Competency Approach to Human Resources Management: Outcomes and Contributions in a Turkish Cultural Context

Abstract

This article examines the competency approach to human resources management (HRM) in organizations through a review of literature and theories on the competency perspective. Building on previous theory and some empirical evidence, a new competency framework is developed. The main purpose of the article is to examine the effectiveness of the competency approach as a human resources strategy for promoting expected roles, skills, and behaviors in organizations. The article also examines potential challenges to implementing a competency approach to HRM in a special cultural context. This is provided by a case study in a multinational, fast-moving, consumer goods company in Turkey. One of the findings of the study is that there are challenges to implementing the competency approach due to the cultural differences between home and host countries. If properly designed, however, the competency approach can enhance selection, development, promotion, and reward processes to meet both individual and organizational needs.

Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey

“…This finding is reinforced by Ozcelik and Ferman's (2006) finding that managers were reluctant to give negative feedback to employees. Thus, significant differences would be expected between MNE subsidiaries and local firms because while MNE subsidiaries face internal institutional pressure to retain this existing practice, local Turkish firms face external institutional pressures that prevent mimetic duplication of such a practice.…”

“…However, significant differences with local Turkish These challenges are generally traced to the cultural context in Turkey. Turkey is generally classified as below the world average on performance and future orientation and above average on in-group collectivism, power distance and assertiveness (Kabasakal and Bodur 1998;Ozcelik and Ferman 2006). It is considered to be highly paternalistic, reflecting the perceived obligation among those in authority positions to provide support and protection to those under their care.…”

“…Local managers are in a better position to make promotion judgements owing to the fact that supervision takes place at the local level (if we assume MNEs do promote employee empowerment as we suspect then this condition is yet more likely). Moreover, given that the cultural expectations and institutional tendencies of Turkey are towards paternalism and collectivism, with reciprocal obligations among top managers and employees to provide support for each other's interests through loyalty and deference (Aycan and Kanungo 1998;Kabasakal and Bodur 1998;Ozcelik and Ferman 2006), it would be expected that those who are meritorious on these softer issues beyond performance alone will face greater promotional prospects. …”

Implications of Organisational Culture on Performance of Business Organisations

“…Moreover, such attention is underscored by the view that economic progress is basically as a result of human effort (Paprock, 2006) and is in line with contemporary management focus which views workforce capacity or labour as the decisive source of competitive advantage (Peters, 2009;Ghosh and Geetika, 2007;Lynham and Cunningham, 2006;Ozcelik and Ferman, 2006) as opposed to land and capital.…”

Competencies for port and logistics personnel: An application of regional human resource development

“…Several comprehensive lists (e.g., McLean & Sullivan, 1990;Worley, Rothwell, & Sullivan, 2005) of organization development competencies have been developed through literature reviews, personal experiences, surveys, and focus groups. If properly designed, a competency approach can enhance staffing and selection; education and training; organization development; and performance, promotion, and reward processes to meet both individual and organizational needs (Gangani, McLean, & Braden, 2006;Ozcelik & Ferman, 2006). If properly designed, a competency approach can enhance staffing and selection; education and training; organization development; and performance, promotion, and reward processes to meet both individual and organizational needs (Gangani, McLean, & Braden, 2006;Ozcelik & Ferman, 2006).…”