Our failure to replicate the target study was not due to lack of impact, lack of statistical power, differences in task difficulty, nor differences in participant belief in luck. A meta-analysis indicates significant heterogeneity in the effect of superstition on performance. This could be due to an unknown moderator, but no effect was observed among the studies with the strongest research designs (e.g., high power, a priori sampling plan).

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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