Commitment, control and the use of competency management

Purpose - The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach - In Study 1, using a survey, employees indicated whether their organization adopted a commitment- or a control-approach towards competency management. Moreover, they rated their own attitude, subjective norm, perceived behavioural control, and behaviour. In Study 2 a scenario experiment was conducted in which the authors manipulated the commitment- and control-approaches towards competency management in order to establish causal relations. Findings - Results consistently showed that the use of competency management is higher within a commitment- than within a control-approach. Furthermore, attitude and perceived behavioural control were found to mediate the relationship between the commitment-approach and the use of competency management. Research limitations/implications - Future research should include other organizational members, for example (line) managers, to create future insight in the effects of commitment- and control-approaches on the use of competency management. Practical implications - The results of the studies highlight that a commitment-oriented approach increases the use of competency management by employees and that a positive employee attitude and perceived behavioural control are of considerable importance when increasing the use of competency management is an organization’s primary goal. Originality/value - The paper gives insight in how to persuade and stimulate employees to use competency management more frequently

Competenties en effectiviteit: Het perspectief van verschillende beoordelaars.

The competency based approach to human resource management has gained popularity. Despite this popularity, there is still no unequivocal answer to the question whether and, if so, which competencies are actually related to effectiveness when different rater sources are considered. Therefore, this study examines relationships between managerial competencies and perceived managerial effectiveness focusing on the perspectives of subordinates, peers, and supervisors using a 360-degree feedback inventory. Results revealed that different rater sources assess competencies and managerial effectiveness differently. That is, comparing ratings of different sources showed little to no similarity. Furthermore, within source competency ratings were found to be more similar than between source competency ratings. Overall, competencies appeared to be related to perceived managerial effectiveness. In addition, results showed that in the eyes of subordinates, peers, and supervisors, different competencies are considered predictors of perceived managerial effectiveness. The results are discussed and several potentially fruitful avenues for future research on the link between competencies and effectiveness are presented

Organisatiecultuur en Organisatieklimaat : de ontwikkeling van een meetinstrument op basis

Koopman, P.L. [Promotor