People Capability Maturity Model Research Articles

Effective Talent Management Practices of Small and Medium-Size Businesses

Effective Talent management strategies to acquire, develop, and retain employees are essential, as 73% of business leaders in the United States identified that good human resources practices favorably affect the efficiency and effectiveness of business operations. Based on the people capability maturity model and transformational leadership theory, the purpose of this qualitative multiple case study was to explore the successful strategies that leaders of small and medium-size businesses (SMBs) used to acquire, develop, and retain employees. The case population comprised five SMBs’ leaders who had successfully used talent management strategies to acquire, develop, and retain employees for more than 5 years, and four employees who had worked with the SMBs for more than 5 years. The selected leaders participated in face-to-face semistructured interviews while the employees participated in a focus group. The data analysis process followed Yin’s five-phase analysis cycle; entailed an analysis of interview responses from individual interviews, the focus group interview, and a review of related documents. Four themes emerged from the data analysis: conducting management assessments, following recruitment and selection guidelines, empowering and enabling employees, and fostering workplace loyalty. A recommendation is that SMBs’ leaders prepare training manuals from their successful procedures for internal use and benchmarking with other SMBs. The study’s findings could contribute to positive social change by enabling leaders to improve employee development and retention for more productive employees and higher revenues to benefit society through employees becoming mentors and volunteers in local communities.

The Measurement of Information and Communication Technology Literacy: A Case Study of the Village Officials in Purbalingga

The application of e-government for agencies from the basic level, sub-district, aims to create single-united data to be accessed from sub-district to district and even national. Then, human resources capability in Information and Communication Technology (ICT) literacy is also essential to maximize the application of e-government. However, the implementation of egovernment in Purbalingga has not been carried out optimally due to the lack of use of computers and the Internet by village officials. The research aims to measure the level of ICT literacy of village officials and the correlation between computer literacy and Internet literacy. The research is a quantitative study using a survey method with the People Capability Maturity Model (P-CMM) concept. Around 108 village officials in Purbalingga are involved in the research. The results show that ICT literacy is still at level 2. It implies that the village officials use computers and the Internet many times with the same usage pattern to assist their jobs. In addition, the correlation between computer literacy and Internet literacy is positive and strong. It means that if computer literacy increases, Internet literacy will also increase. Therefore, it is concluded that village officials in Purbalingga are accustomed to doing daily activities using computers and the Internet with the same usage pattern.

Mengukur Tingkat Literasi Teknologi Informasi dan Komunikasi Mahasiswa di Indonesia

Nowadays, Information and Communication Technology (ICT) competence or literacy is an essential. The study measures the students' ICT literacy level and identify the influencing factors. It uses the People Capability Maturity Model (P-CMM) and Digital Competency frameworks. Data were collected using a questionnaire from a random sample of 400 students in Indonesia. The questionnaire used is a self-efficacy method, where respondents answer questions with self-reflection. The literacy level is the average of the responses. The influencing factors were evaluated by multivariate regression analysis. The results show that the level of ICT literacy of Indonesian students is at the level three (defined) of the five levels of the P-CMM framework, indicating that on average students understand and can apply ICT consistently to achieve their goals. This study found ICT literacy is influenced by the availability, accessibility, frequency of use, and duration of use of ICT infrastructure. Educational background, social science or exact, moderates the relationship between duration of use and levels of ICT literacy. In terms of competence, college majors have an effect on all areas of ICT competence (internet activities, communication and collaboration, digital content, security and problem solving). The level of parental education only has a significant effect on security competence and problem solving.

Application of People Capability Maturity Model in Business Process Outsourcing Enterprises- A Study With Reference to Tamil Nadu

Application of People Capability Maturity Model in Business Process Outsourcing Enterprises- A Study With Reference to Tamil Nadu

People Process Excellence and Business Outcomes A Structural Equation Modeling based analysis

People capability maturity model (PCMM) developed by Carnegie Mellon is one of the foremost business excellence models in the people management area and this model has been extensively applied in the technology services industry. This paper attempts to link through a conceptual framework the various people process excellence variables of PCMM to the state of organisational maturity attained as well as the consequent business outcomes. The framework has been validated empirically with data from 521 participants in the technology services industry in an emerging market context. Confirmatory factor analysis techniques have been used to validate and develop a measurement model. Such a model is further refined using basic structural equation modelling (SEM) techniques to make it more robust. The results of SEM are critically evaluated in comparison with corresponding regression modelling results. The findings of this research study validate that people excellence variables positively influence organisational maturity and this further leads to beneficial business outcomes across staff, firm and customer dimensions.

People process excellence and business outcomes - a structural equation modelling-based analysis

People capability maturity model (PCMM) developed by Carnegie Mellon is one of the foremost business excellence models in the people management area and this model has been extensively applied in the technology services industry. This paper attempts to link through a conceptual framework the various people process excellence variables of PCMM to the state of organisational maturity attained as well as the consequent business outcomes. The framework has been validated empirically with data from 521 participants in the technology services industry in an emerging market context. Confirmatory factor analysis techniques have been used to validate and develop a measurement model. Such a model is further refined using basic structural equation modelling (SEM) techniques to make it more robust. The results of SEM are critically evaluated in comparison with corresponding regression modelling results. The findings of this research study validate that people excellence variables positively influence organisational maturity and this further leads to beneficial business outcomes across staff, firm and customer dimensions.

A Scale to Measure Perceptions of Organizational Maturity

While there are several standard scales in use for measuring various dimensions of human resource management, research is very limited in terms of scale development for variables that form part of the People Capability Maturity Model (PCMM) for organizational maturity. This study covers a perception measurement scale for people governance variables and organizational maturity developed, validated with industry experts and statistically tested. The scale was developed with 113 items grouped into 11 variables covering governance, staffing, performance management, rewards, quality, training, organizational maturity and business outcomes around staff, firm and customer aspects. The reliability analysis was performed for each of the variables based on inputs from 521 respondents across the services industry. The respondents were experienced professionals in functional management and human resources. Detailed analyses of results provide high scores for the variables, indicating good consistency of items. Convergent and discriminant validity analyses were performed for evaluating validation of item dimensions within each of the variables. The overall results indicate that the newly developed scale is a reliable and validated one to measure variables around people, process and organizational maturity, for researchers particularly in the services industry. This fills in a missing gap in terms of a validated scale for measuring people management variables. Further research can be done to extend this scale to other industries and to look at a model fitment across the related variables.

People Capability Maturity Model (P-CMM) Facing the Key HR Challenges of MSME in India: A Theoretical Approach

Micro Small and Medium Enterprises (MSME) have a significant role in the growth of Indian economy and contribute to generating employment especially in the rural areas. But, the performances of the MSME in the globalization period have not been satisfactory as the number of sick MSME is increasing year by year. The MSME in India now face a tough competition from large industries and are not adequately equipped to compete with the global players. There are many challenges in the MSME of India and HR practices are one of the major problems. Many industries claimed that the P-CMM is a strategy for transforming an organization in the modern era by improving workforce practices progressively. Therefore, this paper specifically tries to enlighten the important of P-CMM and its relevant applications to solve the HR problems faced by the MSME of India.

Prioritization of Components of the System of Communications and Coordination Using the People Capability Maturity Model, Case Study: Ghom General Office of Foundation of Martyrs and Veterans Affairs

Now a day many organizations endeavor in evolution of their processes to gain more maturation. A high percent of these organizations have selected maturity models to be able to design a map of a trajectory that prepares and makes them fertile for institutional maturity. The purpose of using this model in the organization is continuous development of people skillfulness. In this research, in addition to introducing people capability maturity model, we will prioritize components of the system of communications and coordination of the general office of Foundation of Martyrs and Veterans Affair in the province of Ghom using this model. This research was descriptive-survey study in kind and instrument of data collection was researcher formulated questionnaire with 21 items. After confirmation of validity and reliability of the research data using SPSS 18 software, results show that the components of system of communications and coordination of the general office of Foundation of Martyrs and Veterans Affair in Ghom province based on the model of people capability maturity and the Friedman test are in order of priority: executive commitments, executive ability, executive activities, confirmation of implementation and evaluation. It should also be noted that the situation of the components of evaluation and executive confirmation with attention to the mean obtained is not at a desired level and there is need for implementation and institutionalization efforts for establishment of a system of communications and coordination in these sections of the mentioned organization. DOI: 10.5901/mjss.2016.v7n3s2p71

Application and development of the people capability maturity model level of an organisation

In the knowledge economy era, a human resources system is crucial for corporate management. Questions on how to fully present workforce capability, how to integrate organisational systems and practices, and how to develop workforce capability and achieve organisational goals have yet to be answered. The people capability maturity model (P-CMM) is based on the concept of process and presents five maturity levels to guide an organisation and progressively improve the workforce capability of the organisation. The purpose of this study was to apply the people capability maturity level to the organisational management of a case company and developed strategies to enhance the people capability maturity level of the case company. This qualitative study included document analysis and semi-structured interviews to determine the goals of organisational ability and management performance. Finally, the researchers proposed a feasible method for improving the people capability maturity level of the case company to the third level defined by the P-CMM and the establishment of key process areas.

Organising the Training Process in Polish Companies Operating on International Markets

Training programmes enable employees to develop general and firm-specific competences. In companies that operate on international markets, such programmes also provide the transfer of best practices, routines and procedures between the parent firm and subsidiary. Given the importance of human capital in building sustainable competitive advantage, the training process should be professionally designed and executed. Operating on the domestic market makes it easier to properly design and execute training than it is for companies entering foreign markets. The article presents the results of research that sought to verify the professionalisation of training in 50 Polish companies entering foreign markets. General guidelines for how the process should be executed and the People Capability Maturity Model were used to evaluate the training.

Application of People Capability Maturity Model in I.T Industry

The present study was conducted to examine the implementation of PCMM in the Indian IT Industry by analyzing the perceptions of managers regarding the reasons for PCMM implementation, people related issues and benefits of PCMM. The objectives of the study were to gain a conceptual understanding of PCMM, to examine the methods and application of PCMM in IT industry and to gain an overview of the dissemination of PCMM on organizational field by focusing on the implementation of PCMM in organizations, and its impact on the effectiveness of people management and the overall business. Based on the findings of literature review a questionnaire was developed using Google Docs. Subjects of this study were managers belonging to middle and higher managerial positions of various IT companies with PCMM certification ranging from Level 2 to Level 5. The data collected was then analyzed using statistical tools like SPSS and Microsoft Excel. The survey brought out that the reasons for PCMM certification do not vary significantly across IT companies. The Level of PCMM to which an employee’s organization belonged had a significant impact on his/her perception of factors leading to success of IT projects. Reducing turnover was rated as the most prevalent issue followed by overcoming low morale and burnout, and identifying competencies. Integrating workforce development with process improvement was ranked as the most important benefit of PCMM implementation.

Human resources development indicators for software project management

Nowadays, organizations cannot afford maintaining people who evidently are not contributing to fulfill the objectives of the project. Project Manager not only must know in a subjective way the development of the staff, but he/she should perform a monitoring what permit him/she knows the human resources development in the project. For that, we have chosen a group of indicators which are used for controlling the different parameters of the staff. These indicators are based on the People Capability Maturity Model (P-CMM) and the Project Management Body of Knowledge (PMBOK).Keywords: Software Engineering, Software Processes, Software Project Management, Human Resources Management.Nigerian Journal of Technological Research, vol 7(1) 2012

PCMM: Human Development Technology and People Process for the Future

The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. This article explores PCMM as an active HR and Human Capital Development Framework.

English

  This study reviewed and categorised human resource literature into the triad areas of, human resource management (HRM), human resource development (HRD), and organisation development (OD). It further collated underlying concepts in HRM, HRD and OD and built a classificatory scheme, which was analysed, and found to compare favourably with the People Capability Maturity Model (P-CMM), a concept known for higher organisational maturity. However, results from seven leading manufacturing and engineering companies in Pune (India) and interviews with fifteen HR experts revealed that the P-CMM was an unknown quantity. Instead, companies and practitioners were found to be in favour of such mundane concepts as: 5-S, Kaizen, Sigma Six, performance management system (PMS), employee satisfaction surveys (ESS) and ISO standards, amongst others. That notwithstanding, the maturity levels of these companies were found to be high, over 73.2%, which was not expected as the above practices, unlike the P-CMM seem, disjointed. Thus the practices were further investigated to establish the extent to which they could contribute to organisational maturity. The investigation revealed that the practices are based on the Deming’s improvement cycle of Plan-Do-Check-Action, the very foundation of the P-CMM. It was thus observed that when a number of these practices are applied simultaneously, repeatable organisational processes are achievable hence the high maturity levels noted.   Key words: Human resource management, human resource development, organisation development, people capability maturity model, human capital.

Analyzing Human Resource Management Practices Within the GSD Context

The development of software across different countries (and time zones) differs substantially from software development in one single country or region. The management of processes and people, who work in globally distributed teams, requires a high level of coordination and collaboration which needs to be based on established human resource management practices. The People Capability Maturity Model (People-CMM) provides a complete framework that enables quality in human resource management to be improved. However, today, the adoption of the People-CMM within organizations using Global Software Development (GSD) is not an easy task. This paper uses an empirical study to analyze the implementation of the People-CMM within the GSD context. Results confirm that cultural and communication problems are the main challenges in the implementation of the People-CMM adoption within GSD scenarios.

Using People-CMM for Diminishing Resistance to ITIL

Information Technology (IT) now plays a fundamental role in most organizations. This increased responsibility and consequent impact in business performance leads to a higher demand and tighter control on IT Departments. To respond to these requirements, IT Departments have been implementing Service Management frameworks, with ITIL currently being the most popular. However, many ITIL projects fail, and the most commonly documented cause is organizational resistance. The main goal of this research work is to test the hypothesis that using best practices described in the People Capability Maturity Model (People-CMM) framework for improving organizational maturity has impact on achieving a greater ITIL maturity as well. This hypothesis was evaluated in three real-world case studies, and based on the results; the conclusion reached was that the hypothesis cannot be rejected. However, more research is needed to prove a cause-effect relation between People-CMM and ITIL.

Os modelos multiestágios de maturidade: um breve relato de sua história, sua difusão e sua aplicação na gestão de pessoas por meio do People Capability Maturity Model (P-CMM)

O objetivo deste artigo teórico é discutir o desenvolvimento e a aplicação de modelos multiestágios de maturidade nas organizações e, em particular, o modelo de maturidade People Capability Maturity Model ou P-CMM (Curtis, Hefley, & Miller, 1995, 2002), uma metodologia inovadora que busca mensurar o nível de maturidade em gestão de pessoas nas organizações. A partir de um esforço de pesquisa bibliográfica do tema, o artigo, de caráter teórico e exploratório, recupera o desenvolvimento histórico recente dos modelos de maturidade e apresenta suas principais contribuições. Inicialmente são apresentados os fundamentos teóricos dos modelos baseados em estágios. Em seguida discute-se a difusão desses modelos na área organizacional. Finalmente, apresenta-se o modelo P-CMM e discute-se sua metodologia e aplicação. Observa-se que o P-CMM promove um diagnóstico e uma orientação dos processos organizacionais, mensurando a progressão dos estágios de maturidade, orientando, em cada estágio, as práticas consistentes para desenvolver, organizar e gerar a melhoria contínua na gestão das pessoas.

Organisational maturity and functional performance

This article examines the maturity of company practises from two different perspectives. The overall management system is analysed by using the People Capability Maturity Model. The maturity of an operational function is scrutinised by using the Verification and Validation Maturity Model (V2M2). Verification and Validation (V&V) was chosen as an example as it has become a challenging function for the management of the high technology sector. Even the best performer in the managerial maturity analyses, a major Scandinavian telecom company has significant difficulties with the V&V maturity. Typically, small and medium sized companies should concentrate on developing their overall management system before they can reach high maturity in single operational functions.

Mentoring programmes: a study of the Spanish software industry

Mentoring is a very important tool for the development of human capital in Information Technology (IT) organisations. In such organisational environments, professional practice must be continually revised and improved in order to adapt workers competences' to technical innovations. As a result of these circumstances, mentoring practices are widely accepted in these particular types of organisations and several maturity frameworks in the IT field (such as People-Capability Maturity Model (People-CMM)) recommend mentoring as a practice to develop and retain IT personnel. Due to the ever-growing importance of mentoring processes in technology firms, in this work we point out the best way to design and apply mentoring programmes in three multinational companies devoted to technological consulting. Our main goal is to compare and provide an accurate benchmarking of the application of mentoring programmes in these three companies, with the recommendations provided by reference frameworks such as People-CMM. The outcome shows that there is a potentially large discrepancy between the practical application of mentoring programmes in the selected multinational companies and the relevant theoretical recommendations of People-CMM guidelines.