Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
In this file, you can ref useful information about performance appraisal in hrm such as performance appraisal in hrm methods, performance appraisal in hrm tips, performance appraisal in hrm forms, performance appraisal in hrm phrases … If you need more assistant for performance appraisal in hrm, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal in hrm such as performance appraisal in hrm methods, performance appraisal in hrm tips, performance appraisal in hrm forms, performance appraisal in hrm phrases … If you need more assistant for performance appraisal in hrm, please leave your comment at the end of file.
Objectives:
to Introduce the concept of human resources management (HRM);
to learn the various schools of management;
to review the key names in management theories; and
to compare and contrast HRM with personnel management in terms of these features: scope, hours of work, place of work, types of services/function, goals, technology, strategies and philosophy
Human Resource Management (Issues) in Multi-National CompaniesUsmanNasir1277FMSMSF
A detailed overview of human resource management operations in multinational companies, domain of HRM in MNCs, Areas of thematic emphasis, approaches, Methodological concerns and Direction for future research.
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
Objectives:
to Introduce the concept of human resources management (HRM);
to learn the various schools of management;
to review the key names in management theories; and
to compare and contrast HRM with personnel management in terms of these features: scope, hours of work, place of work, types of services/function, goals, technology, strategies and philosophy
Human Resource Management (Issues) in Multi-National CompaniesUsmanNasir1277FMSMSF
A detailed overview of human resource management operations in multinational companies, domain of HRM in MNCs, Areas of thematic emphasis, approaches, Methodological concerns and Direction for future research.
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Chapter 1Introduction to Human Resource Management.docxjoyjonna282
Chapter 1
Introduction to Human
Resource Management
Learning Objectives
After reading this chapter, you should be able to do the following:
• Explain what human resource management (HRM) is and how it relates to the manage-
ment process.
• Identify major events in the history of HRM and explain how they have shaped the current
field of HRM.
• Describe the strategic importance of HRM activities performed in the organizational
setting.
• Identify your own HRM responsibilities and challenges as an organizational participant and
decision maker.
• Define the major responsibilities of a human resources (HR) department.
• Describe the role of the legal environment in HR operations and activities.
• Define each of the major HRM functions and processes of strategic HRM planning, job
analysis and design, recruitment, selection, training and development, compensation and
benefits, and performance appraisal.
• Identify major recent trends in HRM.
1
Frances Roberts/age fotostock/SuperStock
Pre-Test Chapter 1
Pre-Test
1. HR personal credibility is one of the critical competencies required in order for HR profes-
sionals to be able to carry out their duties successfully.
a) True
b) False
2. Human resource management has been defined as:
a) managing people’s skills and talents to effectively align them with organizational
goals.
b) all decisions made by human resource departments that improve morale for
employees.
c) decisions made by human resource departments that balance the needs of the
management team and employee bargaining units.
d) decisions made by management and by employees that help reach the organization’s
goals.
3. The market value per employee of publicly traded companies in the United States can
indicate the effectiveness of HR practices on organizational performance.
a) True
b) False
4. Corporate governance refers to the relationship between managers and unions in terms
of shared corporate rights and responsibilities.
a) True
b) False
5. Which of the following is one of the HR department’s major everyday tasks?
a) Sales and operations planning
b) Supply chain management
c) Inventory accounting
d) Planning and alignment
6. Any of the following can be a reason for employees to join unions EXCEPT:
a) an employee’s personal need to make a difference in the work environment.
b) employee dissatisfaction and discomfort with the existing work environment.
c) unions’ prospective advantages.
d) a greater chance of joining an organization’s board of directors.
7. Which of the following is one of the HRM practices?
a) Union activities
b) Supply chain management
c) Benefits administration
d) Operations management
8. Taking work that used to be done within an organization and contracting it to a third
party is called:
a) globalization.
Introduction Chapter 1
b) outsourcing.
c) free trade.
d) economic shifting.
Answers
1. a) True. The correct answer can be found in Section 1.1.
2 ...
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
· From The executive guide to high-impact talent management Power.docxoswald1horne84988
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
· From The executive guide to high-impact talent management Power.docxLynellBull52
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
Similar to Competency model development: A study of conceptual framework (20)
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Competency model development: A study of conceptual framework
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 6 Issue 5 || May. 2017 || PP—01-05
www.ijbmi.org 1 | Page
Competency model development: A study of conceptual
framework
Salmiaty Taty¹, Ahmad Musseng²
Sekolah Tinggi Ilmu Ekonomi (STIE) YPUP Makassar, Indonesia(1&2)
Abstract: Adjustment between employer with optimum occupation is not easy when jobs are likely to be
complicated. This research shows that the more complex the work, the more difficult to identify the most
important tasks and competencies associated with successful. Therefore, competency system is necessarily
applied to determines the success or failure of the management functions implementation which strictly depend
on the quality of human resources.
Key Words: Competency, Model Development, A Study Of Conceptual Framework.
I. INTRODUCTION
Human resource management (HRM) is one of the areas in general management that includes aspects of
planning, organizing, implementation and control. This process contains in the function/areas of production,
marketing, finance, and personnel. The role of human resources (HR) is considered increasingly important to
achieve corporate goals, then various experiences and research results in the field of human resources
systematically collected in what is called human resource management. The term "management" has the
meaning as collection of knowledge about how to manage the human resources.
In an effort to achieve company goals, problems faced by the management not only in raw materials,
working tools, machines, capital or working environment, but also about the employees (human resources) as
the “man behind the gun”. But one thing that must be underline that human resource alone is a factor of
production, as well as other production factors as the input in circulate production process to produce output.
New employee who does not has certain skills and expertise should be trained to becoming skilled and
profesional employee. When he further trained and given the experiences as well as motivation, the more
valuable he/she becomes. Thus the role of strategic development for improving the quality of human resources
through a system of competence within the company is quite significant and continues to grow in line with the
demands of globalization. Qualified human resources will determine the future of the business.
II. RESEARCH PROBLEM
Human resources management as a system has internal and external scope which internal scope covers
everything that related to the performance of the human resources functions, while external factors relates to the
ability of management control, which could be considered as threats and challenges to be overcome in order of
achieving company’s goals. Human resources does not like any other disposal resources, because human being
gives reaction to their environment sensitively and does not always respon as expected. So as to assess
productivity and output quality of human resources can be done easily through the planning technique with
appropriate supervision.
Heaps of environmental pressures today demand more wisdom from the management. If an organization
willing to maintain its effectiveness, they should formulate a policy to manage their human resources and
combine with the long-term vision focus on the company’s achievement, community needs dn interpersonal
welfare. In short, organization must connect the discretion of human resource management with their strategic
policy. There are two types of challenges that exist in the human resources management, namely the challenge
of internal and external environment.
1. Eksternal challenges; Challenges can be grouped into four as follow: (a) technology sector, (b)
economic sectors, (c) socio-cultural sector, (d) political sector, and (e) international sector. These five sectors in
this technological era means that the organization and its employees are faced a variety of technological change
in the various things that need more attention such as: (a) rapid development, (b) high risk industry, (c) the use
of technology in controlling the company from the distance. It can be concluded that external environment often
faced by human resource management such are: (a) changes in technology, (b) government regulations, (c)
social and cultural factors, (d) labor market, (e) political factors, (f) economic conditions, (g) geographic
condition, (h) demographic factors, (i) partnership, and (j) competitors for sure.
2. Internal challenges; Internal challenges arise because of the pursuit of human resource management
consider with financial, sales, information service that are more open to organization's culture. The
managers/leaders and professionals human resoursec must be able to tackle the internal challenge in order to
2. Competency model development: A study of conceptual...
www.ijbmi.org 2 | Page
maintain the balance of fulfillment. In addition, the company also should helps to avoid conflicts with the
human resources management or other conflicts. To achieve organizational goals that have been set, the system
competencies required and play a significant role (rather than a job), where competency requires much sharper
pictures about the strengths and weaknesses of this depth understanding of competence and build integrated
human resource management
In general, there are 18 generic competencies i.e: Achievement orientation; Analytical thinking;
Conceptual thinking; Customer service orientation; Developing others; Directedness; Flexibility; Impact and
influence; Information seeking; Initiative; Integrity; Interpersonal understanding; Organizational awareness;
Organizational commitment; Relationship building; Self-confidence; Team leadership; Teamwork and
cooperation;
To identify the competencies which required to achieve excellent performance of the company, first of all,
understand the organization’s purpose, vision, and what are the strategic steps to be taken in oder to acheive
organization’s goals. Then, identify the key jobs in the organization that crutial and significant for
organizational performance. After that, specify the competencies that are required positions. How to decide? It
can be done in 3 ways. First, by doing a classic study of competence, such as McClelland has been done. Start
by defining the criteria for effective performance in each job, then select a sample of two groups of workers
with the excellent achievement and above the average. Second, compare and analyze any competences by the
top perfomers which the other group does not have and describe the average level of each of these
competencies. The third step is the validation on the identified competencies then apply it.
Another simpler way is to do a job competency assessment by an expert panel. First, group of "experts" in
an organization (of which consists of directors, managers, HR specialists and other strategic positions holders)
identifies the accountabilities key of organization: work, responsibility, important products and services. Then
they determine the size of success of each of those key accountabilities, which can be used to identify people
who do exceptionally well in their work. The "experts" then determine what competencies are needed to be able
to do the above, on two levels, namely:
- The level of competence needed to be able to do relatively
- The level of competence needed to be able to perform well
The level of competence above can also be identified by some other method such as Competency
Requirement Questionnare (CRQ) and discussion on structured questions. Competency model is a series of
essential competencies for superior performance from a job or group of jobs. Competencies can be motives,
traits, self-concepts, values, skills, cognitive or behavioral characteristics of any individual that can be measured
and shown to differentiate significantly between the best and average employees..
Figure 1. Competence flow model
a. Reason
b. Charachteristic
c. Self -concept
d. Knowledge.
2.1 COMPETENCY ASSESSMENT
Following are several techniques to measure competency:
1. Behavior Event Interview (BEI); Principally known as competency based interview, which the aim is to
get detail data related to the candidate’s experiences on:
a. What has been done by the candidate in particular situation, not what he/she probably does
b. In certain condition, what is he/she thinking of or feels?
2. Test; Various tests are able to use to measure competency such as work-sample test, and personality
test. Few tested example and measured competency as follow:
a. Picture Story Exercise (PSE) to assess achievement, impact and influence.
b. Weschler Adult Intelligent Survey to assess conceptual thinking and analytical thinking
c. The Watson-Glaser Critical Thinking Appraisal to assess conceptual and analytical thinking
3. Assessment Center; Candidates gather in one place for several days to do some activities and get assess
from assessors. Activities could be in a form of in-basket exercise, “stress” exercise and interview, presentation
regarding to vision, mission and strategy or leaderless group exercise.
Personal
characteristic
Behavior Job
Performance
outcome‘Action’‘Intent’
3. Competency model development: A study of conceptual...
www.ijbmi.org 3 | Page
4. Curriculum vitae; Some competencies are predicted according to working experiences such as
achievement motive from the academics achievement, team leadership from any organizational activities that
he/she led or relationship building from its social activities.
5. Rating; Rating can be done by colleagues, sub-ordinates, customers or HRM specialist, also known as
“360 aasessment degrees”. Another rating method as well such as: competency aassessment questionnaries,
customer survey, managerial style, and organizational climate.
2.2 MODEL OF COMPETENCE AND INTEGRATED APPROACH
This sub-section discuss deeper into the construction strategy of an integrated HRM and the discussion is
restricted to the brief general description. Figure 3 shows the elements of an integrated human resource
management around the competency model
Figure 2. Integrated HRM around Core Competencies
2.2.1 Recruitment and Selection; Recruitment competency-based system emphasizes the identification of
several core competencies to meet the following criteria:
a. Competency which applicant has developed and demonstrated in their previous job, for instance inisiatif
b. Competency which allow to predict long-term successful of applicant and for instance high motivation for
achievement
c. Competency which able to assess using sort behaviorial event interview method such as collaborative team
leadership.
2.2.2 Planning and Placement Succession; Placement and planning succession based on competency
system focuses on the efforts to identify the best candidate for the added value and important for the company
2.2.3 Career Development; Employees who are considered less in a particular competency can be directed
to specific development designed training to increase their performance for the task ahead. Also define
competencies that everyone can pursue along the career path.
2.2.4 Pay for competence and performance; Performance management system based on competency
double-up standard for traditional performance results which are set required work behavior to achieve specific
tasks and meet the work responsibilities towards competency
2.2.5 Competency for the future; Of the things that can be said about the required competencies to face
new challenges and new type of organization in which we will deal in the coming days, we have gain
understanding about the quality of people we are looking for the new organizations.
2.3 STANDARD OF COMPETENCY
Few definition of standard competency from various references as follow:
- Competency standard are simply worded about the performance in workplace that describe in output terms:
what the employee is expected to do. How well the employee is expected to perform. How to tell whwn the
employee’s performance is at the expected level (adopted from ANTA Australia).
- Competency standard define “competency” as. “The necessary knowledge and skill’s to perform a particular
work role to the standard required within industry” (adopted from the Northern Territory Public Sektor of
Australia).
- The concept of competency focuses on what is expected of an employee in the workplace (outcomes) rather
than on the learning process. It takes into account all aspect of work performance, recognizing that task skill
form only one component of work performance. It also includes the ability to transfer and apply skill and
knowledge to new situations.
2.3.1 Why does standard of competency important?
Standard of competency is important to develop HRM as it needed. For example:
a. For education and traiing institutions;
1). Gives information for curriculum and development program
2). As references in the making of training, assessment and certification.
b. For business industry and the use of labor
Recrutment & Sellection
Planning &
Placement
Succession
Carier Development
Path
Ability Pattern
Pay for skill &
performance
4. Competency model development: A study of conceptual...
www.ijbmi.org 4 | Page
1). To helps in recruitment process
2). To helps in working assessment
3). To breakdown career path
4). To develop specific training program in the business industry
c. For examination and certification organizer industry
1). As a reference to formulate certification program packages based on the qualification and its level
2). As a reference to held assessment and certification training
2.3.2 Why does using model of competency
Adjustment between employe with optimal job is not easy when jobs are likely to be complex. Research
shows that the more complex the job, the more difficult to identify the most important tasks and competencies
associated with successful. Competency makes the difference between minimum and prominent performances
tend to be no perspective thus resulting in competency more difficult to identify than the competence of the
manual worker.
Two jobs may have functional similarities, but there may be some overlap in competency profile which
required for effective performance. Examples of cases where a career path based on competency becomes
beneficial when the structure of the work can be changed any time, either its tasks or objectives
2.3.3 Competency-based career path
The career path involves making a series of suitability of people with the jobs, based on the work system
in organization, which allows employee to grow towards levels of greater responsibility. So as to provide
organizational talent that is required to achieve its goals, the best approach is to combine a career path in terms
of assignment aspect and the required organizational behavior for good performance.
2.3.4 Competency-based succession planning
Competency-based succession planning encourages an organization to determine the current strategic
competencies needed to achieve success for the future. Specific development plan is closely related to the
demands of competencies that allow the individual's ability to meet the strategic business needs for the
organization
2.4 ENROLLMENT AND SELECTION COMPETENCY-BASED
2.4.1 Design principle; To be effective, the selection system must have certain characteristics. First, the system
should be able to get to know above average applicant in the pool to get that job and have desired company’s
performance to achieve corporate objectives. Second, the targeted goals can be achieved regardless of gender,
certain tribes and other discriminatory terms. Third, the implementation of the selection system must necessarily
cost-effective. Thus, the time and costs incurred to design and administration thingg in accordance with the
quality of the newly hired and employed.
This objective can be achieved with the design and implementation of selection system based on
competence. By re-examine the necessary competencies of the work performance, competency-based system
ensures that the characteristics to find during the selection process allows new employee successfully in their
work.
2.4.2 Specification of competence;
a. Performance criteria; Before mandating a job, the first step to be taken is to determine the quality of
applicants. The method uses initially do not directing to the scope of the work, but more likely consider the job
has done successfully. With a clear picture of performance aspects required such as organization values, the
candidate can be selected not only able to fill the jobs, but also shows the high level of performance that will
help the company to achieve its objectives. Moreover, the company will have a tenacious worker not only
possible to reach the organization goals, but also justifies working environment that leads to gain greater job
satisfaction for all workers.
b. Selection of Competencies for Outstanding Performance; Find the best in analysis performance through
behavioral appears in interview. This technique involves interviewing above average applicants and consider as
the best modern techniques to recognize the competence associated with above-average performance.
c. General competernce selection; By applying this interview technique on behavioral which has applied about
at last 20 years among organizations around the world, several types of competence often arise in a different job.
The emerged general competences provide improvement in the line of business, technical, professional, sales
and managerial roles. Experts emphasize knowledge to see general competences that may be important in the
work and provides a profile level that required for acceptable performance. Profiles provide examples of
competence in the level of competence to carry out the selection process. Therefore, to ensure the objectiveness
and accuracy in the selection pattern of competence, interview with potential workers being prefer in the
method.
d. Simplify the selection method of competence; Some competence takes longer to posses and some
competences began to develop at the beginning stage of human life and usually the change occurs slowly in
5. Competency model development: A study of conceptual...
www.ijbmi.org 5 | Page
adolescence. Besides, competency-based skills such as computer programming or financial management can be
developed quickly during a person's working life.
e. Convincing in the Competency Selection; If the selection process conducted by internal company, it is not
only an example to be accurate, but the company staff must be trustworthy and accurate. The best way to assure
credibility is quoting transcript which provides a vivid example of competence in the execution of work. If the
sample result was not available for interviews, the experts will be more careful in hiring, not only for those who
have detailed knowledge, but also has credibility within organization
III. CONCLUSION
In this era of globalization, the issues that mostly developed is the issue of global competition. Means
that freedom to strive as the main which driven lead to free competition with no constrain regionally or even
state. This kind of freedom has become the world's demands and needs of the society. Thus, in this era of free
competition decreases government role in the economy, especially protection either on privately owned
enterprises and state-owned enterprises. The memorandum of understanding (MoU) has been agreed by the
leaders of the developed and developing countries, including Indonesia thus the main reason in this competence
system is to obtain improvements in the quality of human resources, especially because of the strategic role of
HRM as executors on behalf corporate functions such as planning, organizing, staff management, leadership,
control, and supervision as well as operational activities such as marketing, production, trade, industry, finance,
and administration. The success or failure in the implementation of these functions depend on the extent of
competence and qualities of its human resources and the strategic role of competency development model and
improvement of human resources continue to grow in line with the demands of globalization. Qualified human
resources will determine the reciprocation of the company's business in the future.
REFERENCES
[1]. Azhar Arsyad. ------- . Pokok Pokok Manajemen. Yogyakarta : Pustaka Pelajar.
[2]. Barry Cushway. 1994. The Fast-Track MBA Series Human Resource Management. Jakarta: PT Elex
Media Koputindo.
[3]. Bob Adams. 2006. The Everything Leadership Book (Memahami Segalanya Tentang Kepemimpinan).
Batam : Karisma Publishing Group.
[4]. Hasibuan, Malayu S.P. 2002. Manajemen Sumber Daya Manusia. Jakarta : PT Bumi Aksara.
[5]. Hasan Rachmany. 2006. Kepemimpinan dan Kinerja. Jakarta: Cipro Design Printing.
[6]. Mangkunegara, A.A Anwar Prabu. 2005. Evaluasi Kinerja SDM. Bandung: PT Refika Aditama.
[7]. Noe, Raymond A. John R. Hollenbeck, Brry Gerhart and Patrick M. Wright. 2010. Human Resource
Management: Gaining A Competitive Advantage. Jakarta: Salemba Empat.
[8]. Surya Darma. 2005. Manajemen Kinerja. Yogyakarta : Pustaka Pelajar.
[9]. Triantoro Safaria. 2004. Kepemimpinan. Yogyakarta: Graha Ilmu.
[10]. Veithzall Rivai. 2004. Manajemen Sumberdaya Manusia Untuk Perusahaan dari teori ke praktik.
Jakarta : PT RajaGrafindo Persada.