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Introduction – the competency movement: its origins and impact on the public sector

Introduction – the competency movement: its origins and impact on the public sector This introduction seeks to locate the origins of the competency management in American and British management concerns with declining international competitiveness and the need for more efficient and effective managers. It examines the distinctive American and British approaches and identifies and defines the ideas, concepts and techniques associated with competency in each country. The transfer of these ideas and practices into the public sector accompanied the spread of new public management, which has increased throughout the 1990s. The movement is now an international one prompted by both the OECD and the management consultancy industry. The process of adoption and implementation has tended to be pragmatic and ad hoc but evidence suggests it is now becoming an important vehicle for organisational cultural change. This introduction provides the backdrop for the remaining five articles in this special issue of the journal, which illustrate both developments in theory and practice of competency‐based management within public services. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Introduction – the competency movement: its origins and impact on the public sector

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550010350283
Publisher site
See Article on Publisher Site

Abstract

This introduction seeks to locate the origins of the competency management in American and British management concerns with declining international competitiveness and the need for more efficient and effective managers. It examines the distinctive American and British approaches and identifies and defines the ideas, concepts and techniques associated with competency in each country. The transfer of these ideas and practices into the public sector accompanied the spread of new public management, which has increased throughout the 1990s. The movement is now an international one prompted by both the OECD and the management consultancy industry. The process of adoption and implementation has tended to be pragmatic and ad hoc but evidence suggests it is now becoming an important vehicle for organisational cultural change. This introduction provides the backdrop for the remaining five articles in this special issue of the journal, which illustrate both developments in theory and practice of competency‐based management within public services.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Jul 1, 2000

Keywords: Competences; Public sector; Skills; Human resource management

References

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