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eBook Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies ePub

eBook Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies ePub

by Paul C. Green

  • ISBN: 0787946494
  • Category: Small Business and Entrepreneurship
  • Subcategory: Perfomance and Work
  • Author: Paul C. Green
  • Language: English
  • Publisher: Jossey-Bass; 1 edition (April 9, 1999)
  • Pages: 240
  • ePub book: 1983 kb
  • Fb2 book: 1859 kb
  • Other: txt azw doc lrf
  • Rating: 4.8
  • Votes: 171

Description

In this context, Paul C. Green divides his book into two main parts: I. Clarifying Competencies: In this part; He argues that "robust competencies help you define what was done, what is being done, and what needs to be done. And hence, he sets the stage for building robust competencies by identifying the ambiguities, challenges, and rewards of using competencies.

Building robust competencies. The book gives insights into the process of aligning the human resources of an organization with the vision and mission of the same. It tries to chart out the differences between the core competencies of an organization and the individual competencies of an employee. This may seem to be a trivial issue, but for many it is very difficult to recognize this difference.

Building Robust Competencies book. Goodreads helps you keep track of books you want to read.

San Francisco: Jossey-Bass Publishers, 1999. Quinn, Robert . et. al. Rothwell, William J. and John E. Lindholm. Competency Identification, Modelling and Assessment in the US.

The impact on organizational efficiency of human resource management .

The impact on organizational efficiency of human resource management practices has been extensively investigated throughout the year. But the upshot in literature is a blurring of the line between performance management system and organizational efficiency. The performance management system is part of the human resource practices.

Gubman, Edward L. "The Gauntlet is Down. Journal of Business Strategy. November-December 1996.

book by Paul C. Green. Competency development is one of the hottest topics in the HR profession

book by Paul C. Mass Market Paperback Paperback Hardcover Mass Market Paperback Paperback Hardcover.

Competencies are descriptions of desired performance traits in employees. The goal of competencies is to build a common set of standards (criteria) to improve the selection, development, and evaluation of employees. Ron Zemke: "Putting Competencies to Work," Training (January 1999).

4. Handbook of Human Resource Management practice Kogan, 1999. Time to Rebuild Human Resources.

Competency development is one of the hottest topics in the HR profession. Still there is much confusion among managers about what a competency is and how to use it effectively. Here, author Paul Green draws on twenty-five years of training, consulting, and employee assessment experience to establish a behavioral language that describes, guides, and links actions at work. This is the foundation for developing clearly defined competencies that help executives, managers, and HR professionals communicate performance goals through every step of the HR process--including interviewing, appraisal, coaching, and training-in ways that directly support an organization's mission, vision, and values.

Comments

Jieylau Jieylau
This book was required for a course in my M.A., Industrial-Organizational Psychology program. This is one of only 2 books that I've actually continued to use after graduation. Very helpful in developing competencies and structuring performance appraisals, and the author stresses the importance of relating everything back to business strategy.
Gavigamand Gavigamand
"This book explains how to use behavioral competencies to link human resource (HR) systems to an organization's purpose. This linkage will help organizations better communicate to associates about how they can effectively guide their own actions...The book is written for human resource professionals, who strive to link their organization's core competencies, capabilities, values, and priorities to its human resource applications...You can expect this book to recognize and reinforce important distinctions between an organization's strategic core competencies and its individual competencies and skills. Although these distinctions are obvious to business strategists, they are a source of confusion for many in human resources who want to use competencies to reflect vision, culture, and values" (from the Preface).
In this context, Paul C. Green divides his book into two main parts:
I. Clarifying Competencies: In this part;
* He argues that "robust competencies help you define what was done, what is being done, and what needs to be done." And hence, he sets the stage for building robust competencies by identifying the ambiguities, challenges, and rewards of using competencies.
* He explores the different meanings of competencies that are used in organizations and research. And he argues that "HR competency system must be job related and should reflect core competencies, capabilities, core values, and priorities."
* He discusses operationalizing performance skills to enable you to use behavioral observation, description, and inference to communicate clearly what a person needs to do to do a job well. Here he says that "a behavior is an action that you can observe, describe, and verify."
* He explores how the identity of an organization can become the target for alignment, and discusses how an organization's identity can be reflected in and reinforced by interviews, appraisal, coaching, and training.
II. Linking Competencies to Human Resource Systems: In this part, after briefly discussing perception-driven, experience-driven, attribute-driven, and behavior-driven approaches, he offers behavioral approach to link interviews, appraisals, coaching, and training to the identity of an organization. It emphasizes a systemic, job-related approach to support the effectiveness and defensibility of an HR system. He argues that "the linkage of HR applications is easier when the organization consistently uses a behavioral approach. Once behavioral language is used in one part of an HR system, it can be expanded to other applications."
Finally, he says that "the best answers to questions about core competencies, capabilities, core values, and priorities come from real experiences in applying them. Today, each answer is just an opinion at one point in time. However, the big question for the future will be: How can I link HR systems to my organization's identity? At present the most useful answers are those that emphasize a behavioral approach, job relatedness, nimbleness, and open mindedness."
Highly recommended.