An exploration of the relationships between the adoption of managerial competencies, organisational characteristics, human resource sophistication and performance in Irish organisations

An exploration of the relationships between the adoption of managerial competencies,... This paper is developed from research conducted with the Irish Management Institute. A model is presented to illustrate the relationships between the adoption of competency‐based human resource management and a range of other variables. These include HRM sophistication and several organisational characteristics. The linkages to business performance are also explored. The empirical evidence to validate this model was derived from a 114‐company respondent survey. Key findings are that organisational characteristics impact on the adoption of competencies, particularly company size and length of time in operation. Another finding is the effect of HR sophistication on the incidence of competency frameworks at company level. Organisations which already have sophisticated and well resourced HR processes in place are more likely to use competencies. The final finding relates to organisational performance. Organisations which are performing well are more likely to adopt competencies. This might also be interpreted as meaning that organisations which adopt competencies are more superior performers, although the cross‐sectional evidence presented here does not allow us to make this assertion with full confidence. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

An exploration of the relationships between the adoption of managerial competencies, organisational characteristics, human resource sophistication and performance in Irish organisations

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0309-0590
DOI
10.1108/03090590010321098
Publisher site
See Article on Publisher Site

Abstract

This paper is developed from research conducted with the Irish Management Institute. A model is presented to illustrate the relationships between the adoption of competency‐based human resource management and a range of other variables. These include HRM sophistication and several organisational characteristics. The linkages to business performance are also explored. The empirical evidence to validate this model was derived from a 114‐company respondent survey. Key findings are that organisational characteristics impact on the adoption of competencies, particularly company size and length of time in operation. Another finding is the effect of HR sophistication on the incidence of competency frameworks at company level. Organisations which already have sophisticated and well resourced HR processes in place are more likely to use competencies. The final finding relates to organisational performance. Organisations which are performing well are more likely to adopt competencies. This might also be interpreted as meaning that organisations which adopt competencies are more superior performers, although the cross‐sectional evidence presented here does not allow us to make this assertion with full confidence.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Mar 1, 2000

Keywords: Competences; Human resource management; Organisational performance; Ireland

References

  • Organizational alignment as competitive advantage
    Powell, T.C
  • Clarifying the use of competence and competency models in recruitment, assessment and staff development
    Rowe, C

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