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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.

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.

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.

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.

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.

The paper gives insight in how to persuade and stimulate employees to use competency management more frequently.

The purpose of this paper is to propose a new generic human resource management (HRM) system linked to a novel and more developed social and organizational paradigm: the common welfare HRM system.

This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the control and the commitment HRM systems. The control HRM system will be related to a low level of consciousness. The commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed common welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations.

This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional control and commitment. The common welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy.

The common welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered.

The paper clarifies the several HRM practices related to the three HRM systems: control, commitment and common welfare.

The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.