https://isiarticles.com/bundles/Article/pre/pdf/507.pdf

Competencies: Alternative frameworks for competitive advantage

1. Setting the scene Part I. The Fundamentals: 2. Performance and reward basics 3. Working with psychology 4. Managing motivation 5. Being strategic and getting fit Part II. Performance Management in Action: 6. Managing results 7. Managing behaviours 8. Managing competencies 9. Performance review, planning and developing Case study - Performance assessment at Mercury Couriers Part III. Base Pay and Benefits 10. Base pay purpose and options 11. Base pay structures 12. Developing position-based base pay systems 13. Developing person-based base pay systems 14. Employee benefits Case study - soliciting excellence Part IV: 15. Performance-related rewards: options, aims, efficacy, fairness 16. Merit pay for individual performance 17. Recognition awards 18. Results-based individual incentives 19. Collective short-term incentives for large and small work groups 20. Collective long-term incentives: employee share plans 21. Executive incentives Case study - Beyond the hard sell: Performance incentives at SouthBank Part V. Fitting it All Together: 22. System review, change and development.

Managing Employee Performance and Reward: Concepts, Practices, Strategies

This article concludes that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders. Rather, human resource professionals, in partnership with management educators, are best positioned to identify and facilitate global leadership excellence by focusing on the identification and development of key personal characteristics or distinctive competencies. In particular, global leaders must be men and women of sound character. We further propose that "distinctive competencies" are best assessed through experience in the field. Recommendations are offered as to how competency-based leadership development can be designed to address both common and distinctive competencies, with special attention to the individual's character.

Meeting the Competency Needs of Global Leaders: A Partnership Approach

Dirección de recursos humanos: un enfoque estratégico

This article concludes that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders. Rather, human resource professionals, in partnership with management educators, are best positioned to identify and facilitate global leadership excellence by focusing on the identification and development of key personal characteristics or distinctive competencies. In particular, global leaders must be men and women of sound character. We further propose that “distinctive competencies” are best assessed through experience in the field. Recommendations are offered as to how competency-based leadership development can be designed to address both common and distinctive competencies, with special attention to the individual's character. © 2006 Wiley Periodicals, Inc.

/pdf/meeting-the-competency-needs-of-global-leaders-a-partnership-2e1wz4yjju.pdf

Meeting the competency needs of global leaders: A partnership approachCommentary on “meeting the competency needs of global leaders: A partnership approach”: An executive coach's perspective

1. Competencies are generic and undifferentiated. Although Patricia Zingheim, et al., may have observed that &dquo;a list of competencies developed by Hay/McBer has been widely adopted, and many organizations have used these as the foundation for competency-based pay,&dquo; it is not correct for any reader to conclude that any element of the Hay Group, including Hay/McBer, recommends or endorses use of generic competencies, either across different types of work within an organization, or across organizations. We would go beyond Prof. Lawler to say that &dquo;competency-based systems that pay for generic personality traits not clearly related to task performance&dquo; are at best trivial, and at worst very damaging.

Competencies: The Right Foundation The Right Foundation For Effective Human Resources Management

The core problem of every organization is performance. Strategic planning, quality, culture and people are the most persistent themes in the drive to enhance employee performance. The best way to align individual behavior with corporate interests is derived through competencies, the peoplebased tool with the greatest versatility and explanatory power. Performance is defined by measurement and shaped by the promise of rewards. Values, purpose, goals, rewards, competencies and leadership development all are individual parts of the performance system. At minimum, performance systems must address purpose and direction, goals, leadership behavior, assessment and measurement and rewards. This article illustrates the difference between two approaches: focus on performance and showcase competencies.

People, Competencies and Performance: Clarifying Means and Ends

Broadbanding: A "Second Generation" Approach

One of the most disturbing aspects of our current economic malaise is the number of companies reacting to difficult times by ignoring the lessons learned in the 1990s concerning high performance. These companies are embracing practices more likely to prolong their problems rather than alleviate them. With their backs to the wall, troubled companies face a number of questions. There is the practical matter of people: At a time when layoffs are in the air, how does the organization keep its top talent—the people it most needs to retain if it is going to recover? A broader but equally pressing issue is strategic: How will the business get out of trouble and on the road to recovery? The corollary question is just as important: What can it do to avoid, or at least minimize, similar trouble in the future? These challenges are even more daunting during an economic downturn. This article answers key questions to help identify the path to business recovery.

http://cbr.sagepub.com/content/34/3/15.full.pdf

David A. Hofrichter

Papers

Competencies: The Right Foundation The Right Foundation For Effective Human Resources Management

People, Competencies and Performance: Clarifying Means and Ends

Broadbanding: A "Second Generation" Approach

Charting Your Company’s Course through Troubled Economic Times