The IPMA-HR competency model forms the basis for a certification training program developed by International Public Management Association for Human Resources (IPMA-HR) for HR professionals, which has been introduced into China in recent years. The program is welcomed by Chinese HR professionals and serves as fairly popular and influential competency training for human resources and the HR certification system of China. However, few scholars have conducted systematic tests and analyses on the model's stability, dependability and its scientific nature and no actual measurement has been performed on its reliability and validity as well. From empirical study perspective and on the basis of field survey and data collected in this study, we aim to test and analyze the four fundamental roles and twenty two competencies designed in the IPMA-HR Competency Model through using two main methods: the reliability & validity test and the path analysis. Besides concluding with positive findings of the program, we also summarize the practical applications of the IPMA-HR Competency Model in China's HR management and training market and propose our suggestions to improve the competency model in terms of a cultural identity perspective.

PurposeBased on self‐determination theory and social identity theory, the purpose of this paper is to investigate the role of social identity in buffering the effect of working pressure on the identified motivation (a kind of self‐determined motivation).Design/methodology/approachThis was an experimental study. In a simulated work setting, the study operationalized social identity as having participants who perceived their belonging to one particular working unit, and working pressure as task deadline. A 2 (social identity salience: salient vs not salient)× 2 (task deadline: deadline vs no deadline) between‐subjects experiment was designed.FindingsAs expected, participants under the condition of task deadline reported less identified motivation, both at the individual and group levels, than did those under the condition without task deadline. Participants under the condition of social identity salient reported more group‐based identified motivation than did those under the condition of social identity not‐salient. Faced with task deadline, participants whose social identity was salient showed more group‐based identified motivation than did those whose social identity was not salient.Research limitations/implicationsThis study was carried out in a simulated working situation, which may limit its ecological validity. Future studies have a focus on what will happen in real working contexts and continue to extend the current study theoretically.Practical implicationsThe paper's findings suggest that managers motivate employees by emphasizing their perception of group‐membership (i.e. social identity). This strategy was consistent with traditional Chinese management thoughts and values.Originality/valueThe paper is original in bridging social identity theory and self‐determination theory, and putting forward a group‐level‐based extension of self‐determination theory. The paper establishes the causal relationships among social identity, task deadline and identifies motivation by using an experimental approach.

After decades of development effort and referring to best practices from other public sectors, an integrated performance management system for the police organizations in China has already been established. However, it is rare that any evaluation of the effect of implementing performance management is conducted either by researchers or practitioners. This study targets police officers as samples from police organizations in Zhejiang Province in China. A questionnaire on evaluation of performance management for police officers was developed which included four factors: job characteristic, leadership style, internal operational mechanism of performance management, and interpersonal relationship. This study also explored the relationship between evaluation of performance management and job satisfaction, and tested the mediating effect of perceived social support on job satisfaction. The practical implications of this study on the Chinese system of policing are discussed.

This study examined whether time slack would influence the prediction of task completion time and whether need for cognition would influence prediction accuracy if time scenarios were manipulated. With a laboratory experiment in which 140 subjects were involved, two major results were obtained: (1) People expected time slack to be greater in the future than in the present, but the operation of time slack scenarios did not reduce the participants' optimism about when their tasks would be completed. Time constraint scenarios enhanced their prediction optimism. (2) Individual differences in need of cognition would influence the effects of operation of time scenarios.

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