Abstract
Managerial competency model is a main structure that lists competencies needed for manager’s position. This paper established a employee promotion application combined with managerial competency model and AHP-VIKOR methodology. Research was carried using qualitative and quantitative methods. The managerial competency model is explained through a literature review and internal interview is to confirm the specific competency items that suitable for case company. Research from expert panels is used to evaluate the managerial competency of the candidates in the case study. The quantitative tool was AHP and VIKOR model. AHP was applied to calculate the criteria weights of managerial competency items. VIKOR multi-criteria decision making model ranked the alternatives and the most suitable promotion candidate was selected. The results from the VIKOR model were used as the decision-making basis for the promotion of the best candidate. This research expected to use the quantitative method to support the executive management level to develop internal talent base on a objective evaluate results.
Highlights
Organizations need to cultivate high-performance managers for continuous development and to maintain competitive advantages (Wexley & Baldwin, 1986)
The second stage used internal and external expert panels to evaluate the promotion of candidates based on the managerial competency model
The content of the questionnaire is based on the managerial competency from the literature review and the results of interviews with internal staff
Summary
Organizations need to cultivate high-performance managers for continuous development and to maintain competitive advantages (Wexley & Baldwin, 1986). To effectively develop managerial competency, enterprises need to address the development requirements of managers at different levels. Through the competency evaluation process of individual managers, the organization can understand an individual’s strengths and weaknesses and improve managerial competency in a targeted way. Companies may achieve better managerial competency development (McCall & Lombardo, 1988). Managerial competency refers to necessary capacities, such as knowledge, skill, ability and personality (Luo, 2012). In order to structure a framework for the management level, a managerial competency model can direct the critical Human Resource Management process of recruitment, performance appraisal, training and development
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