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McConnell, Edwina A. "Competence vs. competency." Nursing Management (Springhouse) 32, no. 5 (May 2001): 14. http://dx.doi.org/10.1097/00006247-200105000-00007.
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VRANIAK, LUKÁŠ, LUKÁŠ MAZÁNEK, and ZDEŇKA KONEČNÁ. "COMPETENCE APPROACHES: REVIEW OF CURRENT CONCEPTS AND THEORIES." AD ALTA: 07/02 7, no. 2 (December 31, 2017): 134–37. http://dx.doi.org/10.33543/0702134137.
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Purpose of the article: Purpose of the article is to provide an overview of the original ideas and theoretical approaches in the field of competence approach of project managers. Methodology/methods: A comprehensive review of the most cited scientific literature and articles published predominately in past ten years in personnel oriented journals was carried out. Scientific aim: The contribution is the identification of the different understanding of competence and competency definitions and competence based approaches (Management by Competencies, Competence models) to obtain holistic view and the ability to perceive competences/competencies as an important part of project management in all its contexts. Findings: There had been identified differences in perception of competence and competency. Next up competencies were classified and application of competency model in work of project managers thanks to management by competencies had been introduced. Conclusions: The paper provides better understanding of the topic and are subsequently a basis for processing research in the current state of managerial competencies in Czech companies with project passed organizational structure.
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Lišková, S., and P. Tomšík. "Competency-based approach to human resources management." Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (November 29, 2013): 496–504. http://dx.doi.org/10.17221/68/2013-agricecon.
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The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.
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Powers, Edward A. "Enhancing Managerial Competence: the American Management Association Competency Programme." Journal of Management Development 6, no. 4 (April 1987): 7–18. http://dx.doi.org/10.1108/eb051649.
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Asha, Lukman. "Langkah Manajerial Kepala Sekolah dalam Meningkatkan Kompetensi Guru Agama Islam di Madrasah Aliyah Muhammadiyah Curup." FOKUS Jurnal Kajian Keislaman dan Kemasyarakatan 4, no. 2 (December 9, 2019): 117. http://dx.doi.org/10.29240/jf.v4i2.1120.
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Law No. 14 of 2005 concerning Teachers and Lecturers, has inspired the Principal of the Madrasah Aliyah Muhammadiyah School (MAM) Curup. The inspiration was manifested in the managerial step of increasing four main competencies, namely: pedagogical competence, professional competence, personality competence, and social competence. In connection with the managerial step, this paper aims to describe; (1) school principal management in improving teacher competency; (2) the success of the principal's management in improving teacher competency; (3) inhibiting factors and principals management solutions in improving teacher competency. This research is in the form of qualitative, using data collection methods in the form of observation, interviews, and documentation. The results showed that the principal's management strategy in improving teacher competency in MAM Curup, namely: First, School Principal Management in improving Islamic education teacher competencies as follows: (1) Involving teachers in training, training and seminars, (2) Promoting discipline, (3) Motivating teachers, through motivation from school principals, becomes the spirit for teachers to improve improvements in educational innovation as a tangible form of developing competencies, (4) Implementation of Supervision. Secondly, the application of the principal's management in improving teacher competence greatly influences the competency of PAI teachers in MAM Curup, namely that teachers have implemented the five basic competency standards that are best governed by the government. Third, the barriers and solutions of the principal's management in developing the competence of Islamic education teachers in MAM Curup, namely: The role of parents has not been seen in the personal / karaker of each student, then together with the teaching time of the teacher with the training time in increasing teacher competency
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Bushuyev, Sergiy D., Denis A. Bushuev, Natalia S. Bushuyeva, and Boris Yu Kozyr. "ІНФОРМАЦІЙНІ ТЕХНОЛОГІЇ РОЗВИТКУ КОМПЕТЕНЦІЙ МЕНЕДЖЕРІВ З УПРАВЛІННЯ ПРОЕКТАМИ НА ОСНОВІ ГЛОБАЛЬНИХ ТРЕНДІВ." Information Technologies and Learning Tools 68, no. 6 (December 27, 2018): 218. http://dx.doi.org/10.33407/itlt.v68i6.2684.
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Global processes and their trends taking place in various fields of knowledge with a significant acceleration affect the development of information and communication technologies and project management competences, programs and project portfolios. The purpose of the article is to develop and investigate the mechanisms for assessing the project managers’ competences for their development based on global trends and Agile's flexible methodology in project management in creating modern information and communication technologies in the field of project management. Global trends that create challenges in developing project management competences and programs are related to global acceleration, digitalization of society, development of block chains, cloud and fog technologies, active introduction of intelligent systems, transition from "rational economy" to "behavioural economy". The convergence of these trends creates a new platform for the effectiveness of applying existing methodologies, knowledge systems and methods for evaluating the competence of project managers. On the basis of convergence, integration and harmonization of methodologies for project and program management, a step-by-step approach to research has been identified. The formation of an updated system of competences based on global trends lies in the replacement of paradigms from traditional life cycle project models to flexible models such as Agile. Decision-making in the conditions of uncertainty on the basis of datamining become more justified. The article deals with modern information models of projects and programs, changing system of project managers’ competences, bringing together decision-making models and methods. At the same time, the change of competences, as actions or functions that project managers must perform, affects the model of competency and the assessment system, including key indicators of competency. The informative model of diagnostics application of competency models and methods of project management in digital and "behavioural economics" is based on the use of flexible methodologies. Some key indicators of competency are defined that are applied in the assessment of the project manager competency based on his competences in the project team. Patterns of project managers' behaviour when designing product and project management have been studied. The patterns allowed authors to identify bottlenecks in applying Agile project management methodologies in the convergence of trend information models and technologies. An example of information technology for managing the competency assessment of project managers by the IPMA ICB4 model is given.
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Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (March 10, 2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.
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Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency
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Salman, Mohammad, Showkat Ahmad Ganie, and Imran Saleem. "The concept of competence: a thematic review and discussion." European Journal of Training and Development 44, no. 6/7 (May 25, 2020): 717–42. http://dx.doi.org/10.1108/ejtd-10-2019-0171.
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Purpose This paper follows three objectives. The paper aims to demonstrate a synoptic view of the historical evolution of competence, significant growth and changes in conversation. The second objective is to investigate the meaning and definitional usage of competence and competency. The third objective is to present a synoptic view of different dimensions of competence. Design/methodology/approach This paper reviews the selected literature spanning from 1959 to date from various databases using the following keywords: competence, competency, employee competence, employee competency, competency management and competency-based management. A total of 170 studies were selected in the first wave. In the second wave, a detailed assessment was made, as suggested by Tranfield Denyer and Smart, to ascertain the relevance of the articles. In this way, only 63 studies were selected for the review. This study also considers other relevant literature. Findings The historical evolution demonstrates that competence scholarship has focused on use of the concept in different fields and contexts, theoretical frameworks for competence development and strategic relevance of competence-based (demand-based) human resource management. Results also suggest that the term competency and competence are interchangeably usable. Finally, the review summarizes a total of 16 dimensions of competence, studied in various contexts and classifies them into hard and soft competence and further dividing them into knowledge, skill and self-actualization-related competence. Research limitations/implications This paper discusses various research implications for human resource development scholars and professionals. Originality/value This paper is a unique attempt to review the literature on three themes of employee competence.
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Ilahi, Mounira, Lilia Cheniti Belcadhi, and Rafik Braham. "Semantic Models for Competence-Based Assessment." International Journal of Human Capital and Information Technology Professionals 5, no. 3 (July 2014): 33–46. http://dx.doi.org/10.4018/ijhcitp.2014070103.
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Recognizing the inadequacy of current traditional knowledge-based assessment systems in Higher Education to achieve performance visibility, it is needed to rethink how to design new assessment approaches that can respond to the corporate requirements of the 21st century and reflect the learners' competences. This paper considers the Competence-Based Assessment. It explores the importance of competency and competence modeling conceptual understanding. The research reviews the benchmark literature on the concepts, models and approaches of competence and competency and explores the confusions surrounding the pair of concepts; thus enabling to build the competence-based assessment approach within e-learning environments in an effective and efficient way. The proposed approach is characterized by the convergence of lifelong, formal, non formal and informal competence-based learning activities.
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Homer, Mark. "Skills and competency management." Industrial and Commercial Training 33, no. 2 (April 2001): 59–62. http://dx.doi.org/10.1108/00197850110385624.
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Albanese, Robert. "Competency‐based Management Education." Journal of Management Development 8, no. 2 (February 1989): 66–76. http://dx.doi.org/10.1108/eum0000000001343.
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Fruh, Sharon M., Angela Golden, Rebecca J. Graves, Leigh A. Minchew, Terrie H. Platt, Heather R. Hall, Susan G. Williams, et al. "Competency in obesity management." Journal of the American Association of Nurse Practitioners 31, no. 12 (December 2019): 734–40. http://dx.doi.org/10.1097/jxx.0000000000000218.
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Stačinskaitė, Simona, and Rūta Petrauskienė. "Application of the Competency Model in the Human Resources Management Process in the Civil Service: Experience of Lithuanian Institutions." Public Policy And Administration 17, no. 3 (October 29, 2018): 327–43. http://dx.doi.org/10.5755/j01.ppaa.17.3.21951.
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The article analyzes the theoretical concepts of competence, competence management and competency model and their relationship between each other. Article reveals possibilities of using the competency model in the process of human resources management in the civil service. The model of competencies of the civil service of the Republic of Lithuania and the methodology of its application is analyzed. The aim of the article is to study the experience of applying the competency model in the process of human resources management in the civil service in Lithuania. To achieve this, a qualitative social survey was conducted - a semi-structured expert interview. During the research, the issues of the implementation of the competency model were identified.DOI: http://dx.doi.org/10.5755/j01.ppaa.17.3.21951
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Patel, Dr Rajesh. "Importance of Competency Mapping in Human Resource Management." Paripex - Indian Journal Of Research 3, no. 4 (January 15, 2012): 1–3. http://dx.doi.org/10.15373/22501991/apr2014/86.
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Liang, Zhanming, Peter F. Howard, Sandra Leggat, and Timothy Bartram. "Development and validation of health service management competencies." Journal of Health Organization and Management 32, no. 2 (April 9, 2018): 157–75. http://dx.doi.org/10.1108/jhom-06-2017-0120.
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Purpose The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers. Design/methodology/approach The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys. Findings The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations. Practical implications Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers. Originality/value The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.
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Ts, Shanmuga Sundaram, and Kamran Shavarebi. "Competence Development and Management in Malaysian Railway Traffic Management System." Asian Journal of Interdisciplinary Research 4, no. 1 (December 25, 2020): 11–21. http://dx.doi.org/10.34256/ajir2112.
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The purpose of this paper is to introduce a systematic approach to develop and manage competence of employee in the field of Traffic Management System (TMS) of Malaysian railway industry. The outcome of this research shall conclude a framework for competence management and define a benchmark for practice in this industry. Previous studies in competence management in the field of TMS mainly limited to non-Malaysian railway and from different type of railway network. The framework for this research study uses component of competence as core element mediate by suitable element to develop and enhance competence. This descriptive quantitative research study uses suitable competency model to explore the competence of the TMS employee. Following this, a suitable technique and method for learning and training method propose for Malaysian railway TMS operation employee. This whole process is summarized into a competence management framework.
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Midhat Ali, Muhammad, Sheheryar Mohsin Qureshi, Muhammad Saad Memon, Sonia Irshad Mari, and Muhammad Babar Ramzan. "Competency Framework Development for Effective Human Resource Management." SAGE Open 11, no. 2 (April 2021): 215824402110061. http://dx.doi.org/10.1177/21582440211006124.
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Competence becomes competitive advantage for a business at all times. Making human resource more effective, competence-based hiring, development, and performance evaluation are popular phenomena discussed in the literature though not very common in practice. Despite their importance, the reason these are not commonly implemented may be the complexity of the subject and the absence of a generalized framework, which can be adopted with little or no modifications. There have been efforts made for competency framework development, but these are occupation-specific and usually limited in implementation. A need for an easily replicated general framework exists, which has followed a structured and scientific methodology utilizing professional expertise during development, which is simple to understand and is applicable to as many jobs as required. This article examines in detail the development approach of a generic competency framework using scientific tools and producing weighted ratings of competencies. The purpose is to establish confidence in potential users for a methodology that is applicable to the development of a similar framework for a diverse array of jobs.
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Mazanek, Lukas, Lukas Vraniak, Anastsasia Murinova, and Stepan Konecny. "Significant leadership competencies at large industrial companies: Results of exploratory quantitative research." Global Journal of Business, Economics and Management: Current Issues 8, no. 1 (April 17, 2018): 30–37. http://dx.doi.org/10.18844/gjbem.v8i1.3297.
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The aim of this study is to identify important managerial competencies applied in large industrial enterprises established in the South Moravia region. The study was created on the basis of extensive research activities of competency-oriented publications, published in the last 15 years. Current scientific approaches to competence research, their composition and classification are described. The research was carried out on a sample of 24 managers. The significance of 25 competences was evaluated by using a 5-point Likert scale in the form of self-evaluation of the manager. The contribution of the presented study is an analysis of key concepts in the area of competency models and identification of stakeholders [Human Resource, managers, employees and society as a whole], including their relationship to the application of a competence approach. The identified most important managerial competencies in relation to the managerial level at which leaders work are used as a base for the creation of competence model in large industrial companies.
Keywords: Managerial competencies, quantitative research, leadership, competency model, personnel management.
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Yavirach, Natepanna. "The Study of Export-Import Logistics Operation Competence of Thai Employee for Asian Economic Community." Case Studies in Business and Management 3, no. 2 (August 2, 2016): 82. http://dx.doi.org/10.5296/csbm.v3i2.9836.
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This research was conducted to support the opening of the Asian Economic Community through the import-export logistic management operation of Thai employee competence. This approach is an innovative concept in Thailand with regards to the application of standard practices for occupation competency in logistic industries. This is the first time of Thai employee competency standard measurement. This can be ensured by obtaining a qualification test and certification from The Institute of Thailand Professional Qualification Standard Institute. Export-import’s competency standard collected by using focus groups from top management and expertise employees in terms of export and import operation.The research objective is to identify the standard competence of workers for export and import custom operation with the standard practice in terms of the entrepreneurial requirements. Furthermore, export and import competency standard be practiced for internationally as ISO 17024 standardization. As well as export and import operation standards with AEO international operations for the Asian Economic Community in 2016.The research scope of the study related to custom clearance and custom broker employee in term of standard of occupation competency by using the Functional Analysis, Functional Map which consists of Key Purpose, Key Role and Key Function in relation to the unit of competence which consists of Element of competency, Performance Criteria, Range Statement, Evidence Requirement and Assessment Guidance and setting the competency level form for each career.Keywords: Competency Standard, Professional Qualification, Export-Import, Logistic Operation, Competence, Custom Broker
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Levy, Yair, and Michelle M. Ramim. "An Assessment of Competency-Based Simulations on E-Learners’ Management Skills Enhancements." Interdisciplinary Journal of e-Skills and Lifelong Learning 11 (2015): 179–90. http://dx.doi.org/10.28945/2309.
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There is a growing interest in the assessment of tangible skills and competence. Specifically, there is an increase in the offerings of competency-based assessments, and some academic institutions are offering college credits for individuals who can demonstrate adequate level of competency on such assessments. An increased interest has been placed on competency-based computer simulations that can assist learners to gain tangible skills. While computer simulations and competency-based projects, in general and particularly in management, have demonstrated great value, there are still limited empirical results on their benefits to e-learners. Thus, we have developed a quasi-experimental research, using a survey instrument on pre- and post-tests, to collect the set of 12 management skills from e-learners attending courses that included both competency-based computer simulations and those that didn’t. Our data included a total of 253 participants. Results show that all 12 management skills measures demonstrated very high reliability. Our results also indicate that all 12 skills of the competency-based computer simulations had higher increase than those that didn’t. Analyses on the mean increases indicated an overall statistically significant difference for six of the 12 management skills enhancements between the experimental and control groups. Our findings demonstrate that overall computer simulations and competency-based projects do provide added value in the context of e-learning when it comes to management skills.
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Tehseen, Shehnaz, Farhad Uddin Ahmed, Zuhaib Hassan Qureshi, Mohammad Jasim Uddin, and Ramayah T. "Entrepreneurial competencies and SMEs’ growth: the mediating role of network competence." Asia-Pacific Journal of Business Administration 11, no. 1 (January 24, 2019): 2–29. http://dx.doi.org/10.1108/apjba-05-2018-0084.
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PurposeThe purpose of this paper is twofold. First, to examine the influence of two dimensions of entrepreneurial competencies, namely, strategic competency and ethical competency on the growth of small and medium enterprises (SMEs); and second, to explore the role of network competence as a mediator among these understudied variables.Design/methodology/approachThe data for this study were collected from wholesale and retail-based SMEs in Malaysia through a standard structured questionnaire. PLS–SEM approach was utilised to analyse the data.FindingsAlthough the findings did not reveal a direct effect of strategic and ethical competencies of entrepreneurs on SMEs’ growth, these competences, however, were found to be influential in driving their growth when network competence was used as a mediator.Originality/valueThe existence of a mediation effect between strategic and ethical competencies and SMEs’ growth via network competence has provided insights which add new knowledge to the extant entrepreneurship and SMEs’ performance literature.
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A.R., Akhmedjanov. "Competency-based Human Resources Management System at Service Enterprises." Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (July 25, 2020): 144–49. http://dx.doi.org/10.5373/jardcs/v12sp7/20202092.
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Lakshminarayanan, Sethumadhavan, Yogesh P. Pai, and Badrinarayan Srirangam Ramaprasad. "Competency need assessment: a gap analytic approach." Industrial and Commercial Training 48, no. 8 (October 3, 2016): 423–30. http://dx.doi.org/10.1108/ict-04-2016-0025.
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Purpose The purpose of this paper is to adopt a gap analytic approach to identify competency needs and further estimate the strength of such managerial competencies in predicting job performance. Design/methodology/approach A structured questionnaire was administered on 106 managers from 18 pharmaceutical companies in Maharashtra, India to capture their self-perceptions on importance of competencies, current expertise levels and job performance. Further, relative competence metric, t-test and multiple regression analysis was employed for data analysis. Findings Results indicate incongruence in perceptions of managers for current expertise and importance across four managerial competencies, i.e., analytic skills, self-management, relationship management and goal and action management. Further, gap analysis and relative competence metric reveals negative gaps among managers for competency dimensions pertaining to quantitative ability, adaptability, influence co-workers, change management skills and planning and task execution. Furthermore, self-management competencies are found to wield maximum influence on the self-perceptions of job performance followed closely by relationship management and analytic skills. Originality/value To the best knowledge of the authors, no study exists from pharmaceutical sector in India on managerial competencies and its impact on job performance. Also, authors have not come across any study in India that captures the competency needs through gap analysis and relative competence metric. This study attempts to fill both the aforementioned gaps in literature.
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Antonacopoulou, Elena P., and Louise FitzGerald. "Reframing Competency In Management Development." Human Resource Management Journal 6, no. 1 (January 1996): 27–48. http://dx.doi.org/10.1111/j.1748-8583.1996.tb00395.x.
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Escaldi, Steven V., Sara J. Cuccurullo, Matthew Terzella, Ann Marie Petagna, and Thomas E. Strax. "Assessing Competency in Spasticity Management." American Journal of Physical Medicine & Rehabilitation 91, no. 3 (March 2012): 243–53. http://dx.doi.org/10.1097/phm.0b013e31823c73bf.
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Hudak, Ronald P., Itzhak Jacoby, Gregg S. Meyer, Allison L. Potter, Tomoko I. Hooper, and Henry Krakauer. "Competency in Health Care Management." Quality Management in Health Care 6, no. 1 (1997): 23–33. http://dx.doi.org/10.1097/00019514-199706010-00003.
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RUGAIYAH, RUGAIYAH. "STRATEGI MEMPEROLEH SUMBERDAYA MANUSIA PENDIDIKAN YANG BERMUTU." ALQALAM 27, no. 1 (April 30, 2010): 135. http://dx.doi.org/10.32678/alqalam.v27i1.586.
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Improving the quality ef education management begins with the improvement of human resources schools, principals as school managers need to have a high competence. To assume the principal's office is necessary to prepare the candidates who meet the qualifications and competence
Goals of this study to obtain strategy to get quality education through ; first competency mapping pricipal candidate, second; competency mapping for the principal candidates in terms of the total competence of the principal, third competency mapping principal candidate from each principal aspects of competence.
Surory approach use for this study data analysis with kuantitatif descriptive. Collecting data principal of competency with instmment by paper and pencil
Result of this study to Mapping of Competence Principal Candidate, first Mapping competencies for prospective principals principals only 3% of the candidates included in the category of high competence, and 46% of the principal candidates have been category, 51 % belong to low or very low. Second mapping competencies of principal are acquired 63% of the principal candidates have mastered the managerial competence and social competence, for competence and personal entrepreneurship 4 3% of the principal candidates master the competence, the competence for supervision while the only 26% controlled by the principal candidate. Third Mapping competencies for managerial competence, entrepreneurship, personal, supervision and social, there are some competencies have mastery and any competece have not master.
Based on mapping results, the implication of this study are : for the competence of managerial skills development priorities through education and training or workshop activities. For entrepreneurial competencies need to be trained to think of creative and innovative capabilities through case studies. For the supervision competencies need to be trained through simulation. For social competence and personality is only required to guide them through regular meetings.
Keywords: Strategy, qualified human resources, headmaster competence-managerial personality-supervision-social entrepreneurship.
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Hague, John. "Centrica uses skills management from John Matchett Limited." Industrial and Commercial Training 35, no. 4 (July 1, 2003): 148–50. http://dx.doi.org/10.1108/00197850310479123.
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This article outlines how Centrica, with a workforce of 40,000 people, approached a project to build a technical competence framework for the managers of Centrica’s group financial operation in 2001. Development took six months and 600 employees were involved. As well as John Matchett Limited which provided the system, consultants Moloney and Gealy were used in the later stage of development to refine the competence headings, descriptors and language into its present form. At first there were problems with the online systems but Centrica’s IT systems were modified and the problems were overcome. The system is constantly being improved, particularly in the links to learning and development opportunities, and the use of technical competences will be strengthened in initial recruitment to group finance vacancies. The whole competency concept has taken off at Centrica and, taking their lead from group finance, the marketing, legal and HR functions are all putting their own frameworks in place.
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Harianto, Joanggi Wiriatarina, Nursalam Nursalam, and Yulis Setiya Dewi. "Patient Safety Based Knowledge Management SECI to Improve Nusrsing Students Competency." Jurnal NERS 10, no. 2 (October 15, 2015): 324. http://dx.doi.org/10.20473/jn.v10i22015.324-331.
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Introduction: Patient safety is an important component of health services quality,and basic principles of patient care. Nursing students also have a great potential to make an action that could endanger the patient, because hospital is one of student practice area. The purpose of this study was to improve the nursing students competency in patient safety by using knowledge management SECI approached. Method: The study used exploratory survey, and quasy experiment. The samples were some of nursing students of STIKes Muhammadiyah Samarinda who were on internship programme that selected using simple random sampling technique, in total of 54 students. This research’s variables were the knowledge management SECI based-patient safety and nursing student’s competency. The data were collected by using questionnaires and observation. The data were analyze by using Partial Least Square (PLS). Result: The result showed that there were significant influence the implementation of a model patient safety based knowledge management seci on increased competence nursing students. Discussion: Improved student competency in patient safety using SECI knowledge management was carried out in four phases, that is Socialization, Externalization, Combination, and Internalization. The result was a new knowledge related to patient safety that able to improve the student’s competency..Keywords: Patient safety, Knowledge management, SECI, competency
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Esposito, Giovanna, Maria Francesca Freda, and Valentina Bosco. "Examining perception of competency through practicum competencies outline." European Journal of Training and Development 39, no. 8 (September 1, 2015): 700–720. http://dx.doi.org/10.1108/ejtd-05-2015-0037.
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Purpose – This study aims to examine the self-perceived competencies of 231 Italian students enrolled in a psychological degree program and involved in a practicum. It analyzes the subjective perception of the competences that students expect to develop, acknowledge as developed and that might be inferred from tasks performed during the practicum; the level of expertise (novice, intermediate or advanced) of these competences; and the relation between the practicum facility and the competences. Design/methodology/approach – This study administered an ad hoc survey comprising open-ended questions and used the Practicum Competencies Outline (Hatcher and Lassiter, 2007) as a framework for the content analysis. Findings – The results revealed poor perception of some competency domains, such as Diversity: Individual and Cultural Differences; Development of Leadership; Application of Research and Ethics; and a frequent acknowledgment of Psychological Assessment and Professional Development. Before the practicum, the students expected to develop competence mainly at a novice level of expertise; after the practicum, the intermediate level of competences acknowledged as developed and inferred from performed tasks increased. Research limitations/implications – The findings have implications for research on competence-based training, such as the necessity of self-assessment training evaluation. Practical implications – Undergraduate psychology students must reflect on the value of psychological competences during their formative training to re-orient their learning process and build a competent professional role. Moreover, psychological facilities and university must share common objectives in training undergraduate students. Originality/value – This study is the first attempt to analyze Italian college students’ subjective perceptions of psychological competencies expected or developed during practicum .
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Knapp, Bobbi. "Competency." Nursing Administration Quarterly 28, no. 4 (October 2004): 285–87. http://dx.doi.org/10.1097/00006216-200410000-00011.
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Walsh, Aidan P., Denis Harrington, and Peter Hines. "Are hospital managers ready for value-based healthcare?" International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 49–65. http://dx.doi.org/10.1108/ijoa-01-2019-1639.
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Purpose Hospital organisations are currently experiencing significant challenges that have encouraged a move towards a value-based approach to health care. However, such a transition requires understanding the underlying competencies required to enable such a focus. This paper aims to undertake a systematic review of the available literature on managerial competencies in hospitals and considers these in a value-based health-care context. Design/methodology/approach A systematic literature review was conducted to identify research studies that describe the characteristics of management competence in hospital environments. Findings Categories and sub-categories of management competence in hospitals were identified and considered in a value-based health-care context. Research limitations/implications The systematic literature review identifies a need for further research regarding managerial competencies of managers of hospitals. Competencies for managing in a value-based health-care model also require deeper investigation. Practical implications The categories of management competence provide guidance to organisations transitioning towards value-based health care in terms of identifying and developing management competencies. Hospitals should consider the development of a competency model that includes broader categories of competencies than purely clinical or professional competencies. Originality/value This study builds upon and advances previous reviews of management competence in hospitals, and the competency categories presented can be used as a basis to identify management competency requirements in hospitals.
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Isa, Khairunesa, Abd Rahman Ahmad, Rosman Md. Yusoff, Fauziah Ani, and Fadzlunesa Isa. "NEWS Analysis Towards Youth Financial Competency Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 1151. http://dx.doi.org/10.14419/ijet.v7i2.29.15146.
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This is a descriptive study of the financial management competency of rural youth. Around 200 youths from areas of Parit Raja, Batu Pahat Johor participated as respondents for this study. Lack of knowledge in managing finances and imbalance in mitigating lifestyles are chief factors which caused youth to be within the highest group declared bancrupt in 2014. 36 items in the survey was ued as intrument for this study which are respondents’ background, spending pattern based on NEWS Analysis, competeny level in financial management and challenges faced in managing finances. Results yielded showed that expenditure pattern for youth in ‘needs’ are significantly higher than those in ‘wants’. Eventhough the ratio is rather small which is 1:30, the level of competency of youth finance is rather high at the value of min 4.04. Nevertheless, the challenges faced by respondents are at an average level (min=3.14). In conclusion, rural youths has high level of literacy. This is due to the exposure obtained when they were young and spending pattern based on NEWS Analysis. Hence, even though youth faced obstacles they are nevertheless aware and know the steps which need to be taken to ensure the stability of their finances.
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Чуланова and Oksana Chulanova. "EVOLUTION OF COMPETENCE APPROACH IN PERSONNEL MANAGEMENT: KEY APPROACHES." Management of the Personnel and Intellectual Resources in Russia 2, no. 2 (April 10, 2013): 0. http://dx.doi.org/10.12737/262.
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An attempt to consider the competency approach evolution related to personnel management is presented in this article. Three main approaches (behavioral, functional and multidimensional or holistic) are exposed. The experience of Russia in the development of competence approach in personnel management is unveiled.
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Horrocks, Peter, Lisa Hobbs, Vivienne Tippett, and Peter Aitken. "Paramedic Disaster Health Management Competencies: A Scoping Review." Prehospital and Disaster Medicine 34, no. 03 (May 28, 2019): 322–29. http://dx.doi.org/10.1017/s1049023x19004357.
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AbstractIntroduction:Paramedics are tasked with providing 24/7 prehospital emergency care to the community. As part of this role, they are also responsible for providing emergency care in the event of a major incident or disaster. They play a major role in the response stage of such events, both domestic and international. Despite this, specific standardized training in disaster management appears to be variable and inconsistent throughout the profession. A suggested method of building disaster response capacities is through competency-based education (CBE). Core competencies can provide the fundamental basis of collective learning and help ensure consistent application and translation of knowledge into practice. These competencies are often organized into domains, or categories of learning outcomes, as defined by Blooms taxonomy of learning domains. It is these domains of competency, as they relate to paramedic disaster response, that are the subject of this review.Methods:The methodology for this paper to identify existing paramedic disaster response competency domains was adapted from the guidance for the development of systematic scoping reviews, using a methodology developed by members of the Joanna Briggs Institute (JBI; Adelaide, South Australia) and members of five Joanna Briggs Collaborating Centres.Results:The literature search identified six articles for review that reported on paramedic disaster response competency domains. The results were divided into two groups: (1) General Core Competency Domains, which are suitable for all paramedics (both Advanced Life Support [ALS] and Basic Life Support [BLS]) who respond to any disaster or major incident; and (2) Specialist Core Competencies, which are deemed necessary competencies to enable a response to certain types of disaster. Further review then showed that three separate and discrete types of competency domains exits in the literature: (1) Core Competencies, (2) Technical/Clinical Competencies, and (3) Specialist Technical/Clinical Competencies.Conclusions:The most common domains of core competencies for paramedic first responders to manage major incidents and disasters described in the literature were identified. If it’s accepted that training paramedics in disaster response is an essential part of preparedness within the disaster management cycle, then by including these competency domains into the curriculum development of localized disaster training programs, it will better prepare the paramedic workforce’s competence and ability to effectively respond to disasters and major incidents.
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ROBINSON, SANDRA MORIN, and CARLA BARBERIS-RYAN. "Competency Assessment." Nursing Management (Springhouse) 26, no. 2 (February 1995): 40???44. http://dx.doi.org/10.1097/00006247-199502000-00012.
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von Meding, Jason, Joel Wong, Sittimont Kanjanabootra, and Mojgan Taheri Tafti. "Competence-based system development for post-disaster project management." Disaster Prevention and Management 25, no. 3 (June 6, 2016): 375–94. http://dx.doi.org/10.1108/dpm-07-2015-0164.
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Purpose – One of the key elements contributing to successful post-disaster project teams is individual competence. Each project participant brings his or her own knowledge, experience and ideas to the collective. The kind of chaotic and fragmented environment that is common in post-disaster scenarios presents specific barriers to the success of projects, which can be mitigated by ensuring that staff members possess competencies appropriate for their deployment to particular contexts. The paper aims to discuss these issues. Design/methodology/approach – The study utilizes a mixed-methods approach, incorporating unstructured interviews to extract key factors of competence, project barriers and strategy, and a subsequent questionnaire survey, designed to quantify the various elements. Interviews were undertaken and analysed using a cognitive mapping procedure, while survey data were processed using SPSS. The data were then utilized in the development of a software prototype using Design Science Research methodology, capable of modelling the deployment of staff under various disaster scenarios. Findings – Analysis of the survey and cognitive mapping data, in conjunction with relevant established frameworks, has allowed the classification of relevant competency elements. These elements have subsequently been measured and modelled into the competency-based tool and developed into a working prototype. Originality/value – The developed system offers novel disaster competency assessment criteria. The system contains a variety of real-life scenarios derived from extensive data collection. These multi-hazard scenarios are embedded with knowledge and competency valuation criteria that can facilitate actors to assess their team’s knowledge based on selective scenarios. In disaster response, time is a critical element, and this tool assists decision makers. It can enable disaster response actors to evaluate and assemble the appropriate personnel to deploy into disaster areas and into specific types of disaster environment.
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KONWAR, Juthika, and Arup BARMAN. "Validating Global Competency Scale for Indian Business and Management Education." Revista Romaneasca pentru Educatie Multidimensionala 5, no. 1 (June 30, 2013): 199–213. http://dx.doi.org/10.18662/rrem/2013.0501.12.
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Yuniantoro, Andi. "IT Competency Model for IT People." ACMIT Proceedings 4, no. 1 (March 19, 2017): 23–33. http://dx.doi.org/10.33555/acmit.v4i1.54.
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Speed of innovation in Information Technology will not aligned with speed of capability human resource in theorganization, if there is no strategy in human resource development especially in information technology.Information Technology and Human Resource need a framework that can link both as key success factor oforganization in implementation information technology. Framework will defined competency based on jobdescription IT people in organization, competency standard as reference in mapping with job description we can get from The European e-Competence Framework (e-CF) or SFIA (Skills Framework for the Information Age). After we get list of competency aligned with job description from IT people, we can mapping competency to job roles in organization structure. From this we already have a competency framework based on job description and related to job roles. We can use this framework for Human Resource Development in Information Technology, through assessment IT people based on competency framework, we can found gap competency of IT people and fulfill gap competency with training. Or we can use this competency framework for reward management of IT People, Career management of IT People, Training development of IT People and recruitment/selection of IT People.
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Чуланова, Oksana Chulanova, and Квиндт. "SYSTEM OF MANAGERIAL HUMAN RESOURCES SELECTION ON THE BASIS OF COMPETENCY BUILDING APPROACH (REGIONAL EXPERIENCE)." Management of the Personnel and Intellectual Resources in Russia 1, no. 3 (December 18, 2012): 0. http://dx.doi.org/10.12737/121.
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Basic provisions of resource concept are presented in this article. The personnel are considered as a strategic resource of organizations which introduce a personnel management system focused on development of personnel’s competences. Results of implementation of competence model and technology of managerial human resources selection on the basis of competency building approach in the branch of OJSC «Federal Grid Company of Unifi ed Energy System» — Trunk Power Grids Western Siberia are presented.
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Гриненко and T. Grinenko. "Evaluation As a Tool for the Organization’s Personnel Development." Management of the Personnel and Intellectual Resources in Russia 5, no. 1 (February 17, 2016): 34–38. http://dx.doi.org/10.12737/18137.
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The article discusses the approach to assessing the competence of staff , underlying the formation of human resources organization and development of its
staff . Formed in the modern theory of human resource management approaches to the defi nition of «competence», discloses the concept of «competency
model» are analyzed. It is shown that the development and application of competency model is carried out within the regulatory, defi cits and resource approaches.
It is proved that humanistic resource is the most appropriate approach in the development and evaluation of the use of competences. On the basis of this
approach the author identifi es the resources of the person who sells it and can implement in their professional activities. This approach is aimed at identifying
the personal and professional characteristics of the organization. It is shown that personal and professional diagnostic system developed in the framework
of the resource approach by Y.V. Sinyagin, which includes a competency model and a set of techniques, allows more fully exploit the potential of each employee
and more expedient to build its training and professional development.
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Gruzina, Inna. "The essence and features of the competency-based approach to strategic enterprise management." Development Management 18, no. 4 (August 20, 2021): 30–40. http://dx.doi.org/10.21511/dm.18(4).2020.04.
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Increasing the role of an employee as a determining factor in the economic growth of an enterprise makes managers change the philosophy of management, directing it towards the realization of employees’ unique abilities. The effective implementation of the strategic direction of action depends on the knowledge, skills and personal characteristics of specialists, i.e. competencies that are a source of competitive advantage and a strategic factor in the enterprise development. In this regard, it is necessary to study the competency-based approach features in order to identify the opportunities for application in the strategic management of an enterprise. The purpose of the study is to clarify the essence of the competency-based approach and substantiate the need for its application in strategic management. The object of the study is the process of strategic enterprise management. The following methods were used: abstract-logical, analysis and synthesis – to clarify the essence of the competency-based approach; formation of conclusions; and graphical technique – to visualize the results. The views on the essence of the competency-based approach are analyzed and the lack of research on its importance for ensuring effective strategic management at different levels is noted. Taking into account the transformation of the essence of strategic enterprise management and the significant dependence of its effectiveness on professional competence of strategic decision developers and executors of their decisions, the essence of the competence-based approach is specified. It provides for the involvement of specialists with the necessary knowledge, skills, ability to objectively perceive information, use experience and intuition in determining promising areas of action, and take responsibility for decisions to achieve strategic goals for the implementation of the stages of strategic analysis and strategic selection. This will allow managers to involve employees in the process of making strategic decisions, focusing not only on their job positions, but primarily on the availability of a set of competencies necessary for strategic management and the appropriate level of their manifestation in professional behavior. A likely result can be a reduction in the time for the implementation of the relevant stages of strategic management and an increase in the likelihood of achieving strategic goals due to a correctly chosen strategy of future actions.
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Lin, Li-Min, Han-Jung Chen, Pei-Fen Chen, and Robert D. Tennyson. "Critical Managerial Activity and Competency of Healthcare Management." International Journal of Asian Business and Information Management 3, no. 1 (January 2012): 11–20. http://dx.doi.org/10.4018/jabim.2012010102.
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This study employed the activity competency model (ACM) to investigate the perceived importance of the managerial activities, skills and knowledge required by top management in the healthcare sector. A survey instrument was designed based on the ACM for data collection. It encompasses 17 initial managerial activities and 14 managerial competences required to effectively perform these management activities. Data for this study were collected using a structured questionnaire. Twenty-seven healthcare top managers from 18 major hospitals in Taiwan were selected. These include 10 medical centers and 8 regional hospitals. Among these 27 top managers, there are 12 superintendents, 13 vice superintendents, and 2 chief executive officers. A set of critical managerial activities and the competency needed for top managers in the healthcare sector was identified. Findings have implications for healthcare management development, training and management career planning. Additionally, these findings can also serve as guidelines for recruiting the right top healthcare managers.
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Putra, I. Dewa Alit Dwija, I. Gusti Agung Rangga Lawe, and Ganjar Gumilar. "Improving the Competence of Pasraman Widya Dharma Management Through Website Training." Journal of Innovation and Community Engagement 2, no. 1 (August 1, 2021): 47–61. http://dx.doi.org/10.28932/jice.v2i1.3621.
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Professional competency improvement for management at Pasraman Widya Dharma in Bandung is very important in this era of globalization. There is a need for partnership with a higher education institution to run an empowerment program in a form of training in using internet website. Website is an easily accessible information media which is suitable to publish information in informal education institutions such as Pasraman. The empowerment is intended to improve the professional competence of staffs and administrators who provide services at institutional facilities within the Bandung Hindu community. The empowerment was implemented using Service Learning method in order to optimize the potential of the community partnership with a focus on training and assistance related to improving the professional competency of the administrators and managers of the Widya Dharma Pasraman Bandung. The professional competency of the managers was observed to be improved significantly based on the result of the training program. This leads to a conclusion that the program is potential to be carried out in continual basis.
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Podmetina, Daria, Klas Eric Soderquist, Monika Petraite, and Roman Teplov. "Developing a competency model for open innovation." Management Decision 56, no. 6 (June 11, 2018): 1306–35. http://dx.doi.org/10.1108/md-04-2017-0445.
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PurposeFrom the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.Design/methodology/approachThe research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.FindingsThe authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.Research limitations/implicationsThe data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.Practical implicationsThe research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.Social implicationsThe social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.Originality/valueAn empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.
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Martanto, Joko, and Hady Efendy. "Implementation of Performance Management in Inspectorate General of the Ministry of Law and Human Rights." International Journal of Human Resource Studies 8, no. 1 (December 5, 2017): 125. http://dx.doi.org/10.5296/ijhrs.v8i1.12043.
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This research is conducted on the basis that the success of achieving the goals of a company required an effective management, efficient and have the competitiveness in managing human resources owned. Through implentasi good performance management, the company can manage the performance of human resources owned so that it can work optimally and can achieve the desired goals. Efforts Inspectorate General of the Ministry of Law and Human Rights in order to create effective and efficient performance management, which is competitive and can support productivity is by applying a competency-based performance management system. The purpose of this research is to explain the implementation of the competency-based performance management system in the Inspectorate General of the Ministry of Human Rights, and to analyse and explain the supporting factors and inhibiting the implementation of competency-based performance management system in the Inspectorate General of the Ministry of Law and Human Rights. The research method used in this research is descriptive qualitative. The results of this study indicate that the implementation of competency-based performance management system in the Inspectorate General of the Ministry of Law and Human Rights is included in the pattern of management of Human Resources Management Based on Competence (MSDMBK).
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Venkat Rathnam, Prof B., A. Suresh, and K. Sathish. "Competency Models and Approaches in Management." Prabandhan: Indian Journal of Management 1, no. 2 (December 1, 2008): 32. http://dx.doi.org/10.17010//2008/v1i2/64669.
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Venkat Rathnam, Prof B., A. Suresh, and K. Sathish. "Competency Models and Approaches in Management." Prabandhan: Indian Journal of Management 1, no. 2 (December 1, 2008): 32. http://dx.doi.org/10.17010/pijom/2008/v1i2/64669.
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Capaldo, Guido, Luca Iandoli, and Giuseppe Zollo. "A situationalist perspective to competency management." Human Resource Management 45, no. 3 (2006): 429–48. http://dx.doi.org/10.1002/hrm.20121.
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Jamieson, Lynn M. "Competency-Based Approaches to sport Management." Journal of Sport Management 1, no. 1 (January 1987): 48–56. http://dx.doi.org/10.1123/jsm.1.1.48.
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This article reviews the development of interest in and concern for training and education of sport specialists. A review of research in competency-based education that relates to sport management and related fields provides an overview of the values of learning about specific job tasks of a sport manager. Competencies in sport management presented from a study of educational, municipal, and military settings show no significant difference between settings and certain significant differences in professional level. Further research is presented that shows differences in how educators and practitioners rate the importance of competencies in the field. Implications for practice suggest that more research is needed in order to gain further understanding of leadership requirements in the sport management profession.