This document reviews literature on competency-based management and its uses in organizations. It defines competency-based management as focusing on identifying the skills, knowledge, and behaviors needed for effective job performance. Competency models link these competencies to human resources processes like recruitment, training, performance evaluation, and compensation. The literature finds that competency-based management can improve organizational performance by developing employees' competencies, increasing workforce flexibility, and better integrating HR strategies with business goals. However, more research is still needed on competency-based management practices in Indian organizations specifically.
This document summarizes a case study of problems faced by a large financial organization in Pakistan in managing its human resources, specifically its Management Trainee Program. Interviews with 45 management trainees revealed issues like lack of proper on-the-job training, trivial work assignments, long working hours, and lack of pay increases despite high demand and better compensation elsewhere in the industry. This led to low morale, increased turnover, and a "mutiny" among trainees. The case was analyzed through the lenses of motivation theories like equity theory, Herzberg's theory, Maslow's hierarchy of needs theory, expectancy theory, and McGregor's Theory X and Theory Y. It was found that trainees felt undervalued compared to peers elsewhere,
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
This document discusses the strategic role of human resources in organizational transformation. It makes three key points:
1) Human resource managers must understand organizational strategies and ensure HR programs support strategic goals. This includes evaluating employee competencies, developing training programs, and communicating strategies to employees.
2) HR programs must be tailored to changing business needs and evaluated for effectiveness. Managers must demonstrate how initiatives improve performance and contribute to goals.
3) HR helps organizations adapt to changing work environments through skills assessment, motivation programs, change management strategies, and integrated HR systems that support each other and organizational transformation.
HR Strategies to Retain Employees and Building Their Competencyijtsrd
The search for best ways to attract, develop and utilize organizational people the deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives among the wide range of organizational processes relating to developing, retaining and utilizing high performing employees is employee operational and functional competencies. HR strategies modified hiring practices and career paths to ensure multi competence. The deliverables from management of contribution are increased employee commitment and competence, but also its influence to change, meet employee expectations, and increase financial performance. The principal thrust of this study therefore is to review prior literature with the aim of unraveling such employee competencies that significantly impact the management of talent in the workplace. Using a non empirical approach, the review of extant studies reveals that the skills, knowledge and abilities of employees influence on individual and organizational objective. In this study reveals recruitment and selection, training and development, workforce planning and career paths, compensation and succession planning for employee sustainable. The paper concludes that tying core competencies with concept of HR strategies and retention means of upgrading and retaining their valuable workforce. To achieve this, the paper recommends the building of competency, the identification and possession of high performing behaviors the development of competency related researches. Rajendra Prasad G R | Dr. Manjunath, K. R "HR Strategies to Retain Employees and Building Their Competency" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35899.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/35899/hr-strategies-to-retain-employees-and-building-their-competency/rajendra-prasad-g-r
This document discusses the importance of talent management in business strategy. It reviews literature on the topic and finds that talent management plays a key role in modern organizational strategies. Specifically:
1) Talent management helps organizations discover and utilize the unique behavioral attributes of human resources, which can contribute greatly to an organization's value if harnessed effectively.
2) Recent literature emphasizes that organizations must develop their intellectual talent pools in order to grow and improve performance according to changing global business needs.
3) Talent management has become a critical aspect of organizational development, as the global competition for top talent has intensified over the last decade and will continue doing so. Developing and retaining talent is seen as worth fighting for.
The document discusses human resource management in the Philippine Civil Service, which refers to managing, developing, and utilizing people's qualifications, competencies, talents, and potentials towards achieving organizational vision and excellence. It involves applying principles and processes to engage people in accordance with civil service laws, assessing and building people's capacities through appropriate interventions, and facilitating strategic change through organizational diagnosis and interventions.
This document summarizes a case study of problems faced by a large financial organization in Pakistan in managing its human resources, specifically its Management Trainee Program. Interviews with 45 management trainees revealed issues like lack of proper on-the-job training, trivial work assignments, long working hours, and lack of pay increases despite high demand and better compensation elsewhere in the industry. This led to low morale, increased turnover, and a "mutiny" among trainees. The case was analyzed through the lenses of motivation theories like equity theory, Herzberg's theory, Maslow's hierarchy of needs theory, expectancy theory, and McGregor's Theory X and Theory Y. It was found that trainees felt undervalued compared to peers elsewhere,
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
This document discusses the strategic role of human resources in organizational transformation. It makes three key points:
1) Human resource managers must understand organizational strategies and ensure HR programs support strategic goals. This includes evaluating employee competencies, developing training programs, and communicating strategies to employees.
2) HR programs must be tailored to changing business needs and evaluated for effectiveness. Managers must demonstrate how initiatives improve performance and contribute to goals.
3) HR helps organizations adapt to changing work environments through skills assessment, motivation programs, change management strategies, and integrated HR systems that support each other and organizational transformation.
HR Strategies to Retain Employees and Building Their Competencyijtsrd
The search for best ways to attract, develop and utilize organizational people the deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives among the wide range of organizational processes relating to developing, retaining and utilizing high performing employees is employee operational and functional competencies. HR strategies modified hiring practices and career paths to ensure multi competence. The deliverables from management of contribution are increased employee commitment and competence, but also its influence to change, meet employee expectations, and increase financial performance. The principal thrust of this study therefore is to review prior literature with the aim of unraveling such employee competencies that significantly impact the management of talent in the workplace. Using a non empirical approach, the review of extant studies reveals that the skills, knowledge and abilities of employees influence on individual and organizational objective. In this study reveals recruitment and selection, training and development, workforce planning and career paths, compensation and succession planning for employee sustainable. The paper concludes that tying core competencies with concept of HR strategies and retention means of upgrading and retaining their valuable workforce. To achieve this, the paper recommends the building of competency, the identification and possession of high performing behaviors the development of competency related researches. Rajendra Prasad G R | Dr. Manjunath, K. R "HR Strategies to Retain Employees and Building Their Competency" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35899.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/35899/hr-strategies-to-retain-employees-and-building-their-competency/rajendra-prasad-g-r
This document discusses the importance of talent management in business strategy. It reviews literature on the topic and finds that talent management plays a key role in modern organizational strategies. Specifically:
1) Talent management helps organizations discover and utilize the unique behavioral attributes of human resources, which can contribute greatly to an organization's value if harnessed effectively.
2) Recent literature emphasizes that organizations must develop their intellectual talent pools in order to grow and improve performance according to changing global business needs.
3) Talent management has become a critical aspect of organizational development, as the global competition for top talent has intensified over the last decade and will continue doing so. Developing and retaining talent is seen as worth fighting for.
The document discusses human resource management in the Philippine Civil Service, which refers to managing, developing, and utilizing people's qualifications, competencies, talents, and potentials towards achieving organizational vision and excellence. It involves applying principles and processes to engage people in accordance with civil service laws, assessing and building people's capacities through appropriate interventions, and facilitating strategic change through organizational diagnosis and interventions.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
This document provides information about human resource management trends in the 21st century. It discusses how the role of HR professionals is evolving from administrative tasks to strategic business partners. Motivation and developing talent will be key focus areas for HR. The document also outlines several competency models for HR professionals, including skills related to business management, leadership, change management, and technical expertise. Looking to the future, the document discusses how HR will need to help organizations address issues like attrition, retention, quality, and innovation through new policies and initiatives.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
Leadership Capability Assessment among Young Women before entering the Corpor...IOSRJBM
In the modern, fast moving business environment a new breed of leaders are required for the changing technological revolution and discovery needs. People at the top are expected to think fast and adapt to the changes by finding new ways to their teams. The ability to meet those challenges is based on a combination of confidence on self and confidence on people who lead. Great leaders always inspire with their specific personal characteristics which set them apart from others. It is a human nature to know how one reacts in an extreme or challenging situation and how one is able to think and act beyond the usual boundaries and make a real difference in the business world. This article will try to find answers whether the young women who are about to graduate and step into the corporate world are able to assess their leadership potential or else whether they are good leadership material for the organizations. As the research say that women bring uniqueness to the organizations
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH CITIZENSHIP BEHAVIOR, KNOWLEDG...IAEME Publication
In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.
The document discusses perspectives from HR practitioners on HR education in business schools. It notes that while business schools have grown, HR education needs to focus more on practical skills and keeping curricula relevant to industry needs. A survey was conducted of HR practitioners in Bengaluru, India across various industries to understand their views on areas for improvement in HR students' knowledge, skills, internships and job preparedness. The study aims to better align HR education with industry requirements to improve graduates' employability.
IRJET- The Strength of Human Resources in OrganizationIRJET Journal
The document discusses the importance and strengths of human resources in organizations. It makes 3 key points:
1) Human resources are a valuable asset for organizations and play a pivotal role in helping them achieve their goals and objectives through activities like recruitment, training, and performance management.
2) The strengths of human resources include creating innovation, enriching employee attitudes and behaviors, and having a positive impact on organizational performance when managed effectively through strong HRM systems.
3) Proper development and utilization of human resource skills and expertise is important for organizational success and improved effectiveness. Steps like training, motivation, and ensuring job satisfaction can optimize human resource contribution.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
The document summarizes research on the evolving roles of human resource professionals. It discusses how factors like globalization, technology, and organizational changes have transformed the HR role from traditional administrative tasks to more strategic responsibilities. The literature review examines research on emerging HR roles like strategic partner, change agent, employee advocate, and driving diversity and equal opportunity. It is suggested that HR professionals must develop new competencies to address changing business needs and effectively manage increasingly knowledge-based workforces.
Role of human resource development in public sectorJyotsna Gupta
This document discusses human resource development (HRD) in the public sector. It provides context on the evolution of HRD and outlines some key areas where gains have been made as well as continuing problems. It then discusses the major roles and tools of HRD, including performance appraisal, career planning, training, potential appraisal and development, rewards, and organization development. Finally, it presents a conceptual model for a revised HRD strategy with four pillars focusing on capacity development, organizational support, knowledge management, and an enabling environment and governance.
This document discusses several key concepts related to human resource capacity development in the public sector in Africa:
1. HR capacity development has become vital for governments to deliver cost-efficient and quality public services, requiring accurate policies and strategies to identify individuals with the right skills and abilities.
2. Strategies must reflect a vision for improving human resource management while achieving more with less. Public sector HR professionals face challenges in a complex, dynamic environment.
3. Developing human resources requires clarity on needed knowledge, skills, and attitudes aligned with a country's development vision. This involves HR policies, talent management, leadership development, and succession planning.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
This summarizes a document discussing how human resource management practices influence organizational performance. It provides definitions of HRM from Armstrong and Drucker focusing on managing people. The literature review discusses three key ways HRM impacts performance: 1) increasing employee skills through training, 2) improving quality and productivity, and 3) gaining competitive advantage. The analysis explores each point in more detail. It concludes that combining HRM practices focusing on goals can substantially impact success, and recommends companies focus on development, performance standards, and addressing issues to maintain status.
This document discusses a study analyzing the role of competitive advantage in relationships between talent management, knowledge management, and organizational performance at Sharia banks in Indonesia. The study used a quantitative survey of 105 bank employees. The results showed that talent management and knowledge management significantly influence competitive advantage and organizational performance, and competitive advantage also influences organizational performance. The document provides background on talent management, knowledge management, competitive advantage, and organizational performance based on prior literature.
11.a study of talent management as a strategic tool for the organization in s...Alexander Decker
This document discusses talent management as a strategic tool for organizations in selected Indian IT companies. It provides background on talent management, noting that effective talent management has been identified as a top priority for global CEOs. The document then reviews relevant literature on talent management strategies. It outlines the objectives, scope, hypotheses and research methodology of the study, which involved analyzing talent management processes at two Indian IT companies (Infosys and Tech Mahindra) through surveys. The findings suggest that the companies have talent-specific initiatives and view organizational culture and rewards as important for attracting and retaining talent. The conclusion is that by implementing an effective talent management strategy using integrated data and processes, organizations can help ensure they have the right people in the right roles
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. They will examine challenges related to workflows and the importance of job analysis for organizational structure. Key topics include meeting strategic challenges, managing workflows, conducting job analysis, and their role in strategic human resource management. Readings include chapters on strategic challenges and managing workflows and job analysis.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
This document provides information about human resource management trends in the 21st century. It discusses how the role of HR professionals is evolving from administrative tasks to strategic business partners. Motivation and developing talent will be key focus areas for HR. The document also outlines several competency models for HR professionals, including skills related to business management, leadership, change management, and technical expertise. Looking to the future, the document discusses how HR will need to help organizations address issues like attrition, retention, quality, and innovation through new policies and initiatives.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
Leadership Capability Assessment among Young Women before entering the Corpor...IOSRJBM
In the modern, fast moving business environment a new breed of leaders are required for the changing technological revolution and discovery needs. People at the top are expected to think fast and adapt to the changes by finding new ways to their teams. The ability to meet those challenges is based on a combination of confidence on self and confidence on people who lead. Great leaders always inspire with their specific personal characteristics which set them apart from others. It is a human nature to know how one reacts in an extreme or challenging situation and how one is able to think and act beyond the usual boundaries and make a real difference in the business world. This article will try to find answers whether the young women who are about to graduate and step into the corporate world are able to assess their leadership potential or else whether they are good leadership material for the organizations. As the research say that women bring uniqueness to the organizations
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH CITIZENSHIP BEHAVIOR, KNOWLEDG...IAEME Publication
In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.
The document discusses perspectives from HR practitioners on HR education in business schools. It notes that while business schools have grown, HR education needs to focus more on practical skills and keeping curricula relevant to industry needs. A survey was conducted of HR practitioners in Bengaluru, India across various industries to understand their views on areas for improvement in HR students' knowledge, skills, internships and job preparedness. The study aims to better align HR education with industry requirements to improve graduates' employability.
IRJET- The Strength of Human Resources in OrganizationIRJET Journal
The document discusses the importance and strengths of human resources in organizations. It makes 3 key points:
1) Human resources are a valuable asset for organizations and play a pivotal role in helping them achieve their goals and objectives through activities like recruitment, training, and performance management.
2) The strengths of human resources include creating innovation, enriching employee attitudes and behaviors, and having a positive impact on organizational performance when managed effectively through strong HRM systems.
3) Proper development and utilization of human resource skills and expertise is important for organizational success and improved effectiveness. Steps like training, motivation, and ensuring job satisfaction can optimize human resource contribution.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
The document summarizes research on the evolving roles of human resource professionals. It discusses how factors like globalization, technology, and organizational changes have transformed the HR role from traditional administrative tasks to more strategic responsibilities. The literature review examines research on emerging HR roles like strategic partner, change agent, employee advocate, and driving diversity and equal opportunity. It is suggested that HR professionals must develop new competencies to address changing business needs and effectively manage increasingly knowledge-based workforces.
Role of human resource development in public sectorJyotsna Gupta
This document discusses human resource development (HRD) in the public sector. It provides context on the evolution of HRD and outlines some key areas where gains have been made as well as continuing problems. It then discusses the major roles and tools of HRD, including performance appraisal, career planning, training, potential appraisal and development, rewards, and organization development. Finally, it presents a conceptual model for a revised HRD strategy with four pillars focusing on capacity development, organizational support, knowledge management, and an enabling environment and governance.
This document discusses several key concepts related to human resource capacity development in the public sector in Africa:
1. HR capacity development has become vital for governments to deliver cost-efficient and quality public services, requiring accurate policies and strategies to identify individuals with the right skills and abilities.
2. Strategies must reflect a vision for improving human resource management while achieving more with less. Public sector HR professionals face challenges in a complex, dynamic environment.
3. Developing human resources requires clarity on needed knowledge, skills, and attitudes aligned with a country's development vision. This involves HR policies, talent management, leadership development, and succession planning.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
This summarizes a document discussing how human resource management practices influence organizational performance. It provides definitions of HRM from Armstrong and Drucker focusing on managing people. The literature review discusses three key ways HRM impacts performance: 1) increasing employee skills through training, 2) improving quality and productivity, and 3) gaining competitive advantage. The analysis explores each point in more detail. It concludes that combining HRM practices focusing on goals can substantially impact success, and recommends companies focus on development, performance standards, and addressing issues to maintain status.
This document discusses a study analyzing the role of competitive advantage in relationships between talent management, knowledge management, and organizational performance at Sharia banks in Indonesia. The study used a quantitative survey of 105 bank employees. The results showed that talent management and knowledge management significantly influence competitive advantage and organizational performance, and competitive advantage also influences organizational performance. The document provides background on talent management, knowledge management, competitive advantage, and organizational performance based on prior literature.
11.a study of talent management as a strategic tool for the organization in s...Alexander Decker
This document discusses talent management as a strategic tool for organizations in selected Indian IT companies. It provides background on talent management, noting that effective talent management has been identified as a top priority for global CEOs. The document then reviews relevant literature on talent management strategies. It outlines the objectives, scope, hypotheses and research methodology of the study, which involved analyzing talent management processes at two Indian IT companies (Infosys and Tech Mahindra) through surveys. The findings suggest that the companies have talent-specific initiatives and view organizational culture and rewards as important for attracting and retaining talent. The conclusion is that by implementing an effective talent management strategy using integrated data and processes, organizations can help ensure they have the right people in the right roles
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. They will examine challenges related to workflows and the importance of job analysis for organizational structure. Key topics include meeting strategic challenges, managing workflows, conducting job analysis, and their role in strategic human resource management. Readings include chapters on strategic challenges and managing workflows and job analysis.
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. Key topics include organizational, environmental, and individual challenges to workflows, the importance of job analysis for structure, and how workflow analysis supports strategy and structure. Students will read two chapters and complete an annotated bibliography to meet the learning outcomes of understanding these topics.
Employers are seeking employees who have the necessary knowledge and skills for the job as well as flexibility and engagement as productive organizational citizens. Human resource management plays a key role in employee engagement and improving productivity through strategic hiring, training, incentives and creating a positive organizational culture. Productivity depends on individual, social and organizational factors and can be increased through leadership, HR policies, innovation, employee participation and motivation.
DBA 7553, Human Resource Management 1 Course Learn.docxadkinspaige22
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
DBA 7553, Human Resource Management 1 Course Learn.docxgertrudebellgrove
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. Key topics include environmental and individual challenges, the importance of job analysis for organizational structure, and how workflow analysis supports strategy. Reading assignments cover meeting strategic challenges, managing workflows and conducting job analysis. The unit aims to help students understand how HR can partner with top management to develop human capital strategies and keep policies current to help organizations achieve goals and maintain competitive advantage.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
A Study On The Impact Of Human Resource Management On The Performance At An E...Linda Garcia
This document summarizes a research study on the impact of human resource management (HRM) practices on the performance of an educational institution in India. The study examines how HRM practices like training, performance appraisal, career planning, employee participation, job definition, compensation and selection affect the institution's performance. It reviews several models of HRM including the Harvard model, Michigan model, and Guest comparative model. The literature review discusses previous findings on the relationship between HRM practices and organizational performance. The document provides context on the educational institution studied and outlines the objective to identify factors impacting its performance.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
This paper focuses on organizational joint consultative machinery by job instruction and communication strategic approach implemented in high-performance organizations. It is argued that organizational empowerment has resulted in rapid diffusion of high performance practices Strategic approach especially those organizations functioning in the international area. The form and joint consultative machinery of an organization's Job instruction and communication strategic approach can affect employee motivation levels in several ways. Organizations can adopt various strategic approach practices to enhance employee satisfaction. Recognizing the importance of strategic approach in achieving flexibility in an international context expands the types of research questions related to the role of strategic approach functions in organizational performance, such as selection of job instruction and communication strategic approach, training, and compensation and performance appraisal
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
Prevalence of SHRM Practices in Operational NGOs in Keralapaperpublications3
Abstract: Strategic Human Resource Management has become the buzz world today owing to its potential to bring forth result oriented management of the vital resources of an organization; the Human Resources. There has been many attempts to relate or rather prove the impact of SHRM practices upon the performance of various industries and this research paper is drafted depending on a study conducted on SHRM in operational NGOs in Kerala. Through this paper, an attempt is made to probe the way SHRM practices are being implemented in the NGOs by way of effective Talent Management. The analysis revealed a strong prevalence of SHRM practices especially with regard to Talent Management in the NGOs under study.
This document discusses using competency mapping to conduct training needs assessments in Indian companies. It proposes a model for identifying training needs through competency mapping. The model involves defining competencies, conducting a gap analysis to identify competency gaps between current and desired competency levels, and providing need-based training to address the gaps. The study found that providing need-based training developed by this competency mapping model led to significant improvements in employee competency levels in the manufacturing organizations studied. The model provides a practical approach for using competency mapping to identify training needs, though the research was limited to manufacturing industries.
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2. 350 Kaushiki Tripathi and Manisha Agrawal
Introduction
In the present business environment of cut throat competition and globalization,
competency based practices have gained much of an attention from the contemporary
organizations. Globalization, individualization, digitalization and increasing
competition are changing the face of the industry as we know it. They aim at
achieving an optimum performance in the long term by developing the skills and
competencies of the employees on a continuous basis. Literature and best practices
indicate that, to some extent, if employers treat their employees as valued
contributors, they tend to remain in the organization. To this end, organizations train,
offer competitive compensation plans and increase benefits to secure their employee
loyalty.
Background
For over 30 years, business and industry has utilized competency models to select
employees. But the trend to use competency-based approaches in education and
training, assessment, and development of workers has experienced a more recent
emergence (Ennis, 2008). The competency movement has been in use in business
through the groundbreaking work of David McClelland (1973), Richard Boyatzis
(1982), Spencer and Spencer (1993), and many others in the field (Ozcelik and
Ferman, 2006). Competency is a combination of tacit and explicit knowledge,
behavior and skills that gives someone the potential for effectiveness in task
performance (Draganidis and Mentzas, 2006).
Using of competency models in HRM Integrate HR activities. In fact
Competencies are the common link among the majority of human resource
subsystems (Byham, 2006). By linking human resources processes to desired
competencies, organizations can shape the capabilities of its workforce and achieve
better results (Donzelli et al., 2006) and it may be possible for an organization to build
ongoing snapshots of the overall knowledge capital and skills portfolio of its
workforce. Further, organizations may be able to utilize this information to perform
individual and organizational analysis, reduce education costs, improve hiring
practices, improve retention, improve human resources performance and
developmental planning processes, and deploy its human capital more effectively
(Gangani et al., 2006).
Competency
Competency has its origins in the Latin word 'competentia' which means “is
authorized to judge” as well as “has the right to speak” (Caupin et al., 2006). The
competency approach to human resources management is not new. The early Romans
practiced a form of competency profiling in attempts to detail the attributes of a “good
Roman soldier” (Draganidis and Mentzas, 2006). McClelland (1976) described
“competency” as the characteristics underlying superior performance. He is credited
with introducing the idea of “competency” into the human resource literature; in his
efforts to assist the United States Information Agency improve its selection
3. Competency Based Management In Organizational Context: A Literature Review 351
procedures (Draganidis and Mentzas, 2006). Boyatzis (1982) defined competency as
underlying characteristics of an individual, which are, casually (change in one
variable cause change in another) related to effective performance. The KSA
framework of competency is very popular in defining the competency concept. A
competency is a set of skills, related knowledge and attributes that allow an individual
to successfully perform a task or an activity within a specific function or job.
(UNIDO, 2002)
Fig.1: Showing the concept of KSA framework of competency
Types of Competency
Managerial Competency (Soft Competency) - This type of competency relates to the
ability to manage job and develop interaction with other persons. For example:
problem solving, communication, leadership etc.
Functional Competency (Hard Competency) - this type of capacity relates to the
functional capacity of the work. It mainly deals with the technical aspect of the job.
For example: market research, financial analysis.
Competency based Management (CBM)
CBM supports the integration of human resource planning with business planning by
allowing organizations to assess the current human resource capacity based on their
competencies against the capacity needed to achieve the vision, mission and business
4. 352 Kaushiki Tripathi and Manisha Agrawal
goals of the organization. Targeted human resource strategies, plans and programs to
address gaps (e.g., hiring and staffing; learning; career development; succession
management; etc.) are then designed, developed and implemented to close the gaps.
Other processes which are essential for competency based management system are
defined as follow (Draganidis and Mentzas, 2006):
Competency identification. The process of discovering what competencies are
necessary for exemplary or fully-successful performance.
Competency model. A narrative description of the competencies for a targeted
job category, occupational group, division, department or other unit of analysis.
Competency assessment. The process of comparing an individual’s
competencies to those of a competency model.
Competency-based management. Application of a set of competencies for
managing human resources so that performance contributes efficiently and
effectively to organizational results.
Competency standard. Identifies the essential skills and knowledge workers
must have, and defines the performance levels they must achieve, to
demonstrate competency in a specific work segment or function.
Competency profile. Document that describes the set of competencies particular
to a position/ job/ occupational group/functional community.
Driving Forces for Using Competency Based Management
Researchers have given the most frequently used reason for the introduction of using
competencies for managing human resource are to improve to organizational
performance, increase the ability to be competitive, support cultural change, enhance
training and development effectiveness, improve processes associated with
recruitment and selection, reduce turnover, clarify managerial roles and specialist
roles, increase emphasis on business objectives, aid in career and succession planning,
analyze skills and able to identify the current and projected deficiencies in skills,
improve workforce flexibility, support the integration of overall HR strategies and
provide a basis for compensation and reward programs( Pickett,1998). Lucia and
Lepsinger (1999) mentioned these additional business needs that can be addressed
through the use of competency models: providing clarification for both job and work
expectations, assisting in creating effective hiring practices, enhancing productivity,
creating effective processes for 360-degree feedback, providing a tool that can assist
in meeting today’s needs as well as assist with changing needs, and aligning behaviors
with strategies of the organization and its values. .Draganidis and Mentzas (2009)
describes few main reasons why competency-based approach has been undertaken by
companies or business organizations: (1) it provides identification of skills,
knowledge, behaviors and capabilities needed to meet certain criterions which are
aligned with the organizational strategies and priorities; (2) it focuses in eliminating
competency gaps among individuals and groups in a project, job role or enterprise
strategy been selected.
5. Competency Based Management In Organizational Context: A Literature Review 353
The application of Competency in HRM functions
Competencies can be used in different parts of employee management applications,
having an important role in each one of them. Competencies are important in the
following employee management applications:
Selection- competency based selection was first used by David McClelland for hiring
purpose(Ozcelik & Ferman, 2006) Competencies are used in order to compare the
capabilities of the candidate with the requirements of the offered position; once the
best candidate is identified, competency gaps form the basis for an initial new-hire
learning plan (Draganidis & Mentzas, 2006). The purpose is to establish the
"behaviors" needed in a particular job and the extent to which these are possessed by
different candidates (Rowe, 1995). Matching employee competencies and job
requirements is claimed to improve employee and organizational performance, as well
as lead to increased satisfaction (Spencer et al., 1993).
Training and Development- Competency gap analysis can identify the needed
competencies; these competencies can be linked with the equivalent learning objects
(Draganidis & Mentzas, 2006). Greengard (2001) offered a discussion on the
competency based practice done by organizations, for example, ford financial uses a
skill and competency based learning program that affords employee an opportunity to
view information such as the skills and competencies needed for positions.
Performance Management - Today, performance is not only seen as "what"
(objectives) an employee achieves but also viewed as "how" (competencies
demonstrated) the job is carried out. Many organizations use competency-based
models as a part of their employee development centers. The objective here is to
assess individuals' strengths and weaknesses so that future development is identified
According to Darganidis and Mentzas (2006) Worker performance is evaluated
against job competency requirements as well as objectives.
Compensation Management- Competency based compensation can help the
organizations to determine compensation on the basis of actual performance levels
through the process measuring the actual competencies exhibited by the individuals
while performing their jobs. Competency based system can also help in designing a
fair and equitable system through an objective evaluation of competencies which
contributes for an individual’s performance. American compensation Association
have identified competency based management as the least common application of
competency model mong all HRM practices (Ozcelik & Ferman, 2006).
Career Planning- According to McLagan, the competency approach is an effective
tool to be used as a criterion for career development. Competency-based career-
planning systems link competencies with the development activities, which help
employees learn what they need for further development (Ozcelik & Ferman, 2006).
They can review the needed competencies of all the positions and through comparison
with the competencies they possess and identify potential positions and develop their
career plans (Draganidis & Mentzas, 2006)
6. 354 Kaushiki Tripathi and Manisha Agrawal
Competency Based Management/Competency Based HR management and its
Outcomes
The use of competency based HR management produce significant benefits to
organizations and their employees. Sparrow (1995) has observed that the competency
literature includes a huge range of claimed benefits specific to HR processes in
organizations. In summary, these are: Improved recruitment and selection practices
through a focus on required competencies; improved individual, organizational and
career development programs; improved performance management processes due to
improved assessment; and lastly improved communication on strategic and HR issues
through a common language. Cooper, Lawrence, Kierstead, Lynch, and Luce (1998)
noted some of the positive outcomes produced by valid and reliable competency
based HR management models. These include linking individual competencies
directly to the organization’s strategies and goals; developing profiles for positions or
roles and matching individuals to the task sets and responsibilities; affording the
opportunity to continuously monitor and refine competency profiles; facilitating the
selection and evaluation of employees as well as the training and development;
assisting with the hiring of individuals with unique competencies that are costly and
not easily developed; assisting organizations in the ranking of competencies for both
compensation and performance management. Cook and Bernthal (1998) did a survey
in HR Benchmark Group, Development Dimension International and the results
suggested that improved organizational performance and improvements to the bottom
line can occur when competencies support even a few HR systems. According to
Kumari and Sita (2010) observed that the Indian companies have realized the
importance of human assets and have started using competency approach towards the
human resource management to improve the quality human resources, generating trust
& learning, result oriented, empowering employees, analyzing training &
development needs, rating the employees, increased satisfaction, increased
productivity and strengthening employee engagements has started among the
employees and employers.
Conclusion
It is visible from the literature review that competency based management is a fast
emerging as a new approach for making employees more proficient in their work so
that organizations can achieve the competitive edge over their competitors and thrive
in today’s time. Competency based management have turned out to be an effective
tool for HR to improve the organizational performance. Integration of competency
model with the HR function has enhanced the performance of individual as well as
organization.
Future Directions
Competency approach has been in practice from past 30 years for managing the
human capital of any organization, it shows that it’s not something new. However,
this concept has not been explored much in the Indian Context. As the business
7. Competency Based Management In Organizational Context: A Literature Review 355
environment is changing frequently due to various developments in the technical,
social and economic environment the role of organizations using competency
framework for human resource management should be studied for retaining the
employees and to increase the commitment of the employee towards the organization
as having a competent pool of employees have turned out to be a crucial part of any
organizations. Effect of implementing competency based management in the different
organizations need to be further explored as it will help in improving and gaining
insight of the concept which in turn will help the organization in enhancing their
performance as well as that of employee.
References
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