Chapter Eight HRM and Competency

By PWL

Learning outcomes

On completion of this lesson you should: Understand what is meant by management competencies Be able to describe how the concept of management competencies has developed Recognize the differences between work-based and personbased competency statements Appreciate the idea of meta-competency Understand the definition of personal competency Understand the concept of a hierarchy of managerial competencies

Our mind

The mind is like an umbrella it only works if its open (Frank Zappa)

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 perform effectively functions associated with management in a work-related situation

Management competency models

Boyatzis input model UK Training Agency output model

Work related

Person related

Concerned with actual Used to describe what the person performance brings to the job in terms of knowledge or skill Aiming to demonstrate that the person can master a task

Competency framework

A structured collection of competencies used by an organization to frame and underpin activities Generically using 10 to 20 basic competencies Role specific or technical competencies are on top of the basic competencies Competency frameworks are used to help select, appraise, train and develop staff.

Competence framework

Video clip Competency framework

http://www.viddler.com/explore/educate/videos/10/

The NASA Project Management and Systems Engineering Competency Framework

Group discussion

Competency-based HRM in action- ACME Electronics plc.

Read the case

Answer and discuss.

15 min

Benefits of a competency framework

Employees have a set of objectives to work towards and are 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 personal objectives Processes are measurable and standardized across organizational and geographical boundaries

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can become outdated very quickly due to fast pace in the organization and thus they need up-dating regularly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 performers have done in the past and may not be forward looking

Personal managerial competencies

The competencies that must be mastered by the individual manager rather than being shared among a group or a team Includes self-related competencies and competencies that deal with working with and managing other people

Hierarchy of Personal Management Competencies

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

2. Intermediate Management Competencies

Reflection (in action and about)

3. Meta competencies Basic business numeracy Communication Interpersonal competencies Decision-making Organizing and planning Leadership and influencing Self-awareness/reflection

Developing Managerial competencies

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

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

Leadership vs. management

Management relates to what managers do under stable organizational and business conditions

Leadership describes what organizations require when undergoing transformation or when operating in dynamic conditions (Kotter, 1990)

Theories of Leadership and Influence

Trait theory a leader posesses certain characteristics and amerges naturally the correlation between traits and job success is poor Style theory 1 either considerate, participative, democratic and involving leadership or impersonal, autocratic and directive Style theory 2 (Coleman 2000) 1. Coercive 2. Authoritative 3. Affiliative 4. Democratic 5. Pace-setting 6. Coaching

Leadership styles

Situational approach (Hersey and Blanchard 1988) two dimensions to leadership task behavior and supportive behavior)
S1: Directing/Telling Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. S2: Coaching/Selling Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. S3: Supporting/Participating Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. S4: Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

Hersey and Blanchard 1988

The basis of power

1.

Reward power Coercive power Legitimate power Referent power Expert power

2.

3.

4.

5.

Group exercise

Using figure 4 (p 180 old book), make an analysis of the dimensions 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 have been asked to implement a new software development platform for your development of CRM software, which is believed to enable you to double your market shares within two years due to the innovation factor. You are heading up a team of 5 senior IT employees. 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.

End

Questions?