Gender, age and marital status as predictors of managerial competency needs

Abstract

PurposeThe purpose of this paper is to investigate the factors that predict competency needs of managers using quantitative methodology.Design/methodology/approachFor the study, 31 individual competencies were analysed. The study is confined to a fully integrated telecommunication service provider; 198 managerial employees participated in the survey.FindingsMarital status, age and gender have significant main effects in predicting competency needs. The results also revealed significant interaction effects among the variables of marital status and the number of subordinates, and marital status and gender in predicting competency needs.Originality/valueThough there is an enormous diversity in the scope of competency literature, a few empirical research studies have been conducted on the predictors of management competency requirements. Further, a limited number of competency studies have been conducted in Asia. Hence, empirical research studies are needed to fill this lacuna in literature.

Managerial Competencies and Results in Research Groups

“…Starting from the behavioral assumption in 1982, Richard Boyatizis was the first person to coin the expression "managerial competencies" as referring to observable behaviors of managers who lead organizations to higher levels of performance (Wickramasinghe & Zoyza, 2008). Since it aggregates constitutive elements included in several studies, this article will be guided by Freitas' (2016) definition of MCs:…”

Is harmony still in the local socialist officials’ hearts

“…The multiple regressions used to detect what factors influenced the harmonious competencies of managers can be seen in the early studies on competencies. The term "competency" was first used in the managerial context in research conducted by Boyatzis (1982) to identify the characteristics that distinguish superior from average managerial performance (Wickramasinghe and Zoyza, 2008). Boyatzis pointed out that there is no single factor, but there is a range of factors that influence a manager's competencies.…”

“…Though such research aims to clarify how one or two factors influence a manager's competencies, these studies have not yet managed to elucidate the influencing mechanism. As Boyatzis (1982) explained, because a manager's competencies are affected simultaneously by multiple interactive variables, an approach which examines one or two factors is not adequate to explain any hidden causal influences (Wickramasinghe and Zoyza, 2008).…”

Managerial Competencies and Innovations in the Company – The Case of Enterprises in Poland

“…Managerial competency has been studied from many perspectives in academic research, including: the impact of competency-based methodologies on HRD (Rothwell, Lindholm 1999); the role which competencies play in education and training field (Camuffo, Gerli 2004;Hansson 2001;Kersh Evans 2005;Tovey 2006); individual and contextual factors influence competency levels (Wickramasinghe, De Zoyza 2008;Agut et al 2003); the competency approach to study entrepreneurial and leadership characteristics (Wickramaratne et al 2014;Jena, Sahoo 2014;Quintana et al 2014;Jantti, Greenhalgh 2012;Man et al 2002;Schmitt-Rodermund 2004); the specific character of managerial competencies depending on the type of company, industry or market which the company operates in. (Cappellen, Janssens 2008;Suh et al 2012;Trivellas, Drimoussis 2013;Chong 2013;Kożuch, Szczepańska-Woszczyna 2014;Vila et al 2014), evaluation of behavior, skills and commitment of managers (Moradi et al 2011).…”