Chapter 8 – HRM and Competency

8/3/2019 Chapter 8 HRM and Competency

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Chapter Eight HRM and

Competency

By PWL
http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10


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Learning outcomes

On completion of this lesson you should:

Understand what is meant by management competencies

Be able to describe how the concept of managementcompetencies has developed

Recognize the differences between work-based and person-based competency statements

Appreciate the idea of meta-competency

Understand the definition of personal competency

Understand the concept of a hierarchy of managerialcompetencies


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Our mind

The mind is like an umbrella itonly works if its open (FrankZappa)
http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10


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Definitions

Skill the ability to do something well

Competency the quality or extent of being competent having the necessary ability or knowledge to do something

successfully

Management competency the ability to performeffectively functions associated with management in awork-related situation


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Competency framework

A structured collection of competencies used by anorganization to frame and underpin activities

Generically using 10 to 20 basic competencies

Role specific or technical competencies are on top of thebasic competencies

Competency frameworks are used to help select, appraise,

train and develop staff.


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Competence framework


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Video clip Competency framework

http://www.viddler.com/explore/educate/videos/10/
http://www.viddler.com/explore/educate/videos/10/http://www.viddler.com/explore/educate/videos/10/http://www.viddler.com/explore/educate/videos/10/http://www.viddler.com/explore/educate/videos/10/http://www.viddler.com/explore/educate/videos/10/http://www.viddler.com/explore/educate/videos/10/http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10


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The NASA Project Management and Systems EngineeringCompetency Framework


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Group discussion

Competency-based HRM in action- ACME Electronics plc.

Read the case

Answer and discuss.

15 min


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Benefits of a competency framework

Employees have a set of objectives to work towards andare clear about how they are expected to perform their job

The appraisal and recruitment systems are fairer and more

open

There is a link between organizational and personalobjectives

Processes are measurable and standardized acrossorganizational and geographical boundaries


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Critisms of competency based systems

May become too elaborate(too detailed) and bureaucratic

can become outdated very quickly due to fast pace in the

organization and thus they need up-dating regularly

Competencies are often based on what good performershave done in the past and may not be forward looking


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Personal managerial competencies

The competencies that must be mastered by the individualmanager rather than being shared among a group or ateam

Includes self-related competencies and competenciesthat deal with working with and managing other people


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Hierarchy of Personal ManagementCompetencies

.

3. Meta competencies

Basic business numeracyCommunication

Interpersonal competenciesDecision-making

Organizing and planningLeadership and influencingSelf-awareness/reflection

2. Intermediate

ManagementCompetencies

1.Complex management competencies(combining several of below competencies)

Reflection

(in

action

and

about)


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Developing Managerial competencies

Alapa Assessment, Learning, Analysis, Practice andApplication (Whetton and Cameron 1991)

Henderson and Dowling (2008) have added a final reflectivestage to the Alapa model


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Leadership vs. management

Management relates to what managers do under stableorganizational and business conditions

Leadership describes what organizations require whenundergoing transformation or when operating in dynamicconditions (Kotter, 1990)


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Theories of Leadership and Influence

Trait theory a leader posesses certain characteristics andamerges naturally the correlation between traits and jobsuccess is poor

Style theory 1 either considerate, participative, democratic andinvolving leadership or impersonal, autocratic and directive

Style theory 2 (Coleman 2000)1. Coercive

2. Authoritative

3. Affiliative

4. Democratic

5. Pace-setting

6. Coaching


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Leadership styles

Situational approach (Hersey and Blanchard 1988)two dimensions to leadership task behavior andsupportive behavior) S1: Directing/Telling Leaders define the roles and tasks of the

'follower', and supervise them closely. Decisions are made by theleader and announced, so communication is largely one-way.

S2: Coaching/Selling Leaders still define roles and tasks, butseek ideas and suggestions from the follower. Decisions remain theleader's prerogative, but communication is much more two-way.

S3: Supporting/Participating Leaders pass day-to-daydecisions, such as task allocation and processes, to the follower.The leader facilitates and takes part in decisions, but control is withthe follower.

S4: Delegating Leaders are still involved in decisions andproblem-solving, but control is with the follower. The followerdecides when and how the leader will be involved.
http://en.wikipedia.org/wiki/Rolehttp://en.wikipedia.org/wiki/Taskshttp://en.wikipedia.org/wiki/Followerhttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/One-wayhttp://en.wikipedia.org/wiki/Two-wayhttp://en.wikipedia.org/wiki/Problem-solvinghttp://en.wikipedia.org/wiki/Problem-solvinghttp://en.wikipedia.org/wiki/Problem-solvinghttp://en.wikipedia.org/wiki/Problem-solvinghttp://en.wikipedia.org/wiki/Two-wayhttp://en.wikipedia.org/wiki/Two-wayhttp://en.wikipedia.org/wiki/Two-wayhttp://en.wikipedia.org/wiki/One-wayhttp://en.wikipedia.org/wiki/One-wayhttp://en.wikipedia.org/wiki/One-wayhttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/Followerhttp://en.wikipedia.org/wiki/Taskshttp://en.wikipedia.org/wiki/Rolehttp://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10http://www.corporate.coventry.ac.uk/cms/jsp/polopoly.jsp?d=10


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Hersey and Blanchard 1988


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The basis of power

1. Reward power

2. Coercive power

3. Legitimate power

4. Referent power

5. Expert power


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Group exercise

Using figure 4 (p 180 old book), make an analysis of thedimensions below in the following scenario:

You have just been appointed CFO in a newly started IT-company.You have a market share of 5 % selling CRM software. You havebeen asked to implement a new software development platformfor your development of CRM software, which is believed toenable you to double your market shares within two years due tothe innovation factor. You are heading up a team of 5 senior ITemployees.

Please present your case illustrating the factors of: Influenceability of your followers Maturity of team Nature of task Technology

Time-Scale Urgency Power source Primary Leadership skills required Leadership styles

You have 30 mins.


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End

Questions?

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Chapter 8 – HRM and Competency

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