Exploring high-performers’ required competencies

Lee, Yu-Ting

doi:10.1016/j.eswa.2009.05.064

Cited by 27 publications

(17 citation statements)

References 48 publications

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“…Ferris et al (2002) posited that the effectiveness of recruitment practices has an impact on employee effectiveness. Along the same lines several scholars have advocated that the selection of a suitable candidate for an appropriate position should be combined with the development and enhancement of employee competencies that are relevant to the business strategies and objectives (Naquin and Holton, 2006;Lee, 2010;Hellriegel and Slocum, 2011). This is consistent with the findings of several authors who found that effective recruitment and selection leads to competitive advantage and high performance of organizations 951 HRM practices and organizational performance (Chen and Cheng, 2012;Pfeffer, 1994;Storey, 2007).…”

Section: Human Resource Management Contributions To Organizational Performancementioning

confidence: 99%

Human resource management (HRM) practices and organizational performance

Otoo

2019

101

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Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource management (HRM) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRM practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRM practices and organizational performance. Research limitations/implications The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of hotels in adopting proper and well-articulated HRM practices in building human capital and stimulating the necessary behaviors that create advantage for the organization. Originality/value This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRM practices and organizational performance of the hotel industry in Ghana.

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Section: Human Resource Management Contributions To Organizational Performancementioning

confidence: 99%

Human resource management (HRM) practices and organizational performance

Otoo

2019

101

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“…Hence, the development of competency models has emerged. Competency models identify the pivotal factors, skills, knowledge, and behaviors necessary for successful performance in a particular context (Lee, 2010). For example, leadership and managerial competency models have been developed to enhance the capabilities of an existing workforce to achieve greater organizational efficiencies and effectiveness (Naquin & Holton, 2006).…”

Section: Competencymentioning

confidence: 99%

“…Explorative or qualitative research may be needed to identify a comprehensive set of factors associated with IS user competency. For instance, suggestions have been put forth to study competency in high versus low performers (Lee, 2010;Spencer & Spencer, 1993;Woodruffe, 1993). Therefore, users with higher IS proficiency can be compared to those with lower IS proficiency.…”

Section: Contributions and Research Implicationsmentioning

confidence: 99%

Information Systems User Competency: A Conceptual Foundation

Eschenbrenner¹,

Nah²

2014

CAIS

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Research has identified a variety of factors that influence people's intentions to use IS and their degree of IS use. However, what has not been well understood are the characteristics of competent IS users who are proficient in using IS and are able to achieve quality IS usage. Considering that improving IS users' abilities to more efficiently and effectively use IS has always been and remains a challenge, research that provides a comprehensive view of the characteristics associated with competent IS users is warranted. This paper addresses this research question by proposing a conceptual foundation for IS user competency. Based on social cognitive theory, this research also proposes an overarching framework for IS user competency that can serve as a theoretical foundation for future research in this domain.

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“…Olsen [ 34 ] explored that to accomplish certain tasks, skill management tools and techniques should be efficiently managed and implemented. Lee et al [ 35 ] and Lin et al [ 36 ], work includes the core competencies of technical experts for integrated circuit design and research and development. Both areas require necessary expertise in high-performance.…”

Section: Related Workmentioning

confidence: 99%

Expertise based skills management system to support resource allocation

2021

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Skills Management is an essential concept of human resource management in which a skill inventory may be created for each employee and managers can assign tasks to workers based on worker’s abilities. This concept is not fully practiced for two reasons: i) employee’s skills are not effectively evaluated and documented, ii) tool support is deficient to manage this complex task. Ineffective skill management of an organization fizzle tasks assigned to the incompetent employees and this may lead to project failure. To fill up this gap, a survey is conducted across various software organizations to find out the best practices for the skill management and to gather requirements for skills management framework. Based on survey findings, a mathematical framework is proposed that calculates the soft and hard skills of employees automatically based on time and achievements as skill increases or decreases over time. In this framework, the Skills Calculation Engine (SCE) is developed for the managers to enhance the capacity of appropriate decisions making in assigning tasks to the rightly skilled workers. This framework is also useful for organizations as it can increase profitability as tasks are assigned to the most appropriate employees. The SCE is implemented as a Windows-based application to calculate skills, store skills in skills inventory, and assign tasks based on an employee’s skills. The skills management tool is evaluated in a facilitated workshop; furthermore, a feature-wise comparison of the tool is also made with existing tools.

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Exploring high-performers’ required competencies

Cited by 27 publications

References 48 publications

Human resource management (HRM) practices and organizational performance

Human resource management (HRM) practices and organizational performance

Information Systems User Competency: A Conceptual Foundation

Expertise based skills management system to support resource allocation

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