Competency-based Performance Management Research Articles

A Study To Reconnoitering The Effectiveness Of Competency Model On Job Performance Of The Employees With Special Reference To Automobile Companies In Karnataka

The research study focuses on the key competencies of automobile professional which could affect the organizational effectiveness. The Composition of people which formulate independent business identity for some specific purpose is commonly known as organization and getting desired outcome within defined resources is treated as effectiveness. The aim and objective of the study was to reconnoiter the relationship between competency-based performance management and organizational effectiveness (OE). The empirical research was undertaken by the researcher to analyses and identify the competency levels of executives, identify the executive’s competencies through competency modelling and identify the performance standards of executives through structured questionnaire and has chosen three manufacturing units for the purpose of the analysis. The purpose of this study was to identify the causal relationships between the competencies of managing self, managing others and business management with management competency model. The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey were collected from 720 respondents through structured questionnaire. The main hypothesis of the study is to know the relationship between employee competency and organizational and job performance and Employee competency mediates the relationship between transformational leadership style and organization performance. Hypotheses are depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in automobile companies in India. Structural Equation Modeling is a comprehensive statistical approach for testing the hypotheses on the relationships between the manifest variables and latent variables, sometimes called covariance structure analysis, causal modeling or Lisrel modeling. The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model, which are necessary for building performance culture in the organization. This study contributes by developing a new scale for measuring competency-based performance practices. A positive relationship between competency-based superior performance and Organizational Effectiveness with productivity, adaptability and flexibility has been empirically confirmed using SEM. The developed model will act as a building block for performance measurement in organizations. This study promotes leadership competency model to be applied in creating a performance- based culture. It is a unique attempt to test the relationship between competency-based performance management and Organizational Effectiveness.

Developing and Designing Competency-Based Performance Management Elevation Model on High School Teacher in Iran: a mixed-method approach

هدف: طراحی مدل ارزشیابی عملکرد اثربخش معلمان، چالش عمده‌ای در وزارت آموزش و پرورش است و دست‌اندرکاران این حوزه از روش‌های ارزشیابی فعلی ناراضی‌اند. لذا هدف پژوهش حاضر این است تا مدلی برای ارزشیابی عملکرد مبتنی بر شایستگی معلمان دبیرستانی ارائه کند.مواد و روش‌ها: برای این پژوهش از روش ترکیبی (کیفی-کمّی) اکتشافی استفاده شد. بخش کیفی با تکیه بر رویکرد نظریه داده‌بنیاد استراورس-کوربین و داده‌های تجربی حاصل از مصاحبه‌های باز 20 خبره، صورت گرفت. از دل مصاحبه‌ها مدلی نظری برخاست که با فرآیند تحلیلی کدگذاری باز، محوری و انتخابی حاصل شد. از کدگذاری باز جهت اشباع رسیدن مفاهیم و ایجاد مقوله‌ها، کدگذاری محوری برای برخاستن مقوله‌ها و فرآیند ربط‌دهی آن‌ها به زیر مقوله‌های‌شان برای انتخاب پدیده محوری و از کدگذاری انتخابی برای ایجاد آرایش نظری مقوله‌های اصلی جهت ساخت مدل استفاده شد.بحث و نتیجه گیری: در نتیجه ساخت مدل، معیارهای عملکرد مبتنی بر شایستگی با زیر مقوله‌های شایستگی‌های رفتاری-اخلاقی-عاطفی، دانشی، حرفه‌ای، نگرشی، معیارهای عملکرد عمومی و تخصصی به‎عنوان پدیده محوری تبیین شدند. هم‌چنین استراتژی‌های نُه‌گانه هدف‌گذاری در تعیین حدود و ثغور اهداف و شاخص‌ها، تعیین و درج کنش‌ها و پیش شرط‌ها و تاکتیک‌های لازم در طراحی، طراحی فرآیند جامع ارزشیابی عملکرد، هدایتگری و مشاوره برای معلمان، بسترسازی‌های ذهنی و قانونی برای ارتقاء ارزشیابی عملکرد، بالابردن کیفیت عملیات ارزشیابی عملکرد، انتخاب ارزشیاب، طراحی ابزار ارزشیابی عملکرد، تعیین شیوه و نوع اجرای ارزشیابی عملکرد در آن منتج شدند. نتایج نشان می‌دهند ارزشیابی عملکرد تحت تأثیر شرایطی علّی، مداخله‌گر و زمینه‌ای روی می‌دهد که بر انتخاب استراتژی‌های مناسب و در نتیجه بر پیامدها تأثیرگذار هستند. روایی مدل با شاخص‌های لینکلن-گوبا و پایایی آن با استراتژی دوکدگذار موافق کرسول بررسی شد. با توزیع 360 پرسشنامه به صورت تصادفی خوشه‌ای بین معلمان 11 استان مدل نظری حاصل شده با روش‌های کمّی معادلات ساختاری از طریق نرم‌افزار PLS3 مورد آزمون قرار گرفت و تأیید شد. روایی سازه با استفاده از تحلیل عاملی تائیدی و اکتشافی انجام شد و بارهای عاملی بالاتر از 4/0 و مقادیر اشتراک بالاتر از 5/0 بودند. مقادیر پایایی ترکیبی و آلفایکرونباخ برای همه متغیرها در مدل بالای 7/0 بود. بررسی برازش مدل ساختاری از شاخص‌های ضرایب معناداری t استفاده شد، که مقادیر t همگی بالای 1.96 بوده و روابط بین متغیرها را تایید کرد. هم‌چنین، پیشنهادات و رهنمودهایی برای پژوهش‌های آتی ارائه شد.

Analisis Peningkatan Daya Saing Produk Melalui Manajemen Sumber Daya Manusia (Studi pada BPJS Kesehatan Cabang Bone)

This study aims to find out (1) how is the position of BPJS Health Bone Branch product competitiveness from five Branch Offices in South Sulawesi over the past three years? (2) how is the role of Human Resources BPJS Branch Bone Management in an effort to improve the position of product competitiveness?. Based on the objectives of the above research, the type of research used is field research using a qualitative approach. This study uses the method of observation, interviews, and documentation in collecting the required data. The collected data is then processed using the Descriptive Analysis analysis method. The results of the study show the position of Branch Bone BPJS Health product competitiveness from 2014-2016 has never occupied the first position of the five Branch Offices in South Sulawesi, but has increased in 2015 from third to second and in 2016 still in second place. And the role of Human Resource BPJS Kesehatan Bone management in an effort to support increased product competitiveness is divided into three roles: (1) Role of Administration, namely by implementing competency-based performance management system applications in every employee activity, (2) Operational Role, namely many are oriented towards training and development as well as employee competency systems which can be seen from a number of training activities that are always carried out by BPJS Health which leads to improving employee competencies, and (3) Strategic Roles, namely implementing talent management that aims to get employees with high employment .

Competency based superior performance and organizational effectiveness

PurposeThe purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.Design/methodology/approachThe research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.FindingsThe empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.Research limitations/implicationsThe paper limits the performance measurement concept using leadership competencies.Practical implicationsThe developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.Originality/valueThis is a unique attempt to test the relationship between competency-based performance management and OE.

Role of HRM in knowledge integration: Towards a conceptual framework

Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-motivation-opportunity framework to develop a theoretical and empirical model showing the role of human resource management (HRM) practices in achieving KI. Findings suggest three ability-enhancing practices (training and development, focused hiring, and knowledge questioning values), four motivation-enhancing practices (project-specific performance, competency-based performance management, project-based information dissemination, and information and knowledge sharing forums) and five opportunity-enhancing practices (team working, information and knowledge sharing, verticalisation of business, geographical information and knowledge sharing, and structural change) that facilitate KI. The paper concludes with managerial implications, directions for future research and the study's limitations.

Pengaruh Keadilan Organisasi dalam Penilaian Kinerja terhadap Kepuasan Penilaian dan Kinerja Karyawan

Since 2012, management of PTPN V Pekanbaru implemented a new system of performance appraisal, named Competency-Based Performance Management (CBPM) for replaced the earlier system. The difference between CBPM and the earlier system is CBPM use a set of measured performance indicator, while in the old system, performance appraisal done by graphic rating scale method. One of performance appraisal effectiveness indicator is organizational justice on performance appraisal. The purpose of this study is to analyze organizational justice in performance appraisal and their influence on satisfaction toward performance appraisal and employee’s performance. Data collected from 196 respondents from managerial employee by a set of online questionnaire with purposive sampling’s technique. Descriptive analysis carried out by mean value’s analysis and range’s criteria analysis. Hypothesis testing has done by Structural Equation Modelling-Partial Least Square (SEM-PLS) analysis. The descriptive analysis shows that organizational justice in the performance appraisal had run well and the employees had satisfied toward the performance appraisal. SEM-PLS analysis shows that organizational justice in performance appraisal effect to satisfaction of performance appraisal and employee’s performance significantly. Satisfaction toward performance appraisal does not play a role in mediating the influence of justice in the performance appraisal to employee performance

Implementation of Performance Management in Inspectorate General of the Ministry of Law and Human Rights

This research is conducted on the basis that the success of achieving the goals of a company required an effective management, efficient and have the competitiveness in managing human resources owned. Through implentasi good performance management, the company can manage the performance of human resources owned so that it can work optimally and can achieve the desired goals. Efforts Inspectorate General of the Ministry of Law and Human Rights in order to create effective and efficient performance management, which is competitive and can support productivity is by applying a competency-based performance management system. The purpose of this research is to explain the implementation of the competency-based performance management system in the Inspectorate General of the Ministry of Human Rights, and to analyse and explain the supporting factors and inhibiting the implementation of competency-based performance management system in the Inspectorate General of the Ministry of Law and Human Rights. The research method used in this research is descriptive qualitative. The results of this study indicate that the implementation of competency-based performance management system in the Inspectorate General of the Ministry of Law and Human Rights is included in the pattern of management of Human Resources Management Based on Competence (MSDMBK).

COLLABORATE©, Part IV: Ramping Up Competency-Based Performance Management.

The purpose of this fourth part of the COLLABORATE© article series provides an expansion and application of previously presented concepts pertaining to the COLLABORATE paradigm of professional case management practice. The model is built upon a value-driven foundation that: PRIMARY PRACTICE SETTING(S):: Applicable to all health care sectors where case management is practiced. As an industry, health care continues to evolve. Terrain shifts and new influences continually surface to challenge professional case management practice. The need for top-performing and nimble professionals who are knowledgeable and proficient in the workplace continues to challenge human resource departments. In addition to care setting knowledge, professional case managers must continually invest in their practice competence toolbox to grow skills and abilities that transcend policies and processes. These individuals demonstrate agility in framing (and reframing) their professional practice to facilitate the best possible outcomes for their clients. Therefore, the continued emphasis on practice competence conveyed through the performance management cycle is an essential ingredient to performance management focused on customer service excellence and organizational improvement. Professional case management transcends professional disciplines, educational levels, and practice settings. Business objectives continue to drive work process and priorities in many practice settings. However, competencies that align with regulatory and accreditation requirements should be the critical driver for consistent, high-quality case management practice. Although there is inherent value in what various disciplines bring to the table, this advanced model unifies behind case management's unique, strengths-based identity instead of continuing to align within traditional divisions (e.g., discipline, work setting, population served). This model fosters case management's expanding career advancement opportunities.

COLLABORATE©, Part IV: Ramping Up Competency-Based Performance Management

COLLABORATE©, Part IV: Ramping Up Competency-Based Performance Management

Providing the Applicable Model of Performance Management with Competencies Oriented

Abstract The talented & meritorious human capital is the source of competitive advantage and is of great importance that on the basis of it the performance of employees is assessed. The aim of this study was to provide the applicable model of performance management with competencies oriented in Entekhab Industrial Group. The population of the study was a group of 550 of industrial employees. Simple random sampling was used and the sample size was estimated 230 people using Morgan table. Based on the literature and research in this area, key indicators of performance evaluation in terms of staff competencies, namely knowledge, skill, attitude and working style and the working results were identified. Using the experts’ opinion, a researcher-made questionnaire was developed as the instrument for data collection and the data were analyzed by SPSS. The results of the analysis indicated that all the research objectives were supported. As observed, among the dimensions of competency-based performance management, working results(outcomes) and the staff knowledge had the highest and the lowest mean in the Entekhab Industrial Group, respectively.

Competency based Performance Management – The Bharat Dynamics Ltd. (BDL) Way

Bharat Dynamics Limited (BDL) a sobriquet of ‘the force behind the peace’ of India is a Mini Ratna (Category I) company. BDL has been initiating various interesting HR practices since inception. ‘Performance’ being the ultimate goal, companies have attempted to link performance management system to competency based HR initiative and BDL is one of such success legend. An attempt has been made to discuss the competency based performance management system at BDL. The paper provides a deep insight of how BDL has established ‘Competency’ as one of the four pillars of the HR operation as indicated by DPE and also implemented competency based HR practices as an integral part of company operations. The paper also aims to discuss the mode of performance classification at BDL. The paper shares the unique methodology of development and assessment of the BDL competency model and provides reference to companies intending to initiate competency based HR practices.

Competency-based human resource practices in Malaysian public sector organizations

Malaysian public service started to use competency-based human resource practices at the end of year 2002 as the response to increase the level of service quality. In Malaysian public service, out of six competency-based human resource practices, only five practices were implemented. They were recruitment and selection, training and development, career development, performance management and reward. From 300 copies of questionnaire distributed using simple random technique, 140 were useable. The data was analyzed further using factor analysis and it was found out that training and development items had combined with a reward practice. This new dimension was labeled as organizational development. Others remain the same dimensions. It was also found out that competency-based performance management, organizational development and career development were practiced to a high extent. Meanwhile, competency-based reward and recruitment and selection were practiced to a moderate extent. Key words: Human resource practices, service quality, competency, Malaysia, public service.

Redefining performance measures for construction project managers: an empirical evaluation

Traditional success criteria for construction projects centre on the achievement of cost, programme and quality targets. In this paper, it is argued that these simple measures are too crude to be used for gauging managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and the demands on project managers are far broader than in the past. It is argued that the industry needs to define more appropriate performance criteria for measuring project managers' performance and encouraging their professional development. These must redefine traditional success parameters to consider the knowledge, skills and behavioural inputs which contribute to superior performance. These can then be used to engender a more appropriate set of management behaviours that lead to improved project outcomes. This study has developed such a framework by examining the views of members of project teams and other organizational stakeholders through a series of focus groups. Factor analysis was used to refine a range of nine performance criteria against which managers' performance can be evaluated. These have the potential to be used as a basis for developing more appropriate reward management approaches and as a starting point for developing competency-based performance management tools in the future.

The Significance of a Value-driven Competency-based Performance Management System: Key Issues With Reference to Developments in the Hong Kong Police Force

The question of how employee performance can be improved has intrigued both academics and practitioners for many years. Management theorists have come a long way through trial-and-error from performance appraisal and performance management to a competency-based performance management system (PMS) in an attempt to better manage the performance of employees. Despite the popularity and prevalence of the competency-based PMS in recent years, it has neglected the essential “moral” issue in the subject matter and thereby resulted in a flawed system of performance management. This moral element is particularly important in the field of policing because of the extensive authority conferred on police officers. Only by incorporating organisational values into the competency-based PMS will employees truly “live” those values and ensure an appropriate alignment between the vision statement of the organisation and the PMS at the individual level. Accordingly, the Hong Kong Police Force embarked on a project to revise its performance appraisal system into a value-driven competency-based PMS. After comprehensive research and consultation within the Force, the system was introduced in 2001, commencing with the officer cadre and ultimately extending to junior officers as well. The experience has proved to be rewarding, though the full benefits of the system are likely to be reaped only when it is extended to include a human resource management framework and capability.