Facility management departments are under constant pressure to adapt to ensure that their primary functions are supported in the best possible way and are aligned with the overall…
Abstract
Facility management departments are under constant pressure to adapt to ensure that their primary functions are supported in the best possible way and are aligned with the overall goals of the business. Given the multitude of pressures at work, the speed at which they are forced to adapt is relentless. The question is: How does one ensure employees are able to keep up? This paper describes how FM departments and employees can work together to develop the skills at the pace necessary to achieve this. Many HRM instruments can be used including recruitment and selection, performance reviews, training and career guidance. This paper specifically focuses on one key tool which supports this process: the training plan, and what steps the facility manager has to go through to design, implement and evaluate one which best fits the needs of their operation.
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G.J. Bergenhenegouwen, H.F.K. ten Horn and E.A.M. Mooijman
Challenges the popular myth that businesses’ ills are easily cured by training. Argues that training is frequently misused as propaganda, distracting from searching analysis of…
Abstract
Challenges the popular myth that businesses’ ills are easily cured by training. Argues that training is frequently misused as propaganda, distracting from searching analysis of organizations’ real problems. Uses examples of misapplied training initiatives which leave a warm feeling but miss their target. Contrasts training with education: training pursues an outside‐in agenda aimed at instilling learner compliance with external standards. Education, by contrast, works inside‐out, offering choice and challenging the status quo. Advocates leadership which favours the values of education more than training. Proposes a more balanced equation between the supply of talent and its intelligent and healthy utilization. Shows how a creative, multilevered approach to change develops corporate competence.
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Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence‐based organizations and…
Abstract
Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence‐based organizations and the way in which a competence‐based human resource management (HRM) system can help in achieving the organization’s objectives, as well as examining competence management and empowerment. A concrete application of a competence‐based HRM system in the petro‐chemicals industry illustrates the task of linking an organization’s core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence‐based organizations.
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Training implies certain dealings in which one has to make a choice among various options. Choosing to solve a certain problem implies formulating a value judgement about the…
Abstract
Training implies certain dealings in which one has to make a choice among various options. Choosing to solve a certain problem implies formulating a value judgement about the available alternatives. Such choices are generally based on ethical decisions. Hardly any ethical professional code for industrial trainers has been explicitly formulated until now. Investigates the issue of professional code and standards in this profession compared to other professions. At the same time describes a working method that benefits the process of realization necessary in dealing with the ethical issue in training.
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Mohammad Salman, Showkat Ahmad Ganie and Imran Saleem
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…
Abstract
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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Suggests that structured on‐the‐job training, offered to operatorsin most divisions of the Dutch steel giant Hoogovens IJmuiden, has ledto a more complete understanding of the…
Abstract
Suggests that structured on‐the‐job training, offered to operators in most divisions of the Dutch steel giant Hoogovens IJmuiden, has led to a more complete understanding of the chemical and mechanical processes involved, and a shorter induction period. Presents a case study of the way two groups of employees in the company are being trained for their jobs. Part of the training takes place on the job and part of it in an off‐the‐job course, and handbooks are found to play a major role in the actual training process. Documents were studied, and trainees, instructors, supervisors and training co‐ordinators were interviewed to find out if the training is effective on the shopfloor.
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Mei‐I. Cheng, Andrew R.J. Dainty and David R. Moore
To report on the development of a new, more balanced approach to managing the performance of key employees in project‐based organizations.
Abstract
Purpose
To report on the development of a new, more balanced approach to managing the performance of key employees in project‐based organizations.
Design/methodology/approach
Following the establishment of the role‐based criteria for performance excellence through focus groups and subsequent factor analysis, performance profiles of a range of superior and average performing managers were compiled. These were based on behavioural event interviews (BEIs) from which job, person and role‐based aspects were derived. The final performance model was validated through assessments with an expert panel of HRM specialists.
Findings
This research has developed and demonstrated the potential of a more holistic approach to managing performance which includes reference to the job requirements, personal behaviours and the role context. It was found to be particularly suitable to measuring managers' performance in dynamic team‐based environments.
Research limitations/implications
The empirical work upon which the new performance framework is based was derived from a limited study within two construction organizations. Future work will explore the applicability of the approach within other organizations and industries.
Practical implications
Applying this framework to key HRM activities has the potential to improve the ways in which companies manage, develop and retain their key managerial resources. Notably, they should be able to engender a more participative, developmental approach to the HRM function, thereby helping to ensure sustained performance improvements in the future and improved resource usage effectiveness.
Originality/value
The paper presents the basis for a completely new performance management paradigm which embeds managerial competence/competency in a way which more accurately reflects the realities of managerial practice.
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Daniël Vloeberghs, Roland Pepermans and Kathleen Thielemans
To investigate different aspects of the development policies of high potentials and their relationships with organizational characteristics in a set of Belgian companies.
Abstract
Purpose
To investigate different aspects of the development policies of high potentials and their relationships with organizational characteristics in a set of Belgian companies.
Design/methodology/approach
A set of research questions has been used to conceive a structured questionnaire to empirically investigate the different aspects of high‐potential development policies using a survey among 86 Belgian companies.
Findings
The results indicate that very often the development policies are of an ad hoc nature, but that individuals may get some say in the process. Job rotation and mentoring/coaching are quite popular activities and formal external training has the most diversified application. As expected, high‐potential development takes up more time and offers a wider scope of activities than is the case for other managerial development initiatives. Especially, organization size may bring some variation in these patterns.
Research limitations/implications
The target group in this research is limited to the HR managers from the profit sector in Belgium. This is a “restricted diverse organization survey” and makes use of a non‐representative sample.
Practical implications
The link has been made with the “new psychological contract”. Implications for changing career planning are presented (from traditionalistic to a more “self‐directed” tendency). Also, the larger scope of development activities in an international environment and the role of management development as a “glue technology” has been elaborated on.
Originality/value
Most of the studies on high potentials are normative and prescriptive; very few articles have presented empirical findings on high potentials and placed them in an organizational context. Also, the specific role of development techniques in a planned international high‐potential environment has been highlighted.
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Dirk van Dierendonck and Sabrine Driehuizen
The purpose of this paper is to focus on the role of the followers’ competence, will to achieve, and self-determination on a leader’s intention to support a followers’ sense of…
Abstract
Purpose
The purpose of this paper is to focus on the role of the followers’ competence, will to achieve, and self-determination on a leader’s intention to support a followers’ sense of self-worth.
Design/methodology/approach
Using an experimental scenario study design with a sample of 316 managers, a mediated three-way moderation model was investigated that tested the extent to which a new subordinate’s competence, self-determination, and will to achieve would influence the manager’s positive expectations of them and their willingness to support this subordinate’s sense of self-worth.
Findings
The results showed that a subordinate’s competence plays a key role and that a subordinate’s will to achieve and self-determination played an additional role that was mediated by positive expectations of the leader.
Practical implications
The key findings emphasize that leaders can benefit from understanding how dyadic relationships form and are influenced by the earliest phases of the development of such relationships.
Originality/value
By taking the perspective of the leader, the paper provides empirical evidence of key determinants of the leader-follower relationship.
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This article presents a study among information technology (IT) companies and young IT professionals, which demonstrates the central role of career development and strategic…
Abstract
This article presents a study among information technology (IT) companies and young IT professionals, which demonstrates the central role of career development and strategic training policies in improving the match between demand for and supply of IT professionals. These policies seem to be able to support both the changing demands for qualifications of IT professionals and the growth needs of these specialists. The changing demands concern, amongst others, the ability to deal with information technology, business processes and business strategy issues in an integral way. Actually, however, most IT companies mainly focus on solving, in the short term, their demand for human resources in a quantitative sense. It is argued that addressing the qualitative problem by means of a strategic training policy, will, in the long term, also solve the quantitative side of the match. This training policy, which stresses the learning processes of young IT professionals and “learning from each other”, is related to the concept of the “learning organization”.