1.0 DEFINITION
a.The underlying characteristics of a person which result in effective and superior performance in a job (Kemp 1980)
b. an underlying characteristics of a person that contributes towards job performance.( Boyatzis(1982)
c. Competency is a set of behaviour patterns that the incumbents needs to bring to a position in order to perform its tasks and functions with competence. ( Woodruffer ( Rosemary boam)
- it concerns with behaviour, it is overt,
1.2 Importance of definition
- to guide the search for the specific competencies( rosemary brown mcgrawhill(92).
- enable theoritical contributions
1.3 Competencies and technical skills
Boam suggested that technical skill to not mixed up with competencies.
1.4 Generic Competencies
Universal competencies for ‘ top management’ ( Thornton and Byham 1982)
oral presentation
written presentation
organisation sensitivity
Organisation awareness and adaptibility
delegation
risk taking
negotiation
creativity
1.5 Supra competencies ( Dulewics 1989)
The competencies are clustered
- Intellectual strategic perspective
- analysis and judgement
- planning and organising
2. Interpersonnal persuasiveness
- asseriveness
- oral communication
3. adaptibility
4. Result orientation - energy and iniatives
- business sense
- achievement motivated
1.6 Competencies clusters
By domains
- cognitive
- human
- technical professional
by roles -
- leadership
1.7 Determinants of competencies
1.8 Future Orientation
2.0 EFFECTIVE JOB PERFORMANCE
The effective job performance is the interactive result of three factors:
- Individual competencies
- Job Demands
- Orgnisational Environment
Effective job performance is the attainment of the specific results required by the job through specific action whilst maintaining consistency with policy and procedure.
Boyatzis (1982)
2.0 IDENTIFYING COMPETENCIES
The purpose is to identify the required competencies for the job.
It involves job analysis method.
Technique:
-structured- position analysisi questiomaires
- semi structured- Critical incidents
3.1 ANALYSIS METHODS
a. observation
If unsufficient time, observation to be limited to good employee.
b. Diaries
The actual task per they day are recorded on hourly basis.
c. interview.
structured or unstructured.
d. Critical incident technique
longest established method, 50 years
Describe the occasion you did extremely well.
ASSESSING COMPETENCIES
To measure the extends to which the competencies are held by the individuals
a. analogous method
use of activities directly related to the job- eg groupexercise/ role play,psychomotor
b. analytical method
c. reputational approach
Use othe rpeople to access competencies, reference , supv
d. miscellaneous approach.
COMPETENCY ENGAGEMENT
Objective.
To develop the staff competencies to meet the future needs of the company.
Conceptual Approach
1. Identify the critical future job family
- Strategic
- Tactical
- Operational
2. Identify the competency profile for the job family
3. Assess the staff competency
-it is further divided according to the function.
