3. Competency Based Human Resources Management

 Competency Based Human Resources Management

The matter of human resources, and particularly of their correct management, is turning into progressively vital. Information and skills of workers are getting the essential assets of the association (Carroll, 1997). The extent of information and skills of worker units thought-about the competitive issue, the comparative advantage. The key space wherever changes ought to manifest itself. It's understood as a decisive issue of success and prosperity of the group (Stýblo, 2001). The belief of the potential of human resources then depends on management, example - standard of managers.

Though ability tells us in what way ought to have a tendency to do (and what's our responsibility) to realize the specified performance. It's not concerning making a customary that may be the sole attainable. On the contrary, the ability permits the variability of behavior (Carroll, 1997). The essence of the ability model (as well because the essence of the individual competencies) is that the undeniable fact that identical issue may be tired varied ways that, and that will still come through close to identical results. “An ability model doesn't mean making of any standard; it's the manner the way to manage the range and performance” (Hroník, 2007). If two managers within the same position come through a wonderful performance, albeit they need completely different strategies and competencies. If so, condition permits to realize a fair performance in order that are able to counsel a distinct development program for every manager (Hroník, 2007).

As regards the pertinency of ability models, there is a tendency to distinguish between the main ability models. The particular ability models, and also the generic ability models (Kubeš et al, 2004).  Wherever the particular competencies see all workers of the organization, in spite of their position. The particular model’s area unit created for a particular position in a very specific organization. Generic models concern a particular position too, however across varied organizations (Kubeš et al, 2004). Hroník’s (2005) basic classification distinguishes solely between the universal models and also the key ability models.

Human resources management (HRM) may be conceptually understood as a strategic and complex, logical approach to management of the organization’s most precious assets. Individuals who work there and on individual basis and jointly contribute to achieving the organization’s economic goals (Armstrong, 1999). Technology represents solely a short-run competitive advantage. The sole property competitive gain the staff who resound with their association (Hroník, 2005).

Competencies square measure solely relevant once speaking a few specific work activities. If all recognize the activity and its demands, there is a tendency to ready to establish the desired competencies and that will afterward measure them, or work with them (Kubeš et al, 2004). The existence of a competence system within the organization could offer a useful foundation for group action. Important individual activities and for employing a coherent approach to managing individuals (Armstrong, 1999).

It implies that every job should have outlined its profile of competencies and performance criteria. The candidates for duty have to be compelled to prove that they need these competencies, or that they already incontestable them somehow. Their personal competencies square measure possible to steer to a correct job performance (Goleman, 2000). The performance management may be a method of evaluating and up the duty performance. It issues not solely the duty outputs, however additionally the behavior that results in these outputs. Analysis shows what has to be done to rectify the behavior and to boost the performance. The simplest is to value the behavior is to possess some in agreement dimensions of competence and to use them. Consistent with the competence approach, the event of staff means that above all the event of competencies that square measure necessary to perform a specific job, or to carry the next post (in preparation for the candidate’s promotion), etc. (Goleman, 2000). The bases for the analysis square measure the outlined, specific dimensions of competence (whether for the duty or for the organization as a whole). The assessment centers square measure used for the identification of wants regarding development and therefore the development centers for increasing competencies. Remuneration supported competencies is characterized by the actual fact that the wage depends on the action of the outlined level of competence. This approach is employed within the performance-based analysis and remuneration systems (Armstrong, 1999).

Kubeš et al. (2004) additionally claim that the competence approach, due to its wide pertinency, represents a foundation for associate integrated system of human resources management in a company. Competencies then become the linking part of all activities. They'll facilitate to clarify what behavior ought to be inspired, salaried, and developed. It clearly outlines the performance necessities, responsibilities, and career management. Competencies additionally replicate the organization’s values and mission; they're a section of the organization’s culture. Kubeš et al. (2004) showed the chances of the employment of competencies within the processes of human resources management. In contrast to Armstrong (1999), they emphasize the affiliation between competencies and therefore the organization’s values, mission, and culture. This affiliation stems from the actual fact that competencies arise, or a competence model is made, unitedly with the organization’s management, and so they replicate these aspects.

After comparison literature sources, it concludes that the standard of managers considerably affects. Not solely the existence and development of organizations however consequently the entire economy. A company will be effective given that it's managed by veteran and capable managers (Dytrt, 2004). Necessities regarding managers should be supported the concept of the surroundings which individuals can operate (Souček 2001). Yet, the look for the best characteristics of human capital of a manager, the alleged temperament approach, didn't encourage be effective. Specialists have in agreement solely on a minimum of those characteristics. Kubeš et al, (2004) claim that it's less than ten percent and although it is discovered manager who has such appearances, it doesn't essentially mean that individuals are going to be effective.

 

 

Referencing

Armstrong M. (1999). Personal management.1st ed. Grada Publishing, Prague. P390-401.

Carroll A., McCrackin J. (1997). The competent use of competency-based strategies for selection and development. Performance Improvement Quarterly. p45-63.

Dytrt Z. a kol. (2004). Manažerské kompetence v Evropské unii. Managerial competencies in human resources management. 1st ed. C.H. Beck, Prague. P230-241.

Goleman D. (2000). An EI-based theory of performance [online]. Available at: http://www.eiconsortium.org/ pdf/an_ei_based_theory_of_performance.pdf. Accessed on 05 Sep 2021

Hroník F. (2005). Poznejte své zaměstnance: vše o Assessment Centre. Learn about your Employees: all about the Assessment Centre. 2nd ed. ERA, Brno. p30-41.

Hroník F. (2007). Rozvoj a vzdělávání pracovníků. Development and Education of Employees. 1st ed. Grada Publishing, Prague. p80-247.

Kubeš M., Spillerová D., Kurnický R. (2004). Manaerské Compatibility: ziůsilosti vijimečnch manaerž. Managerial Competences: Capabilities of Outstand ing Managers. 1st ed. Grade Publishing, Prague. p80-90.

Souček Z. (2001). Jak objevovat a připravovat budoucí lídry. (How to reveal and train future leaders. Modern management.) Moderní řízení [online]. Available at: http:// modernirizeni.ihned.cz /c1-10287610-jak-objevovata-pripravovat-budouci-lidry. Accessed on 05 Sep 2021.

Stýblo J. (2001). Lidský capital and new economy. Human Capital in New Economics. 1st ed. Professional Publishing, Prague. P6-12.