Identification of Managerial Competencies in Knowledge-based Organizations

Abstract

Managerial competencies identification and development are important tools of human resources management that is aimed at achieving strategic organizational goals. Due to current dynamic development and changes, more and more attention is being paid to the personality of managers and their competencies, since they are viewed as important sources of achieving a competitive advantage. The objective of this article is to identify managerial competencies in the process of filling vacant working positions in knowledge-based organizations in the Czech Republic. The objective was determined with reference to the Czech Science Foundation GACR research project which focuses on the identification of managerial competencies in knowledge-based organizations in the Czech Republic. This identification within the frame of the research project is primarily designed and subsequently realised on the basis of content analysis of media communications such as advertisements -a means through which knowledge-based organizations search for suitable candidates for vacant managerial positions. The first part of the article deals with theoretical approaches to knowledge-based organizations and issues on competencies. The second part evaluates the outcomes of the survey carried out, and also summarizes the basic steps of the application of competencies. The final part summarizes the benefits and difficulties of applying the competency-based approach as a tool of efficient management of organizations for the purpose of achieving a competitive advantage.

Assessing and developing safety management competences

“…The framework takes the general development activities into account and complements existing activities with relevant safety issues. For example, identifying managers' safety competence could be part of competency models (Königová et al, 2012) and identifying core competencies (Prahalad & Hamel, 1990;Viitala, 2005). Self-assessment could be part of the general development discussion, where safety objectives, related competence requirements, and development needs could be discussed as part of other management responsibilities.…”

“…(Carder & Ragan, 2005;Mullen et al, 2017;Tappura & Nenonen, 2016;Tengvall et al, 2017) To remain aligned with the dynamic needs of the business environment, organisations need to ensure up-todate competencies (Suikki et al, 2006). Competence is the ability to transform knowledge and skills into practice in a qualified way and to achieve the required level of performance (Boyatzis, 1982;Dreier, 2000;Königová et al, 2012). S. Tappura, J. Kivistö-Rahnasto Inte rnational Journal of Occupational and Environmental Safety, 2:1 (2018) 9-17…”

“…Boyatzis, 1982;Königová et al, 2012;Rothwell & Linholm, 1999). In this study, safety management competence refers to managers' ability to perform safety-related management activities and behaving appropriately for the required safety performance.…”

“…Moreover, the effective safety leadership competencies relating to safety performance were identified in Tappura & Nenonen's (2016) Indentifying and developing competences are critical strategic factors that ensure organisations' competitiveness (e.g. Königová et al, 2012;Suikki et al, 2006;Viitala, 2005). According to Viitala's (2005) study, in organisations where management development was well organised and connected to strategic management, managers were more aware of their development needs.…”

“…A few earlier studies focus on leadership training and coaching as a means of developing safety performance (Kaskutas et al, 2013;Kelloway & Barling, 2010;Kines et al, 2010;von Thiele-Schwarz et al, 2016). However, only a few studies have examined safety management and leadership competences (Biggs & Biggs, 2013;Hale et al, 2010;Hardison et al, 2014), and safety management perspective is generally absent in management and HR studies and literature (Zanko & Dawson, 2012) Competencies can be managed with competency models (Königová et al, 2012;Rothwell & Lindholm, 1999). According to Lucia & Lepsinger (1999), a competency model is a descriptive tool for identifying the knowledge, skills, abilities, and behaviour needed to perform effectively in an organisation.…”