Showing papers in "Human Resource Management in 2006"
TL;DR: In this article, a competence-based approach to employability derived from an expansion of the resource-based view of the firm is proposed, in which occupational expertise is complemented with generic competences.
Abstract: Employability is a critical requirement for enabling both sustained competitive advantage at the firm level and career success at the individual level. We propose a competence-based approach to employability derived from an expansion of the resource-based view of the firm. In this contribution, we present a reliable and valid instrument for measuring employability. This measure is based on a five-dimensional conceptualization of employability, in which occupational expertise is complemented with generic competences. Two sources of raters (employees and their immediate supervisors) are involved in developing and testing the measure. Since the five dimensions of employability explain a significant amount of variance in both objective and subjective career success, the predictive validity of the tool is promising. This instrument facilitates further scientific HRM research and is of practical value in light of job and career assessments, recruitment, staffing, career mobility, and development practices
865 citations
TL;DR: In this article, the authors define individual competencies and distinguish them from other individual difference constructs, arguing that given the unique requirements of corporate entrepreneurship, a competency-based approach to assessing organizational human capital needs is superior to more traditional job-analytic methods.
Abstract: Corporate entrepreneurship, the discovery and pursuit of new opportunities through innovation and venturing, is an important source of competitive advantage. Corporate entrepreneurship involves a diverse set of activities such as innovation in products and processes; the development of internal and external corporate ventures; and the development of new business models, which require an array of roles, behaviors, and individual competencies. In this article, we define individual competencies and distinguish them from other individual difference constructs. We argue that given the unique requirements of corporate entrepreneurship, a competency-based approach to assessing organizational human capital needs is superior to more traditional job-analytic methods. Drawing on existing literature, we outline a competency framework for supporting corporate entrepreneurship and infer the underlying, measurable knowledge, skills, and abilities that contribute to these competencies. We conclude with a discussion of the implications of this framework for the staffing, training and development, and performance-appraisal practices of firms seeking to promote corporate entrepreneurship. © 2006 Wiley Periodicals, Inc.
380 citations
TL;DR: In this paper, the authors investigate the extent to which organizations implement training activities for facilitating the transfer of training before, during, and after training and the relationship between these activities and the transfer across organizations.
Abstract: The purpose of this study was to investigate the extent to which organizations implement training activities for facilitating the transfer of training before, during, and after training and the relationship between these activities and the transfer of training across organizations.Training professionals from 150 organizations reported that 62%, 44%, and 34% of employees apply training material on the job immediately, six months, and one year after training. In addition, their organizations were significantly more likely to use training activities to facilitate transfer during training than either before or after training. Further, training activities before, during, and after training were significantly related to the transfer of training; however, activities in the work environment before and after training were more strongly related to transfer than activities during training. The practical and research implications of these findings are discussed for improving the transfer of training in organizations. © 2006 Wiley Periodicals, Inc.
336 citations
TL;DR: In this article, the role of core employees (CEs) in firm competitiveness has been investigated; the authors defined theoretical relations among the value and uniqueness of CEs' knowledge, skills, and abilities and organizational capabilities that define the competitive advantage of the firm; using a sample of Spanish firms with more than 500 employees, they also analyzes empirically whether CEs are associated with organizational efficiency.
Abstract: This research tested the role of core employees (CEs) in firm competitiveness. The article defines theoretical relations among the value and uniqueness of CEs' knowledge, skills, and abilities (KSAs) and organizational capabilities that define the competitive advantage of the firm; using a sample of Spanish firms with more than 500 employees, it also analyzes empirically whether CEs are associated with organizational efficiency.The HR manager assessed the value and uniqueness of CEs, and a different manager appraised organizational capabilities. We used a formal methodology to test efficiency. A variance analysis indicated a higher organizational capability for firms using the most valuable and unique CEs and data envelopment analysis (DEA) confirmed that such firms had the highest efficiency. © 2006 Wiley Periodicals, Inc.
174 citations
TL;DR: This paper found that statistics on workplace availability drastically overstate the extent to which employees perceive that family-friendly policies are accessible to them personally, and that British workplaces appear to be responding slowly, and perhaps disingenuously, to pressures to enhance familyfriendly work practices' parental leave, paid leave, job sharing, subsidized child care, and working at home.
Abstract: Using linked data for British workplaces and employees, we find a low base rate of workplace-level availability, and a substantially lower rate of individual-level perceived accessibility, for five family-friendly work practices' parental leave, paid leave, job sharing, subsidized child care, and working at home. Our results demonstrate that statistics on workplace availability drastically overstate the extent to which employees perceive that family-friendly policies are accessible to them personally. British workplaces appear to be responding slowly, and perhaps disingenuously, to pressures to enhance family-friendly work practices. © 2006 Wiley Periodicals, Inc.
166 citations
TL;DR: In this paper, the employment relationship of long-term contracted employees using a social exchange framework was examined and the effects of employee perceptions of organizational support from contracting and client organizations on their affective commitment to each organization and service-oriented citizenship behavior was examined.
Abstract: Although growth has occurred in contract employment arrangements both in the public and private sectors, scant research has been conducted on the organizations and employees affected by these arrangementsThis study examines the employment relationship of long-term contracted employees using a social exchange framework Specifically, we examine the effects of employee perceptions of organizational support from contracting and client organizations on their (a) affective commitment to each organization and (b) service-oriented citizenship behavior We also examine whether felt obligation toward each organization mediates this relationship Our sample consists of 99 long-term contracted employees working for four contracting organizations that provide services to the public on behalf of a municipal government Results indicate that the antecedents of affective commitment are similar for the client and contracting organization Employee perceptions of client organizational supportiveness were positively related to felt obligation and commitment to the client organization Client felt obligation mediated the effects of client perceived organizational support (POS) on the participation dimension of citizenship behavior Our study provides additional support for the generalizability of social exchange processes to nontraditional employment relationships Implications for managing long-term contracted employees are discussed
153 citations
TL;DR: In this article, interviews were conducted with HR representatives from 19 firms to examine the linkage between electronic human resources (e-HR) and the reshaping of professional competence in HRM and draw implications for the development of HR competencies and identify learning strategies that HR professionals can utilize to fulfill their changing roles and responsibilities.
Abstract: Information technology has been cited as a critical driver of HR's transition from a focus on administrative tasks to a focus on serving as a strategic business partner. This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define the success of HR professionals. Interviews were conducted with HR representatives from 19 firms to examine the linkage between electronic human resources (e-HR) and the reshaping of professional competence in HRM. Based on the findings, we draw implications for the development of HR competencies and identify learning strategies that HR professionals can utilize to fulfill their changing roles and responsibilities. © 2006 Wiley Periodicals, Inc.
153 citations
TL;DR: In this article, the authors investigate how two aspects of team autonomy are related to teamwork quality, a multifaceted indicator of team collaboration, and find that team-external influence over operational project decisions is negatively related to team quality.
Abstract: The use of teams that incorporate autonomy in their designs continues to be an important element of many organizations. However, prior research has emphasized projects with mostly routine tasks and has assumed that autonomy resides primarily with a team leader. We investigate how two aspects of team autonomy are related to teamwork quality, a multifaceted indicator of team collaboration (Hoegl & Gemuenden, 2001). Specifically, we hypothesize that team-external influence over operational project decisions is negatively related to teamwork quality, while team-internal equality of influence over project decisions is positively related to teamwork quality. Testing our hypotheses on responses from 430 team members and team leaders pertaining to 145 software development teams, results support both predictions. Acknowledging the possible benefits of certain types of external influence (e.g., constructive feedback), the findings demonstrate that team-external managers of innovative projects should generally refrain from interfering in team-internal operational decisions. Likewise, the study shows that all team members should share decision authority, recognizing that their contributions to team discussion and decision making may well differ given differences in experience and expertise. © 2006 Wiley Periodicals, Inc.
142 citations
TL;DR: In this paper, a case study of a multinational corporation reveals that there remains a significant gap between literature espousing the efficacy and utility of HR shared services and the extent to which the adoption of such a model is successful.
Abstract: An increasing number of large and multinational organizations are moving to shared services models in delivering the human resource function. It is commonly believed that the adoption of an HR shared services model can transform the role of HR by enabling the HR function to be more strategic at the corporate level and more cost-effective at the operational level. However, few academic studies have been carried out to investigate challenges to implementing an HR services center successfully and the impact of adopting an HR shared services model on different groups of employees. Through a case study of a multinational corporation, this article reveals that there remains a significant gap between literature espousing the efficacy and utility of HR shared services and the extent to which the adoption of such a model is successful. The financial and emotional cost of moving to a shared services model can outweigh the tangible cost savings predicted by firms. The idea of separating the HR function into strategic, operational, and administrative components may prove to be too simplistic, although it underpins the initiative of HR shared services. © 2006 Wiley Periodicals, Inc.
138 citations
TL;DR: Comparing organizations with more effective and less effective virtual team training programs allowed us to identify a set of “best practices” and offer practical guidance regarding the effective use of training to promote high-quality virtual team performance.
Abstract: Organizations are creating virtual teams at an ever-faster rate. Virtual team leaders and members from distant locations work together and communicate with each other using a variety of information technologies. Results from a survey of 440 training and development professionals identify current organizational training practices aimed at preparing leaders and members for virtual team assignments. Comparing organizations with more effective and less effective virtual team training programs allowed us to identify a set of “best practices.” We offer practical guidance regarding the effective use of training to promote high-quality virtual team performance. © 2006 Wiley Periodicals, Inc.
135 citations
TL;DR: In this article, the authors describe how Moneyball lessons might contribute to a "new vision of HRM" in various types of organizations and address a number of questions related to the Moneyball story that have relevance to successfully implementing HRM innovations.
Abstract: Moneyball (Lewis, 2003), a New York Times bestseller, is a book about baseball. When read through a broader lens, however, Moneyball is also a book about innovation, resistance to change, competitive advantage, achieving excellence, and, of most relevance here, human resource management. While many would agree that the radical innovation described in Moneyball represents a “new vision of management” in baseball, this article describes how Moneyball lessons might contribute to a “new vision of HRM” in various types of organizations. The focus of the article is on what HR executives and scholars can learn from the Moneyball phenomenon. More specifically, the authors address a number questions related to the Moneyball story that have relevance to successfully implementing HRM innovations; these questions have to do with overcoming resistance to the implementation of radical innovation and how HRM innovation can contribute to sustainable competitive advantage. © 2006 Wiley Periodicals, Inc.
TL;DR: In this article, four theoretical approaches are brought to bear on the adoption or rejection of human resource practices: economic, decision-making, alignment, and diffusion approaches, and the diffusion approach attributes adoption/rejection decision to institutional pressures that encourage imitation.
Abstract: This article explores reasons why organizations adopt or reject human resource practices. Four theoretical approaches are brought to bear on this issue. According to the economic approach, organizations adopt HR practices that are economically beneficial to them. Similarly, the alignment approach views firms as adopting HR practices if these practices are aligned with strategic objectives. In contrast, the decision-making approach invokes a constrained-ra-tionality model of managerial judgment, and the diffusion approach attributes the adoption/rejection decision to institutional pressures that encourage imitation. Literature in these areas is reviewed and the implications for HR research and practice are discussed. © 2006 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors developed a framework for the analysis of HRM in project-intensive firms and identified four managerial issues and a number of questions that must be addressed to improve HRM.
Abstract: One of the most profound organizational changes currently under way is the application of project-based structures within and between firms. This change is happening in both growth and mature industries. Several management scholars have taken interest in the reasons why firms adopt project-based ways of working. However, the effect of project-based organizing on the firm's H R M is a recurrent problem and a challenge to many companies. We develop a framework for the analysis of HRM in project-intensive firms. Based on a study of four companies and the transformation of their organizational structures and processes, we identify four managerial issues and a number of questions that must be addressed to improve HRM in project-intensive firms. © 2006 Wiley Periodicals, Inc.
TL;DR: In this article, the influence of nationality, size, and sector on the comparative ratio of HR specialists in organizations, and on the likely scope and brief of such departments was explored using large-scale survey data from organizations in Europe and Japan.
Abstract: What determines the resources allocated to an HR department? The antecedents of the size of HR departments within firms and the relationship between HR department size and the role that HR departments perform are issues of theoretical and practical importance. Using large-scale survey data from organizations in Europe and Japan, this article explores the influence of nationality, size, and sector on the comparative ratio of HR specialists in organizations, and on the likely scope and brief of such departments. It also examines the internal organizational characteristics associated with HR department size. In contrast to previous literature on administrative components, we demonstrate that the human resources staff component is affected not only by organizational size but also by sector and national location. © 2006 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors explored the relationship between HR competencies and HR effectiveness as perceived by line managers and employees within 39 surveyed Taiwanese high-tech firms and found that HR competency of field expertise and change management are strongly related to HR effectiveness, while business knowledge is not.
Abstract: This article explores the relationship between HR competencies and HR effectiveness as perceived by line managers and employees within 39 surveyed Taiwanese high-tech firms. The data were collected from multiple constituencies in the form of four targeted surveys, and the analysis was conducted at the firm level. Respondents included 182 high-level executives, 152 HR managers, 320 line managers, and 1,262 employees. Results suggest that in the Taiwanese high-tech context, HR competencies of field expertise and change management are strongly related to HR effectiveness as perceived by line managers and employees, while business knowledge is not. Managerial implications and future research direction are also discussed in the article. This study contributes to a better understanding of HRM competencies and HR effectiveness within an international context. © 2006 Wiley Periodicals, Inc.
TL;DR: In this article, a methodological approach to competency management based on a situationalist perspective is proposed, which is more capable of dealing with some of the critical management challenges outlined in the recent literature, such as the demand for more participative approaches and the increasing emphasis on emerging competencies.
Abstract: The dominant view in managerial practice assumes that competencies are “universal” constructs whose meaning is independent from any specific context. The “universalist” approach ensures a high degree of efficiency through standardization of competency codebooks. However, the effectiveness of this approach has often been questioned. Overgeneralization makes the description of competencies ambiguous and does not provide HR managers with adequate practical information. An alternative, “situationalist” approach defines competencies as situated, idiosyncratic constructs whose meaning is deeply influenced by organizational culture and by the unique way people make sense of their jobs. We propose a methodological approach to competency management based on a situationalist perspective. Through a field study carried out in a large Italian organization, we discuss the issues relevant to consider when developing competency-management systems though a situationalist approach. In particular, we show that the situationalist approach, by ensuring higher attention to the meaning and to the situated nature of competencies, is more capable of dealing with some of the critical management challenges outlined in the recent literature, such as the demand for more participative approaches and the increasing emphasis on emerging competencies. © 2006 Wiley Periodicals, Inc.
TL;DR: In this article, the authors examine how human resource management practices can help a firm overcome the problems and capitalize on the opportunities that ERP technology presents by facilitating an effective dual-core structure through an emphasis on knowledge management, human capital stewardship, and relationship building.
Abstract: Enterprise resource planning (ERP) systems are a strong fit with organizations dominated by routine, highly programmed technologies, and tightly regulated operations. However, while these settings are best suited for ERP implementation, they also have the greatest difficulty making use of the knowledge ERP systems generate because of their inherent rigidity, inertia, and resistance to change. This article examines how human resource management practices can help a firm overcome the problems and capitalize on the opportunities that ERP technology presents by facilitating an effective dual-core structure through an emphasis on knowledge management, human capital stewardship, and relationship building. © 2006 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors examine the credibility competency for HR professionals and conclude that more broadly defined competencies for human resources professionals are necessary, and they conclude that credibility dimensions vary across stakeholders with employees emphasizing trust, management emphasizing expertise and effective relationships, and top management emphasizing the achievement of results.
Abstract: Recent specification of HR competencies has the potential to influence the professional development of all HR practitioners. It is possible, however, to master the competencies and still underperform. This disconnect may occur because current competency work reflects the perspective of top management clients of human resources to the neglect of the employee perspective. In addition, competencies have become linked so tightly to firm outcomes that normative influences in competency development are lost. To think through these issues, we examine the credibility competency for HR professionals (Ulrich & Brockbank, 2005). Focus groups confirm that credibility dimensions vary across stakeholders, with employees emphasizing trust, management emphasizing expertise and effective relationships, and top management emphasizing the achievement of results. We conclude that more broadly defined competencies for HR professionals are necessary. © 2006 Wiley Periodicals, Inc.
TL;DR: In this article, the authors concluded that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders and suggested that 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.
Abstract: 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.
TL;DR: In this paper, the authors examined earnings forecasts for a sample of Fortune 1000 firms and found professional stock analysts consistently underestimated the earnings of firms that made greater use of high-involvement practices during the 1990s.
Abstract: Research has shown that high-involvement work practices are positively related to corporate financial performance. However, it is unknown if investors are able to use information on high-involvement practices to predict the performance of specific companies. In this study, we examine earnings forecasts for a sample of Fortune 1000 firms and find professional stock analysts consistently underestimated the earnings of firms that made greater use of high-involvement practices during the 1990s. Based on data collected from newspaper articles and annual reports, we argue that these lower estimates resulted from a lack of information on innovative HR practices. Recommendations to managers for disseminating information on and leveraging highinvolvement HR practices are discussed. © 2006 Wiley Periodicals, Inc.
TL;DR: This paper conducted a large-scale empirical study of the effectiveness of a wide range of HRM practices and found that higher wages, better financial and health benefits, and development opportunities were positively associated with job retention.
Abstract: Why should an employer hire a former welfare client?What human resource management practices can help employers retain former welfare clients? This study addresses these questions against the backdrop of changes in welfare legislation in the United States that have lessened support to welfare clients and their families and emphasized movement into the workplace. We conducted a large-scale empirical study of the effectiveness of a wide range of HRM practices and found that higher wages, better financial and health benefits, and development opportunities were positively associated with job retention. Unexpectedly, supervisory training had no relationship to retention, and appraising supervisors on providing a supportive and inclusive work environment showed a negative relationship. We provide suggestions to employers for improving the job retention of former welfare recipients along with directions for additional research. © 2006 Wiley Periodicals, Inc.
TL;DR: In the first criterion-related validity study of a complete 360-degree competency assessment process (i.e., where customer data are included), aggregated 360degree assessment of 428 retail associate store managers on six competencies showed strong validity in the prediction of assessment center performance.
Abstract: In the first criterion-related validity study of a complete 360-degree competency assessment process (i.e., where customer data are included), aggregated 360-degree assessment of 428 retail associate store managers on six competencies showed strong validity (.50) in the prediction of assessment center performance. In addition, 360-degree assessments on each of the six competencies were significantly correlated with the criteria. The aggregated 360-degree assessments also demonstrated incremental validity over managerial ratings alone in the prediction of assessment center criteria. Customer (mystery shopper) assessments were also significantly correlated with the assessment center criteria and exhibited incremental validity beyond supervisory assessments. © 2006 Wiley Periodicals, Inc.
TL;DR: This article investigated several outcome differences among 410 managers who either had or had not implemented layoffs (i.e., handing out warn notices) during one or more years between 2000 and 2003.
Abstract: In the present study, we investigate several outcome differences among 410 managers who either had or had not implemented layoffs (i.e., handing out warn notices) during one or more years between 2000 and 2003. Using survey data, our findings show that issuing warn notices significantly predicts increased self-reported health problems, seeking treatment for those health problems, sleep problems, feelings of depersonalization, and intent to quit. Emotional exhaustion fully mediates the relationship between issuing warn notices and health problems, depersonalization, and intent to quit, whereas it partially mediates the relationship to seeking treatment and sleep problems. A similar pattern was found for the mediating variable of job security. © 2006 Wiley Periodicals, Inc.
TL;DR: This paper found that just over 79% of those interviewed (88 of 112) referred to, at some point in their careers, pre-meditated strategies to enhance their careers that they concealed from coworkers.
Abstract: Theorists have forwarded a vast range of career-success determinants, including sociodemographic, social capital, personality, and other behavioral factors. We suggest that existing studies have overconcentrated on the overt behavioral determinants of career success to the detriment of the covert, clandestine, and concealed. Our analysis of two detailed qualitative case studies involving 112 indepth interviews with executives, managers, supervisors, and front-line staff in a large financial services organization and a medium-sized fashionable restaurant group uncovered five main strategies of surreptitious career success.These strategies are obligation creation and exploitation, personal-status enhancement, information acquisition and control, similarity exploitation, and proactive vertical alignment. Our findings indicate that just over 79% of those interviewed (88 of 112) referred to, at some point in their careers, premeditated strategies to enhance their careers that they concealed from coworkers. Consequently, we argue that surreptitious actions are central to employee career-focused activities and fundamental to a more complete understanding of the complexities of career-oriented employee behavior.
TL;DR: DeCocinis and his leadership team at the Ritz-Carlton as discussed by the authors have achieved the highest employee satisfaction among all of the 59 hotels worldwide for five consecutive years, which is the longest streak of any hotel in the world.
Abstract: In China, where many multinational companies face a constant shortage of talent and high employee turnover, the Portman Ritz-Carlton Hotel has been able to attract, develop, and retain high-quality talent to deliver excellent customer service and ensure profitable growth. Under the leadership of Mark DeCocinis since 1998, the Portman Ritz-Carlton has not only been named as the “Best Employer in Asia” by Hewitt Associates three consecutive times, but has also rated the highest in employee satisfaction among all of the Ritz-Carlton's 59 hotels worldwide for five consecutive years. How can DeCocinis and his leadership team achieve such remarkable results? In his interview with Arthur Yeung, Mark DeCocinis, general manager of the Port-man Ritz-Carlton and regional vice president, Asia-Pacific, of the Ritz-Carlton Hotel Company, shares his philosophy and practices on talent management in China and elsewhere. © 2006 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors examine the professorial human resource base in academic institutions and focus on professors in business schools, emphasizing the importance of academic value creation, generating cutting-edge research, leading teaching, and building strong interrelationships with students and participants.
Abstract: This article examines the professorial human resource base in academic institutions More specifically, we focus on professors in business schools All academic institutions, business schools included, must have top-quality faculty Their drive for enhancing academic value creation, generating cutting-edge research, leading teaching, and building strong interrelationships with students and executive participants fuels the success of the academic institution Obviously, the other employees also are importantThe administration must be outstanding, along with the research associates, finance staff, marketing team, and the like Still, in order to contribute to the overall success of the academic institution, these other functions all depend on an outstanding professorial staff—they cannot create success alone © 2006 Wiley Periodicals, Inc
TL;DR: In this article, the authors introduce the construct of legal-centric decision making, present a model of the primary factors contributing to legal-centric decision-making, provide support for the model from diverse literatures, and identify several keys to avoiding legal-centered decision making.
Abstract: Many managers and human resource professionals view the law increasingly as an overly restrictive influence on their ability to manage employees effectively. This article is intended to alert HR professionals to the risk that they are unnecessarily contributing to the impact that legal considerations have on the management of employees as a result of “legal-centric decision making.” We introduce the construct of legal- centric decision making, present a model of the primary factors contributing to legal-centric decision making, provide support for the model from diverse literatures (e.g., behavioral decision making, management, and law), and identify several keys to avoiding legal- centric decision making. © 2006 Wiley Periodicals, Inc.
TL;DR: This paper investigated the effect of organizational downsizing on job-seeker attraction to an organization and found that workforce reductions reduced job-seekers' attraction, but companies that downsized but provided assistance and adequate communication to employees were still attractive to applicants.
Abstract: Empirical research and narrative reports from working managers suggest that employee attitudes can be negatively influenced by organizational downsizing, but the potential impact of downsizing on applicants is not well documented. In this study, we investigate the effect of organizational downsizing on job-seeker attraction to an organization. Respondents were given descriptions of two organizations, coupled with information on workforce reductions in the two organizations. We found that workforce reductions reduced job-seeker attraction. However, companies that downsized but provided assistance and adequate communication to employees were nearly as attractive to applicants as companies that had not downsized. Managerial implications of these results are provided. © 2006 Wiley Periodicals, Inc.
TL;DR: In this paper, Hanneke C. Frese explores a few of the issues associated with the practical application of competency models and discusses the contribution that competency modeling can make to the firm and areas for future development and application of these models.
Abstract: In this interview with Hanneke C. Frese, we explore a few of the issues associated with the practical application of competency models. Hanneke has broad international experience in a number of organizational settings and has observed both the advantages and the challenges of implementing competency frameworks. In addition, we discuss the contribution that competency modeling can make to the firm and areas for future development and application of these models.