Post on 21-Jan-2023
Competencies Management: A Public Sector Undertaking – A Social Work Perspective
Clayton Fonceca ¹ and Dr.A.Umesh Samuel ²
Clayton Fonceca, MSW., Dr.A.Umesh Samuel, M.A, M.A (S.W), Ph.d.,
Department of Social Work Associate Professor in Social Work
Bharathidasan University Bishop Heber College
Tiruchrapalli Tiruchirapalli
ABSTRACT
Competency Management is a system used to measure and monitor an Agency’s knowledge base
and helps the Agency match the talents and strengths of their employees with the positions that
can best utilize those skills. The demonstration of knowledge, skill, attitude, behaviour and
communication to a required standard in a given context to produce a product or service and the
ability to transfer the knowledge and skills to a new and different context defines competencies.
Social Work is based on the principle, ‘individualization’, which recognizes each individual with
a unique set of traits and competencies. The present descriptive study, conducted in one of the
leading industrial sectors in Tamil Nadu, aims to describe the present and desired competency
level of both Executives and Non-Executives in the areas of knowledge, skill, attitude, behaviour
and communication. And to overall map the competencies between the present level and the
desired level of the employees in both cadres. 60 respondents were taken as a sample; Equal
representation of respondents was taken for the study that constitutes of 30 Executives and 30
Non-Executives. The researcher resorted to the census method since there were only a few
Executives in the Outsourcing Department and for the Non-Executives the researcher used
simple random sampling technique using lottery method. More than half of the respondents
(56.7%) in the Executive cadre and majority (63.3%) of Non-Executives are below average in
terms of knowledge in the present level of competency. Majority of the respondents (66.7%)
Executives and only (40%) Non-Executives have a desire to enhance their knowledge. Majority
of Executives (60%) feel that they have sufficient skill and majority of the of Non-Executives
(63.3%) feel that they need to sharpen their skill in the present level of competency, more than
half of the respondents (53.3%) of the Executives and (56.7%) of Non-Executives have a desire
to sharpen their skill. More than half of the respondents (63.3%) in the Executive cadre and
(43.3%) in the Non-Executive cadre felt that there present level of communication as a
competency is above average and cent percentage of the employees of both cadres had a desire
to develop their communication even more. This is because regardless of the size of industry or
organization one is in whether a large corporation, a small company or even a home-based
business, effective communication skill is essential for success. The results of the study can serve
as guidelines and this information can be used to perform individual and organizational analysis
and to let the individual know where he/she stands in the organization. Social Work interventions
can be adopted to promote social change, problem-solving in human relationships, empowerment
and liberation of people to enhance their competencies and happiness.
INTRODUCTION
Today’s societies place challenging demands on individuals, who are confronted with
complexity in many parts of their lives. What do these demands imply for key competencies that
individuals need to acquire? Defining such competencies can improve assessments of how well
prepared young people and adults are for life’s challenges, as well as identify overarching goals
for education systems and lifelong learning. A competency is more than just knowledge and
skills. It involves the ability to meet complex demands, by drawing on and mobilising
psychosocial resources (including skills and attitudes) in a particular context. For example, the
ability to communicate effectively is a competency that may draw on an individual’s knowledge
of language, practical IT skills and attitudes towards those with whom he/she is communicating.
Hayes (2001) Competencies are generic knowledge motive, trait, social role or a skill of a person
linked to superior performance on the job.
UNIDO (2002) A Competency is a set of skills, related knowledge and attributes that allow an
individual to successfully perform a task or an activity within a specific function or job.
Competencies are underlying characteristics of people that indicate ways of behaving or
thinking, which generalize across a wide range of situations and endure for long periods of time.
Competency Management is a system used to measure and monitor an Agency’s knowledge base
and helps the Agency match the talents and strengths of their employees with the positions that
can best utilize those skills. The demonstration of knowledge, skill, attitude, behaviour and
communication to a required standard in a given context to produce a product or service and the
ability to transfer the knowledge and skills to a new and different context defines competencies.
According to the website (http://www.blurtit.com/q119578.html) Social Work is based on many
principles out of which the principle of, ‘individualization’, recognizes each individual with a
unique set of traits and competencies. If Social Workers are able to identify and tap into the
respondent’s unique traits, they could enhance their competencies, happiness with success and
ensure them a better quality of life.
The key dimensions of competency used in the study are:-
1. Knowledge
This refers to information and learning resting in a person, such as a surgeon's knowledge
of the human anatomy.
2. Skill
This refers to a person's ability to perform a certain task, such as a surgeon's skill to
perform a surgery.
3. Attitude
An attitude is a hypothetical construct that represents an individual's degree of like or
dislike for an item or phenomenon. Attitudes are judgments. Unlike personality,
attitudes are expected to change as a function of experience.
4. Behaviour
The aggregate of the responses or reactions or movements made by an organism in any
situation. Behaviour is the collection of behaviors exhibited by human beings and
influenced by culture, attitudes, emotions, values, ethics, and authority.
5. Communication
Communication is a process of transferring information from one entity to another.
Communication processes are sign-mediated interactions between at least two agents
which share a repertoire of signs and semiotic rules.
REVIEW OF LITERATURE
Annie Hondeghem and Filip Vandermeulen (2000) conducted a study on “Competency
management in the Flemish and Dutch Civil Service”. International Journal of Public Sector
Management, 13, 4, 342 – 353. This article attempts to combine theory and practice. Some
theoretical aspects of competency management are explored and definitions, reasons for
implementation, novelty and implications for the HRM function are discussed. The theory is then
confronted with two cases of competency management in the public sector. The first deals with
the appraisal system in the Flemish administration and the second with the HR-policy towards
public managers in the Dutch civil service. The case study method was adopted, case studies was
collected during a research project on international perspectives for HRM in the Flemish
government. They concluded that ‘Competency management has become a new trend in the
public sector. There is some doubt, however, if competency management is really something
new or whether it is just old wine in new bottles. Academics seem to be more sceptical about its
novelty than practitioners’.
Sylvia Horton (2000) conducted a study on “Competency management in the British civil
service”. International Journal of Public Sector Management, 13, 4, 354 – 368. This article states
that Competency management is an idea that was developed in the private sector and transposed
to the public sector during the 1990s. First this article examines the concept of competency-
based management, its claimed advantages over traditional approaches to personnel management
and the problems associated with its use. Second, it describes and analyses the extent of its use in
the British civil service based on an empirical survey of 130 civil service departments and
agencies carried out in February 2000. Third, it looks in detail at the way that five civil service
organizations have developed, and are using, holistic approaches to competency management.
Finally, it concludes that although the approach to introducing competency management has, up
to now, been fragmented, ad hoc and pragmatic central government pressure to adopt
benchmarking and Investors in People personnel strategies is resulting in a more holistic practice
of competency-based management throughout the civil service.
WHY COMPENTENCY MANAGEMENT?
We need competent people to achieve results efficiently and effectively. In a world that is
dominated by the service sector, the importance of human capital cannot be overlooked. We
depend on the competency of people to generate a return on investment on the use of physical
and technological resources. To a large extent, human capital defined as the skill, dexterity, and
knowledge of the population, has become the critical input in determining economic growth
today. Organizations need to systematically pursue competency acquisition and development.
This kindled the researchers interest on the current topic, thus the study was undertaken at one of
the leading industrial sectors in Tamil Nadu in the outsourcing department to study whether there
is a difference between the employees present and desired level of competencies in the
organization and to respectively map their competencies.
RESEARCH METHODOLOGY
Aim and Objective of the Study
To describe the present and desired competency level of both Executives and Non-
Executives in the dimensions of knowledge, skill, attitude, behaviour and
communication.
To overall map the competencies between the present level and the desired level of the
employees in both cadres.
Research Design The research design used in this study is descriptive. Descriptive studies are concerned with
describing the characteristics of a particular situation, group or community. Therefore, the
researcher adopted the descriptive design to describe the present and desired competency level of
both Executives and Non-Executives and to overall map the competencies between the present
level and the desired level of the employees in both cadres.
Universe and Sampling The present study was conducted in one of the leading industrial sectors in Tamil Nadu. 60
respondents were taken from the Outsourcing Department as a sample from the universe of 250.
Equal representation of respondents was taken for the study that constitutes of 30 Executives and
30 Non-Executives. The researcher resorted to the census method since there were only a few
Executives in the Outsourcing Department and for the Non-Executives the researcher used
simple random sampling technique using lottery method.
Tools of Data Collection The questionnaire method was adopted using a self prepared questionnaire which consisted of a
3-point scale with separate levels as to the present and desired levels of the respondents. The
reliability was established during the pre-testing of the questionnaire and was found to be 0.78
using the Spearman-Brown split half coefficient formula.
Findings Table 1: Distribution of Respondents based on their Present Level of Competencies
From the above table of the Present Level of Competencies it is evident that the majority of the Executives have better Competencies pertaining to Knowledge, Skill, Attitude, Behaviour, Communication and excel overall when compared to the Non-Executives.
In terms of Knowledge, Attitude and Behaviour there is a least difference of (6.6% to 6.7 %)
between Executives and Non-Executives. A vast difference of (23.3%) was seen in terms of Skill
pertaining to Executives and Non-Executives in the Present Level of Competencies.
This proves the fact that the Executives possess better Competencies in order to guide the Non-
Executives efficiently and effectively.
S.No
Variables
Executives
Non-Executives
No of Respondents
(N:30)
Percentage No of Respondents
(N:30)
Percentage
1 Knowledge
Low Level
High Level
17
13
56.7
43.3
19
11
63.3
36.7
2 Skill
Low Level
High Level
12
18
40.0
60.0
19
11
63.3
36.7
3 Attitude
Low Level
High Level
16
14
53.3
46.7
20
10
66.7
33.3
4 Behavior
Low Level
High Level
10
20
33.3
66.7
12
18
40.0
60.0
5 Communication
Low Level
High Level
11
19
36.7
63.3
13
17
43.3
56.7
6 Over all
Low Level
High Level
14
16
46.7
53.3
15
15
50.0
50.0
Table 2: Distribution of Respondents based on their Desired Level of Competencies
From the above table of the Desired Level of Competencies it is evident that the majority of the Executives have better Competencies pertaining to Knowledge, Skill, Attitude, Behaviour, and excel overall when compared to the Non-Executives.
Cent percentage of the employees of both cadres had a desire to develop their communication
even more. This is because regardless of the size of industry or organization one is in whether a
large corporation, a small company or even a home-based business, effective communication
skill is essential for success.
In terms of Knowledge (26.7%) of the Executives desire to enhance their Knowledge more than
that of the Non-Executives. There is a very small percentage difference between Executives and
Non-Executives pertaining to Skill, Attitude and Overall Competencies in the Desired Level.
S.No
Variables
Executives
Non-Executives
No of Respondents
(N:30)
Percentage No of Respondents
(N:30)
Percentage
1 Knowledge
Low Level
High Level
10
20
33.3
66.7
18
12
60.0
40.0
2 Skill
Low Level
High Level
13
17
43.3
56.7
14
16
46.7
53.3
3 Attitude
Low Level
High Level
12
18
40.0
60.0
14
16
46.7
53.3
4 Behavior
Low Level
High Level
17
13
56.7
43.3
21
09
70.0
30.0
5 Communication
Low Level
High Level
-
30
-
100
-
30
-
100
6 Over all
Low Level
High Level
11
19
36.7
63.3
14
16
44.0
56.0
Table 3: ‘t’ Test Difference between various levels of Executives and various Dimensions
S.No
Variable
Mean
Std. Deviation
Statistical Inference
1 Knowledge
Present Level (n:30)
Desired Level (n:30)
12.50
15.80
1.526
1.095
t=9.624
p>0.001 Significant
2 Skill
Present Level (n:30)
Desired Level (n:30)
11.77
14.40
1.040
.724
t=11.382
p>0.001 Significant
3 Attitude
Present Level (n:30)
Desired Level (n:30)
12.60
16.73
1.354
.980
t=13.541
p>0.001 Significant
4 Behavior
Present Level (n:30)
Desired Level (n:30)
7.83
11.30
.986
.750
t=15.334
p>0.001 Significant
5 Communication
Present Level (n:30)
Desired Level (n:30)
3.80
6.00
.714
.000
t=16.868
p>0.001 Significant
6 Overall
Present Level (n:30)
Desired Level (n:30)
48.50
64.23
2.62
2.09
t=25.668
p>0.001 Significant
It is inferred from the table 3 that there is a significant difference the level of Executives with
regard to their Competencies in the dimensions of Knowledge, Skill, Attitude, Behaviour and
Communication. We can also infer that there is a significant difference in the overall level of
Competency of the Executives.
Table 4: ‘t’ Test Difference between various levels of Non-Executives and various Dimensions
S.No
Variable
Mean
Std. Deviation
Statistical Inference
1
Knowledge
Present Level (n:30)
Desired Level (n:30)
11.53
15.17
1.795
1.510
t=8.482
p>0.001 Significant
2
Skill
Present Level (n:30)
Desired Level (n:30)
12.03
14.53
1.245
.571
t=9.995
p>0.001 Significant
3
Attitude
Present Level (n:30)
Desired Level (n:30)
11.83
16.57
1.117
1.040
t=16.989
p>0.001 Significant
4
Behavior
Present Level (n:30)
Desired Level (n:30)
7.40
10.97
1.102
.928
t=13.563
p>0.001 Significant
5 Communication
Present Level (n:30)
Desired Level (n:30)
3.37
6.00
.809
.000
t=17.835
p>0.001 Significant
6 Overall
Present Level (n:30)
Desired Level (n:30)
46.16
63.23
3.34
2.41
t=22.659
p>0.001 Significant
It is inferred from the table 4 that there is a significant difference the level of Non-Executives
with regard to their Competencies in the dimensions of Knowledge, Skill, Attitude, Behaviour
and Communication. We can also infer that there is a significant difference in the overall level of
Competency of the Non-Executives.
Competency Map
From the above Competency Map we can infer that there is a significant difference between
Executives and Non-Executives in the Present Level of Competencies and the Executives
possess overall better Competencies in all the dimensions when compared to the Non-
Executives.
From the above Competency Map we can infer that the Non-Executives have a desire to enhance
their skills more when compared to the Executives.
RECOMMENDATIONS
The management should conduct relevant training programmes to enhance their employees
knowledge and skill on their current practices that would be both beneficial to the industrial
growth as well as to the employees development.
The Industrial Social Worker or the Management should organize more Capacity Building
programmes and workshops pertaining to the self-development of the employees attitude,
behavior and communication and relevant to suit the needs and enhance the competencies of
both the Executives and Non-executives.
Industrial Counselling and Social Case Work practices could be implemented to promote social
change, problem-solving in human relationships, empowerment and liberation of people to
enhance their competencies and happiness.
Talent Management programmes should be initiated to not only enhance the competencies but
also identify latent potential in order to harness it.
CONCLUSION
Organizations which understand the thought processes behind the different types of competency
approaches develop a business case for implementing competencies. Competency management
maybe described as the capturing, assessing, and reporting the competency levels of employees
to ensure that the business has the human resources to implement strategy. Competency
implementation is a mammoth task. A competency project succeeds or fails largely by the way it
is implemented in an organization. Wherever it has been successful, the success can be attributed
to a very clear understanding of not just the competency process and the value it adds to the
organization but also the way it is implemented.
REFERENCE
[1] Annie Hondeghem and Filip Vandermeulen (2000) Competency management in the
Flemish and Dutch Civil Service International Journal of Public Sector Management, 13, 4,
342 – 353. [2] Palan, R. ( 2003) Competency Management - A Practitioner's Guide Malaysia:Specialist
Management Resources. [3] Shangai, Seema (2004) Handbook of Competency Mapping SAGE India.
[4]Sharma, Radha R. (2002) 360 Degree Feedback, Competency Mapping and Assessment
Centers Tata Mcgraw-Hill Publishing Company Limited Delhi.
[5] Spencer Lyle, M. and Spencer, Jr. (1993) Competency at Work John Wile & Sons Inc.
[6] Sylvia Horton (2000) Competency management in the British civil service
International Journal of Public Sector Management, 13, 4, 354 – 368.