Competency Model For Managers Research Articles

Evaluation of the Effectiveness of the Competency Model for Nursing Managers in the Training of Newly Appointed Head Nurses

Objective: To explore the effectiveness of the competency model for nursing managers in the training of newly appointed head nurses. Methods: Eighteen newly appointed head nurses from Yichang Central People’s Hospital, selected between August 2023 and July 2024, were chosen as the research subjects. Based on the nursing manager competency model, corresponding training programs were developed, and these 18 head nurses were trained accordingly. Results: After the training, all newly appointed head nurses passed the theoretical assessments, with a pass rate of 100.00%. The pass rates for two rounds of assessment were 100.00% and 94.54%, respectively. There was no significant difference in the performance evaluation scores between new and senior head nurses in terms of standardized services, nursing quality, nursing research and teaching, and patient satisfaction (P > 0.05). Conclusion: The competency model for nursing managers has a significant effect on the training of newly appointed head nurses. It effectively enhances management awareness, facilitates role transition, and, to some extent, improves the management and leadership capabilities of head nurses. It holds high value for broader implementation.

Adaptation of logistics managers' competency models to industry 5.0 challenges

Radical geopolitical and geoeconomic transformations in the global economy are disrupting established economic ties and traditional routes of global commodity movement. Rapid technological changes, accelerated development of e-commerce, omnichannel strategies, and the sharing economy have contributed to increased demand for automation, robotization, and digitalization of logistics activities and supply chain management. These factors prompt the renewal and adaptation of the competencies set for logistics managers and, consequently, academic educational programs. The aim of the conducted research was to identify the impact of Industry 5.0 on the formation of the logistics personnel competency system, and to develop a new competency model considering rapid changes in technology, market conditions, consumer sentiments, and the regulatory environment. The research methodology combines theoretical analysis (theoretical generalization, analysis and synthesis, comparison, and grouping) with empirical research. As a result, existing and future trends in the logistics industry development were summarized, a comparative analysis of the competencies of logistics managers and engineers was conducted, and a tendency for their convergence under the influence of the transition from Industry 4.0 to 5.0 was identified. The developed comprehensive competency model for logistics managers in the context of Industry 5.0 allowed for improving the content and structure of the "Logistics" educational program at the National Technical University of Ukraine, determining the ratio between general and professional skills, the set of necessary tools and technologies required for developing and implementing logistics solutions, stimulating students to improve their knowledge, skills, and abilities, as well as orienting them towards effective professional activity in the future. Future research is reasonable to focus on evaluating new technological courses' effectiveness, developing interdisciplinary teaching methods, integrating practical experience, incorporating sustainability and social responsibility, and creating innovative assessment techniques to ensure curricula meet evolving labor market demands and prepare students for real-world challenges and new Industry 5.0 requirements.

Construction of Human Resource Manager Competency Model Based on Data Mining Technology in Cross-Cultural Background

In the era of knowledge economy, enterprises are facing unprecedented competition and challenges. The process of globalization has accelerated the communication and integration between different cultures, making cross-cultural management an indispensable ability for enterprises. Especially in the field of human resource management, it is of great significance to build a competency model based on data mining technology to improve the cross-cultural communication ability, teamwork ability, and innovation ability of enterprise managers. The application of competency theory in the field of human resource management has the potential to completely revolutionize traditional management practices, enabling better adaptation to the continuous changes in the management environment. It plays a significant role in promoting the reform of the human resource management system. The aim of this paper is to build a competency model of human resource managers based on data mining technology and verify its effectiveness in cross-cultural background. It is assumed that the model can accurately evaluate the ability level of human resource managers and provide reference for enterprises to select and train outstanding talents. The experimental results demonstrate that the model achieves an accuracy of approximately 89%, a 93.3% improvement in efficiency, and a salary range exceeding 90%. The model is deemed reasonable, feasible, and highly precise in terms of competency assessment.

Project manager’s personality: traits and competencies

Expanding the project management application scope in different sectors of economy and social life spheres stimulates the search and use of project success new factors. Researchers and practitioners note that the personality of a project manager’s personality is a significant factor affecting the project management effectiveness. At the same time, the scientific literature has not developed a coherent picture explaining the elements and role of a project manager’s personality. In search of an answer to this question, the study, built as a scientific literature systematic analysis, reveals that a project manager’s personality manifests itself as a set of personal competencies. Among the most significant personality competencies, experts include result-orientedness, optimism, honesty, adaptability, creativity, and intuition. Project manager’s personal competencies act as the core of the project management competency model and significantly affect professional technical competencies, primarily leadership, communication, and emotional intelligence. The novelty of the results obtained lies in the streamlining and deepening of theoretical ideas about a project manager’s personality and its role in the project management competencies formation. The study results are recommended to be used in training programs development for project managers and personnel selection.

Explaining the Dimensions and Components of the Competency Model for Managers of Iran's Water Resource

Objective: The objective of this study was to elucidate the dimensions and components of the competency model for managers at Iran's Water Resource Management Company, aiming to identify the specific competencies needed to navigate the complex challenges of water resource management effectively. Methodology: This qualitative study employed semi-structured interviews to collect data from 19 participants, including both academic experts and experienced officials within the water resource management sector. The participants were selected based on stringent criteria related to their experience and expertise in the field. Data analysis was conducted using NVivo software to ensure thorough thematic analysis and theoretical saturation. Findings: The study identified five main themes integral to managerial competency in water resource management: Leadership Competence, Technical Competence, Interpersonal Skills, Analytical Abilities, and Adaptability and Learning. Each theme comprised various categories with specific competencies, such as visionary and ethical leadership, technical and financial management skills, effective communication and collaboration abilities, critical thinking, and continuous personal and professional development. Conclusion: The competencies identified are essential for the effective management of water resources in Iran, highlighting the need for a holistic approach to managerial training and development. The competency model developed provides a structured framework that can guide training initiatives and enhance managerial practices, thereby supporting sustainable water resource management.

Leadership competency model for public safety mid-level managers

This study employed a quantitative research approach, focusing on numerical responses to establish competencies for adaptive leadership in the Public Safety Officers Advanced Course (PSOAC). A survey questionnaire gathered substantial quantitative data, analyzed through Exploratory Factorial Analysis (EFA) and Confirmatory Factorial Analysis (CFA). The study identified four criteria for designing the leadership competence model: Persuasive Vision, People Development Management, Resiliency, and Reflective Practice. The CFA results confirmed the well-fitting model, supported by NFI (.908), IFI (.982), TLI (.970), and CFI (.981) indices above .900, with a RAMSEA value of .046. The adaptive leadership competency model aims to establish clear competencies for the PSOAC, with potential ease of acquisition if the Philippine Public Safety College administration supports its implementation. Recommending the inclusion of this model in a standardized Program of Instruction (POI) can empower Police Captains to respond effectively to 21st-century public safety and security challenges.

Designing the competency model of human resource managers based on paradox theory (case study: information and communication technology industry)

PurposeThe main goal of any organization is to achieve the best quality of work through employees, and managers play a very important role in this field. Managers and leaders of organizations often face with paradoxes that make decision-making difficult. The purpose of this paper is to develop a competency model for human resource managers considering the importance of the role of paradoxes for organizations.Design/methodology/approachThe research methodology is of a mixed type and with an approach based on paradox theory and using theme analysis and fuzzy Delphi, it seeks to provide a model of paradoxical managers’ competence. The statistical sample included 11 experts working in the information and communication technology industry, who were selected using the snowball and judgmental sampling method.FindingsThe results of this research show that the competency model of human resource managers has three managerial, organizational and individual levels and has 15 themes including strategic partner, organizational knowledge, awareness of the industry environment, awareness of the external environment, paradoxical thinking, managerial knowledge, relationship management, resource management , leadership, human resources analyzer, information technology (IT) knowledge, personality traits, development, multitasking and cognitive competence. The most important theme identified is paradoxical thinking and familiarity with IT knowledge, and it is suggested that human resource managers working in this field should preferably study technical and engineering fields at the undergraduate level and shift to human resource management fields at the graduate level.Originality/valueThe distinguishing feature of this paper is the presentation of a competency model based on paradox theory. Paradoxes are part of organizational life. Therefore, there should be a paradoxical view in all organizational analysis.

Development, Measurement, and Validation of a Managerial Competency Model in Spain

Abstract: Modernization of Public Administration (PA), to provide a high-quality service, requires improvements in managerial personnel assessment processes. For this purpose, we developed and validated a management competency model that would enable Spanish PA to enhance organizational achievements and prevent corrupt practices. Relations between managers’ competencies and their performance would be perceived as a fairer assessment of human resources processes and ultimately lead to the promotion of ethical behavior within the organization. We followed a mixed-method approach. Study 1 began with a content analysis of articles referring to managerial competencies, followed by Focus Groups and a Delphi panel procedure with subject matter experts, which resulted in a model of eight competencies. Based on this model, in Study 2, we developed a reliable and invariant-across-gender questionnaire (Public Manager Competencies Questionnaire – PUMACQ), which was validated with composite performance criteria (task, contextual, and unethical pro-organizational behavior), by means of a cross-sectional design survey on public managers from around Spain ( N = 439), using structural equation analyses. Our main results show significant relationships between job performance and the competencies of leadership, communication, engagement with PA, innovation orientation, and ethics. Finally, we discuss the practical applications of the results in the public context.

Improving Farm Cooperatives’ Performance and Sustainability: A Study of Agricultural Managers’ Competencies Based on the Grounded Theory and the fsQCA Methods

As an effective talent selection and performance management method in enterprises, can the competency model also play an essential role in farm cooperatives? Limited research currently focuses on improving farm cooperatives’ performance through agricultural managers’ competency. Our study takes the initiative to create the “agricultural manager competency model,” which includes five competency dimensions: knowledge and technology, personal capabilities, career orientation, personality traits, and intrinsic drive. On this basis, the multiple competencies are analyzed by the fuzzy set qualitative comparative analysis(fsQCA). We found that agricultural managers improve the performance of farm cooperatives. There are four paths to generate high performance, which summarize three types of agricultural managers: technical career, managerial career, and integrated entrepreneurial.

A Study on Nurse Manager Competency Model of Tertiary General Hospitals in China.

(1) Background: The nurse manager competency model is widely used in hospitals in the management of nursing human resources. This study aimed to construct a scientific and practical model of nurse manager competency, which can be used as a tool by hospitals to select nurse managers. (2) Methods: The nurses’ competency indicators were first collected through a literature review and behavioral event interview, and the preliminary screening of competency elements was based on the Delphi method. Then, questionnaires and statistical analyses were used to determine the elements of the model. The reliability was determined using Cronbach’s alpha. Factor analysis was used to delineate the dimensions of the model. (3) Results: The results of the factor analysis show that the 22 competency elements were grouped into the four dimensions of leadership and management ability, personal traits, professional quality, and professional ability. The Cronbach’s alpha coefficients of the four dimensions ranged from 0.745 to 0.885, which indicated a high level of reliability. The result of the factor analysis indicated a high structural validity and fitting effect. (4) Conclusions: Our study indicates that the nurse manager competency model of tertiary general hospitals is an instrument with fair reliability and validity that fully reflects the characteristics of nurses in Chinese public hospitals.

Developing a Personal Leadership Competency Model for Safety Managers: A Systems Thinking Approach.

The roles of all levels of management in influencing safety, particularly in a complex work environment, are crucial. Therefore, safety managers need to develop leadership competencies (i.e., effectiveness in terms of person-oriented behaviours) to reinforce their influencing capabilities through their safety responsibilities. However, practising leadership behaviours without considering how and when these behaviours should be executed is not enough. Therefore, this paper develops a personal leadership competency model by adopting the Systems Thinking approach. The model was developed by conducting exploratory factor analysis and confirmatory factor analysis of three behavioural leadership competencies (emotional, social and cognitive) selected to fulfil the holistic view of Systems Thinking. Data were collected via self-administered questionnaire surveys. A total of 180 valid responses were received from construction managers responsible for overseeing site safety. The statistical results revealed three factors belonging to emotional competency—achievement orientation and adaptability, positive outlook, and emotional self-control. Regarding social competency, four factors represented it—teamwork, organisational awareness, coach and mentor, and conflict management. Finally, cognitive competency was found to be formed by two factors—interaction recognition and pattern recognition. All nine identified factors should, in combination, help safety managers to achieve a better understanding of themselves, of others and of their worksite environments.

Survey of graduate supply chain courses: content, coverage and gaps

PurposeThis paper aims to provide the results of a survey of courses dedicated to the field of supply chain management in higher education. This research is unique because it represents the first large-scale study of graduate supply chain management courses taught at universities globally.Design/methodology/approachContent analysis was performed on each syllabus to identify the actual course content: requirements, pedagogy and content emphasis. This aggregated information was used to compare historical research findings in this area, with the current skills identified as important for career success. This data provides input for a gap analysis between offerings in higher education and those needs identified by practitioners.FindingsData gathering efforts yielded a sample of 112 graduate courses representing 61 schools across the world. The aggregate number of topics covered in graduate courses totaled 114. The primary evaluation techniques include exams, projects and homework. Details regarding content and assessment techniques are provided along with a gap analysis between the supply chain management course content and the needs identified by APICS Supply Chain Manager Competency Model (2014).Originality/valueThe goal is to use this data as a means of continuous improvement in the quality and value of the educational experience on a longitudinal basis. The findings are designed to foster information sharing and provide data for benchmarking efforts in the development of supply chain management courses and curricula in academia, as well as training, development and recruitment efforts by professionals in the field of supply chain management.

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.

Nurse Manager Competency Model in a Teaching Hospital

Introduction: Nurse managers in carrying out their duties must have a variety of competencies, one of which is managerial competencies. A model of competency for nurse managers will assist them in shaping their roles as managers in a teaching hospital. This study aims to develop the managerial competency model for nurse managers at the teaching hospital.Methods: The research design used in this study was action research. This research was conducted with 20 nurse managers who work at inpatient wards of the teaching hospital. Participants were selected by purposive sampling approach and have accepted to participate in the research. The data were obtained by using interview through focus groups discussions. The content analysis method was employed for analyzing the data. Results: This study found six domains of managerial competencies of nurse managers: 1) provision of patient care (assignment methods, clinical excellence, collaborators, patient safety, evidence-based practice), 2) resource management (personnel management, information and technology management, equipment management, supplies management), 3) leadership (commitment, conflict resolution, negotiator, role model, professional mentor, initiator, motivator), 4) self and staff development (effective communication skills, interpersonal relationship skills, tridharma function of nurses), 5) customer and service orientation (team builder, customer service, quality improvement), and 6) function of preceptorships (basic teaching skills, clinical skills). These 24 fundamental competencies are rooted in caring foundation.Conclusion: Nurse managers in teaching hospitals should possess a set of managerial competencies to perform their optimal roles in order to achieve the unit goals. This model will provide comprehensive and solid ways for nurse managers to improve their performance. Therefore, the set of nurse manager competencies needs to be standardized across the setting.

Developing a Competency Model for Middle Class Managers at Weaverly Clothing Company in Zimbabwe

The paper focuses on developing a competency model for middle class managers at Weaverly Clothing Company in Zimbabwe. A mixed approach and case study design were used in this study. The targeted population of 30 managers was used with a sample of 25 middle managers. Methods: An open and closed ended questionnaire was used as a data collection tool. Findings: A competency model for middle class managers at Weaverly Clothing Company is a key tool that contributes to employee performance. A competency model with a set of eight competencies was developed and the elements are as follows: financial competences; leadership competences; communication competences; technical competency; strategic competences; team building competences; professional competencies; and networking competences. Challenges: Middle class managers at Weaverly Clothing Company faces some challenges and these are: inability to network with others; lack of interpersonal competences; lack of technical competences and lack of strategic competences and lack of leadership competences. Recommendations: Weaverly Clothing Manufacturing Company must add value either through merit compensation or promotion opportunities. Without the organization valuing the competencies, employees and supervisors will not pay the appropriate attention to competency development; there is also a need for an integrated approach to leadership and management selection and development use the developed competency model for middle class managers in order to reduce training costs, reduce staff turnover or increase employee productivity, enhance performance, and as well invest in the competencies of individuals working in the organization in order to increase performance.

Competency model for human resource managers in crises

Human resource (HR) managers are the most decisive factors in the success or failure of organizations and realize the organization’s goals with their competency. Since managers competency under crisis is completely different from that under normal circumstances and recognizing these competencies seems essential for effective management, this research was conducted to propose a competency model for human resources management [HRM] under crisis. This study applied a descriptive survey in terms of methodology and objective. The population comprised 35 experts and 2430 employees of Red Crescent, Municipality, and Provincial Government of Tehran, Iran. Two methods used to analyze research data and obtain results were the Delphi technique with interpretive structural modelling and factor analysis. According to the analysis, as viewed by experts, 5 factors, including Iranian-Islamic, personality, interpersonal, organizational, and extra-organizational components, along with 18 subcomponents were determined as components of competence for HR managers in crises. Results showed that the following were accepted as priority indices from each component: domination of religious values, Iranian-Islamic morality, and fairness from the Iranian-Islamic components; pragmatism, adherence to morality, and assiduousness from the personality components; strategic leadership, efficient resource allocation, organizational intelligence, citizen orientation, and crisis management from the organizational component; and political intelligence, business acumen, and cultural Intelligence from the extra-organizational components.

The Development of Competency Models for Sales Manager Based on the Grounded Approach in the Retail Entities in Zimbabwe

The development of competency models in the sales management profession using the grounded approach in the retail entities in Zimbabwe indicates that sales manager’s competence are key to of retail entities gaining the competitive advantage. With models of marketing evolving to respond to the open market, there are variations in the competency requirements and functions in which people must play for future success, resulting in the emergence of new kinds of sales professionals. Sales managers play a critical role in retail entities in conveying customer value addition, and the way they fulfill this role is directly influenced by sales managers, the most critical element in a productive sales force. The purpose of this research was to synthesize sales manager competency based on the grounded approach in the retail entities in Zimbabwe that can assist in improving, team, individuals and retail entities performance, and generate an acclaimed uses of the competency model that could serve as a guide for human resources management (HRM) initiatives to increase levels of sales force effectiveness. The study is premised on grounded theory which is molded by symbolic interactionism when entering a research setting and any research topic to get familiar with the specific behaviour at the symbolic and interactional levels. Finally, the paper will offer recommendation to the retail entities in Zimbabwe in a way, it can address the challenges of developing a competency model for sales managers based on the grounded approach in the retail entities in Zimbabwe.

Evidence‐Based Management Competency Model for Managers in Hospital Settings

AbstractEvidence‐based management (EBMgt), which refers to using the best‐quality evidence from different sources in decision‐making, is becoming an imperative for managers in both profit and non‐profit sectors. Yet, the competencies underlying EBMgt have not yet received much attention. Therefore, the aim of this study is to identify the foundational and functional competencies of evidence‐driven managers working in hospital settings and develop an empirically based competency model for evidence‐driven managers. We collected qualitative data using semi‐structured interviews and the critical incident technique from 36 executive managers from 11 hospitals in Lebanon about the competencies of managers who use EBMgt when approaching problems and making decisions. Using inductive coding, we identified 13 competencies that we grouped into four dimensions: technical, cognitive, interpersonal and intrapersonal. We further classified the specific competencies underlying each of the dimensions into foundational and functional, and highlighted those that are critical for the practice of EBMgt in hospital settings, including open mindedness, research knowledge and skills, ethicality in research, resourcefulness and relationship management.

Leadership and Management Competencies for Hospital Managers: A Systematic Review and Best-Fit Framework Synthesis.

ObjectiveCompetent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system. To improve their management competence, understanding of management competency requirements is important. The purpose of this study was to synthesize the evidence related to the leadership and management competencies in healthcare organizations through the best-fit method.MethodsA systematic review of literature published between 2000 and 2020 was performed to identify studies focusing on confirming and/or identifying the competency requirements of hospital managers. The best-fit framework synthesis method was used to map the identified competencies and associated behavioral items against the validated management competency assessment program (MCAP) management competency framework.ResultsTwelve studies were identified for inclusion in the review. The mapping of the identified competencies and behavioral items generated a competency model for hospital managers that can apply for different healthcare context. The new competency model includes the following seven core leadership and management competencies: evidence-informed decision-making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism.ConclusionThis review and the mapping of the competencies identified in previous studies against the validated MCAP framework has resulted in the recommendation for an extended leadership and management competency framework for health service managers. It provides guidance for the formulation of training and development directions for the health service management workforce in a different healthcare context.

Communication Competency Model for Human Resource Managers of Banking Industry

Communication Competency Model for Human Resource Managers of Banking Industry