Review questions
- The notion that competency based human resource management as a
breakthrough in human resource management is more theoretical than practical.
Discuss. - What is competency modelling? By using your own organisational experience,
advise on how to develop competence profile for a specific job. - Organisations without strong foundations of performance management systems
should not consider a competence based performance management system as a
strategy for improving employee performance. Comment on this statement.
References and recommended reading
AZMI, I.A.G. (2010), Competency Based Human Resource Practices in Malaysian Public Sector
Organisations. African Journal of Business Management 4(2): 235-241.
BECKER, B., M. HUSELID & D. ULRICH (2001), The human resource scorecard. Linking people, strategy
and performance. Boston: Harvard University Press.
BOYATZIS, R. (1982), The Competent manager: A Model for effective performance. New York: Wiley and
Sons.
BRANS, M. & A. HONDEGHEM (2005), Competency Frameworks in the Belgian Government: Causes,
Constructions and Contents. Public Administration 83(4): 823-837.
BRISCOE, J. & D.T. HALL (1999), An Alternative approach and new guidelines for practice.
Organisational Dynamics 28(2): 37-52
CAMERON, K. & D. WHITTON (1981), Perceptions of organisational effectiveness over organisational life
cycle. Administrative Science Quarterly 26(523): 68-82.
CASTILO, M.A. & RUMESH, K. (2005), Strategic Talent Management Certified Talent and Competency
Professional Programme. ARTIDO International-ITD. Unpublished.
CLARK, C. (2009), Analysing human resource development needs in public service. The experience from
South Africa. Department of Public Service and Administration. Unpublished.
DUBOIS, D.D. (1993), Competency Based Performance Improvement. A Strategy for Organisational
Change. Amherst: Human Resource Development Press.
EMILIAN, M. (2003), Linking Leaders’ Beliefs to their Behaviours and Competencies. Management
Decision 41(9): 893-910.
FARNHAM, D. & A. STEVENS (2000), Developing and implementing competence based recruitment and
selection in a social services department. A case study of West Sussex County Council.
The International Journal of Public Sector Management 13(4): 369-382.
HALE, R. & P. WHITLAM (2009), Target setting and goal achievement. New Delhi: Kogan Page.
HORTON, S. (2000), Introduction. The Competency Movement: Its Origins and Impact on the Public
Sector. International Journal of Public Sector Management 4(13): 306-318.
KUMAR, R. (2006), Essentials of Talent and Competency Management. Certified Talent and Competency
Professional Programme. ARTIDO International-ITD.
MCCLELLAND, D.C. (1973), Testing for competence rather than for “intelligence”. American
Psychologist Januari: 1-14.
PETERS, T. J. & R.H. WATERMAN (1982), In Search of Excellence. New York: Harper and Row.
PRAHALAD, C. & G. HAMEL (1990), The core competences of the corporation. Harvard Business Review
68(3): 79-91.
SCHOEMAKER, M. & J. JONKER (2005), Managing intangible assets: An essay on organising contemporary
organisations based upon identity, competencies and networks. Journal of Management Development
24(6): 506-518.
SPENCER,^ L.M.^ &^ S.M.^ SPENCER (1993), Competence at Work: Models for Superior Performance.
New York. John Willey and Sons.
REDMAN, T. & A. WILKINSON (2009), Contemporary human resource management. Essex: Pearson
Education Ltd.
ROBERTS, G. (1997), Recruitment and selection: A competence approach. London: IPD.
ROTHWELL, W. & H. KAZANAS (1998), Mastering Instructional Design Process. A Systematic Approach.
San Francisco: Jossey Bass.