Perceived development needs of managers compared to an integrated management competency model

Viitala, Riitta

doi:10.1108/13665620510620025

Cited by 53 publications

(65 citation statements)

References 33 publications

(56 reference statements)

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“…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.…”

Section: Introductionmentioning

confidence: 99%

“…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. Therefore, organisations should provide conditions to ensure sufficient competence development (Senge, 1994;Viitala, 2005) Much of the earlier research concentrated on management and leadership competence development (e.g. Crawford, 2005;Fong & Chan, 2004;Rose et al, 2007;Suikki et al, 2006;White et al, 1996).…”

Section: Introductionmentioning

confidence: 99%

“…FIOH, 2013;Viitala, 2005;White et al, 1996). Due to these changes, novel occupational health and safety risks such as psychosocial risks have emerged, and the mental and emotional demands of work have increased (Leka et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…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. Competency models can serve as tools for helping managers in self-reflection, identifying development needs, and developing and building collective comprehension concerning management in a company (Viitala, 2005). In this study, the competence development framework is used as a broader concept that includes competence requirement identification, competence assessment, and development activities.…”

Section: Introductionmentioning

confidence: 99%

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Assessing and developing safety management competences

Tappura

Kivistö-Rahnasto

2018

IJOOES

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Introduction: Assessing and developing managers’ safety competence is one method for achieving high safety performance in the organisations. Objectives: The aim of this study is to construct a safety management competence development framework to help organisations in safety promotion. Materials and methods: This study comprises a theory-based construction of the safety management competence development framework and an empirical study in a case organisation. Results: The framework consists of definition of safety management competence requirements, self-assessment of the competence, definition of development needs, and implementation of competence development activities. Conclusions: The framework provides the means for systematically improving managers’ safety management competence as an integral part of general management competence development procedures in organisations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Assessing and developing safety management competences

Tappura

Kivistö-Rahnasto

2018

IJOOES

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“…For instance, Eells & Jaguszewski (2008) and Kenny (2008) (Lester, 1995;Cheetham & Chivers, 1996;Vitala, 2005). Table 1 …”

Section: The Competencies Standards Of Librarianshipmentioning

confidence: 99%

The Required Competencies of Para-Professionals in Library Services of Sarawak State Libraries

Masrek¹,

Johare²,

Saad³

et al. 2012

IBIMABR

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Para-professionals in the library services are library associates, library technicians, or library assistants who assist the professional librarians in library-related task. Mining the literature unveiled that studies investigating the required competencies on para-professional are still very limited. To address this gap, this paper reports a study that was conducted with the purpose to identify the required competencies of para-professionals in the library services. Adopting the survey research methodology, data were collected using questionnaires from 502 para-professional librarians working with the Sarawak State Library in Sarawak, Malaysia. The findings suggest that all the seven sets of competencies, namely general competencies; Agency and Organizational Knowledge; Reference and Research; Collection Management; Content Organization and Structure and Library Technology Management are either moderately or highly required by the para-professionals. Based on these findings, the appropriate training needs could be identified.

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Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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The purpose of this study was to identify the competencies hospitality unit leaders perceived to be most critical for career development, and to determine whether perceptions of the importance of various skills and attributes/abilities varied when leaders worked in different organizational contexts. Leaders from two hospitality segments, land-based hotels and ocean-based cruise ships, participated in the study. Findings indicated notable differences between the two samples on a number of items.A background of relevant research on hospitality leadership competencies is provided. Contextual variables are examined as they contribute to better understanding differences in perceived competency requirements between land-based and ship-based leaders. Four contextual dimensions (staff composition, task requirements, organizational structure, and the external environment) are explored. A conceptual model is presented that illustrates the posited influence of organizational context on hotel and ship leadership competencies as they impact both selection processes and development activities.Results of this opinion-based study suggest that, while senior hotel and ship practitioners share a need for certain core competencies (positive attitude and effective listening), organizational context likely influences the relative importance of specific skills and attributes/ abilities required for effective leadership in each industry segment. Findings support previous research and have implications for educators, practitioners, and researchers. r

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Perceived development needs of managers compared to an integrated management competency model

Cited by 53 publications

References 33 publications

Assessing and developing safety management competences

Assessing and developing safety management competences

The Required Competencies of Para-Professionals in Library Services of Sarawak State Libraries

Leading on land and sea: Competencies and context

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