Asian Journal

of Research in

Social Sciences

and

Humanities Asian Journal of Research in Social Sciences and Humanities Vol. 4, No. 8, August 2014, Special Issue, pp. 15-27.

ISSN 2249-7315

www.aijsh.org

Asian Research Consortium

Body Type as a Predictor of Human Resource Competency

“A case study in Iranian construction companies”

Mir Hadi Moazen Jamshidi, Kambakhsh Farahmand

Assistant Professor, Department of Management, Economics & Accounting, Payame Noor University, Tehran, Iran.

Assistant Professor, Department of Management, Economics & Accounting, Payame Noor University, Tehran, Iran.

.

Abstract

The objective of this research was to compare the level of HR competency based on body type (Somato

type) in order to predict the level of competencies among those who are applying for positions and those

who seeking promotion in the construction industries. The results of this study can be applied in

construction companies to assist in employing applicants with the best qualifications - especially those

who have no, or not enough, job experience. The participants in this research included 167 HR managers

from 35 different industrial companies in Iran. The results of this research confirm that there are

consequential differences in HR competency level based on Body type.

Selection and/or peer-review under responsibility of ICM21, Iran.

Keywords: Construction, Human resource, Competency, Body type, Somatotype

1. Introduction

Historically, for so long until the 1980s, human resource (HR) termed "personnel" had mostly been

activity-based and non-strategic (Boudreau and Ramstad, 2007; Rynes, Brown and Colbert, 2002). In the

current century, the role of human factors has been linked as a mechanism to acquiring a comparative

advantage (Jamshidi et al., 2012a; 2012b).

From the historical perspective, about 4,000 years ago in China the imperial officers provided the

standard checklist to employ and search for competent people to work as imperial guards. Similarly, in

1920, companies in the USA and Europe, especially in United Kingdom considered factors like the shape

of skull, shape of maxillary, face, the distance between the eyes or teeth, the shape of ears and some other

information such as the date of birth. These companies attempted to use these factors in order to employ

job candidates (Garcia and Domeque, 2005). In some organizations, even highly paid professional

foremen were given the task to interview and select suitable candidates for available vacancies. Though

competencies are considered as the importance factors to choose the best individuals for the vacancy and

promotion, other factors have influences as well (Garcia and Domeque, 2007).

The ensuing years, the theory and application of competencies have become a central paradigm in HR

practices (Storey, Wright and Ulrich, 2009). In order to define the competencies, which are necessary for

the HR administrators to perform effectively their organizational duties as the strategic partner,

researchers such as Ulrich et al. (2009); Jackson and Schuler (2011) struggled to design a comprehensive

model of HR competencies for HR administrators. Competency modeling represents one particular

approach for job analysis (Jackson and Schuler, 2011). The strategic importance of job analysis and

competency modeling is providing a rational foundation as a systematic procedure in order to build a

coherent approach for managing human resources (Jackson and Schuler, 2011). This role for job analysis

and competency modeling becomes especially obvious during the periods of strategic change, when jobs

in an organization are likely to be transformed. At a micro perspective, Construction companies need

employees who have the abilities to facilitate the organizational mission. As such, an attempt to employ

efficient staff is one of the most important tasks of human resource departments of Iranian construction

companies.

In the current century while organizations and companies continue to reveal strategic efforts in order to

meet the demands of the changing business environment, the HR managers face new roles and

competencies in work places (Ulrich and Brockbank, 2005). Many competency factors in people will be

developed based on experience and the growth rate is not similar in different people. Also in many

organisations, managers conduct to employ new and fresh staffs without enough experience (Huczynski,

Buchanan, 2010). Hence the managers always face with this question: How can we predict the

competencies of people in the future when we want to hire new and fresh employees? Although there are

several studies about HR competencies done by researchers such as Ulrich (1998), Schoonver (1998),

Schoonver (2000) and Ulrich et al. (2008), the literature about the predicting competencies of people and

the capacity of learning competencies is not enough.

Although construction is one of the most labor-intensive industries, the human resources management

(HRM) issues receive inadequate attention in this area. Furthermore, the focus of attention with regards to

HRM has been as a centralized head- office function yet most problems and operational issues arise on

projects. Administrators and managers in Construction companies always face a challenge in order to

promote current employees or hire new staffs regarding their competencies. This challenge in companies

is how the managers can predict that, the person who is a candidate for a job or task has important

competencies or will possess them in the future. In many situations, a new job or task may be defined for

the first time and the candidates may not have any experience in that job (Evers et. al, 2005). As

mentioned, recently HR managers are seeking the significant factors which can help them to predict

competencies and the talent of individuals.

This research is going to explore the effects of body type on the level of Competency in order to predict

HR managers’ competency level.

The research question of this study is: Are there any differences in the level of HR competencies

based on body types?

2. Literature Review

2.1. Competency

Many groups such as management theorists, educational experts, human resource managers, industrial

psychologists have used the term competence and competencies (Hoffmann, 1999). There are various

interpretations of the term “competency” (Koenigsfeld et al., 2012). According to Fletcher (1993), a

competent individual is a person who can do a job role in a wide range of settings over an extended

period of time. Spicer (2009) and Koenigsfeld et al. (2012) said that competencies included skills,

knowledge, abilities, motivation, and other requirements, which are needed in order to perform the job

successfully. According to Hornby and Thomsels (1989) competencies are the skills, knowledge and

qualities of effective leaders and managers. Another definition of competencies has been presented by

Ulrich et al. (2008). Ulrich et al. (2008) used two distinct terms, competencies and capabilities.

Competencies refer to skills, knowledge and behaviour exhibited by individuals in their work. In fact,

competencies have technical nature or social orientation, wheras capabilities are the collective abilities of

an organization (García- Barriocanal et al., 2012). Competencies consist of two parts. The first part

recognizes the skills which are needed to perform the job and the other part recognizes the functions

needed in order to be more effective in performance (Spencer and Spencer, 1993).

Jamshidi et al. (2013) in his research indicated that the competencies of human resource managers are

divided into the five groups Including Individual competencies, Management and Leadership

competencies, Social-communication competencies, Strategic competencies and finally Complementary

competencies. These groups of competencies are defined as follows:

A. Individual Competencies: It is essential for the organizations to have effective personnel in order to

lead organizational development. Managers must be able to control and manage themselves (Tipplet and

Amros, 2003). In organizations, success of human resources firstly depends on HR managers’ individual

competencies. Individual competencies include the skills and abilities of a person in self-control and also

the ability of innovation and creativity in decision making, which is the main part of individual

competencies. Jamshidi et al. (2013) defined individual competencies in terms of personal characteristics,

personality and physical traits that a HR manager must have to succeed. Individual competencies also

include the ability and capability to reflect on one’s own actions.

B. Social and Communication Competencies: HR departments act as a node at the centre of network of

people. HR managers need to communicate with other managers and employees to perform HR important

duties for the realization of the organizational goals (Molen and Gramsberg-Hoogland, 2005). Social and

communication competencies include the ability and skills that are used by an individual to make

effective relationships and communication with others, the readiness and ability to live together and

communicate effective with other people and the competencies that lead to team work (Schroder, 1999;

Tipplet and Amros, 2003).

C. Management and Leadership Competencies: Management competencies are the competencies

which a person has to lead and manage a group effectively. Through these competencies, managers can

manage and lead their corporation to reach their goals. HR managers have to be involved in assessing

performance and providing advice based on the employee attitude and firms’ business policies. Some

researchers define the leadership competencies in terms of personality traits. In contrast, some other HR

researchers defined these competencies as the ability and skills to make strong relationship between HR

managers and followers (Kreitner and Kinicki, 2010).

D. Strategic Competencies: Strategic competencies are the abilities and skills to identify internal strengths

and weaknesses as well as external opportunities and threats. These competencies are important to

formulate, implement and evaluate cross-functional decisions in order to achieve organisational goals.

Strategic competencies make strategic plans and organisational goals possible. Furthermore, they are

utilized to solve the problems based on the existing knowledge and abilities. This is based on systematic

thought and strategic attitude (Tipplet and Amros, 2003). These competencies are necessary in order to

know, define and analyse and strategic challenges.

E. Complementary Competencies:

Complementary competencies include a group of skills and abilities. It might not be as important as the

other four categories, but in equal condition, people with these competencies are preferred. Jamshidi et al.

(2013) presented 27 important competencies in five HR competency groups Individual competencies

group includes risk taking, Self-management, Stress tolerance, Creativity-innovation, Flexibility-

adaptability and Willingness to change. Communication and social competencies group includes Oral

expression ability, Negotiation, Conflict management, Sociability, Team working-corporation and finally

building trust. Management and leadership competencies group includes Judgment and decision making,

Planning-organizing, HR proficient knowledge, Empowering-delegating and Impact-influence. Strategic

competencies group includes analysis of complicated system, Strategic thinking, Time management,

Foresight, Achievement orientation and Knowledge management. Finally, the last group of competencies

is called Complementary competencies, which includes General knowledge, English language

knowledge, and Computer and IT knowledge. Table 1 shows the competencies found in these five groups

of competencies.

Table 1. HR competencies (Jamshidi et al., 2013)

Competency Groups Competencies

Individual

Competencies

Risk Taking Self

Management

Stress

Tolerance

Creativity and

Innovation

Self-

Confidence

Flexibility

and

adaptability

Willingness to

Change

Communication and

Social Competencies

Oral

expression ability

Negotiation Conflict

management

Sociability Team

working and corporation

Building trust *****

Management and

Leadership

Competencies

Judgment and decision

making

Planning and organizing

HR proficient Knowledge

Empowering

and

delegating

Impact and influence

***** *****

Strategic Competencies Analyzing of Complicated

systems

Achievement Orientation

Time Management

Foresight Strategic Thinking

Knowledge Management

*****

Complimentary

Competencies

General Knowledge

English language

knowledge

Computer and IT

Knowledge

***** ***** ***** *****

2.2. Body types (Somatotypes)

Some humanists believe biological factors affect individuals' behaviour. William Sheldon (1940) was one

of those who conducted research on the relation between body types and characteristic. Although his

ideas have always been criticized by other behaviourists, he repeated his experiment a few times and

always indicated relationships between body types and behaviour. Sheldon in one of his research gathered

about 60 personality types and specified a score to his people understudied. In the 1940s, Sheldon et al.

(1940) presented three basic body types. He called them: Endomorphy, Mesomorphy and Ectomorphy.

Regarding the different three body types, Sheldon explained three major human personalities (Sheldon et

al., 1940). They are Vicerotonia, Somatotonia and Cerebrotonia. The first group, Vicerotonia, is where all

members are somehow related with good behavior, good life, desirability and felicity. The second group

is Somatotonia. These individuals have properties including physical movement, competitiveness,

personality display and activity. The third group called Cerebrotonia. It consists of people related in the

way they think like introversion and over sensitivity. Sheldon believed that there were some relationships

between body type factors and three layers of the human embryo; the endoderm, the mesoderm and the

ectoderm. Sheldon showed that there is a mutual relation between physique of body and temperament

(Carter and Heath 1990). According to Sheldon's theory, these three body types have been defined as

follows:

A. Endomorphy: focuses on the digestive system. Endomorph people are corresponded to Vicerotonia.

They like comfort and luxury. They are extrovert (Sheldon, 1954; Sheldon et al., 1940). These people are

sociable. They are able to make relation with others easily.

B. Mesomorphy: focuses on musculature and circulatory systems of body. Mesomorphs have highly

developed muscles (Sheldon et al., 1940). It corresponds to Somatotonia temperament. According to

Sheldon (1954), they are energetic, dynamic, active, and aggressive. Furthermore, they are also risk

takers.

C. Ectomorphy: focuses on the nervous and brain system. Their tendency towards slightness and it

corresponds to cerebration temperament and being artistic. They are sensitive introverts and apprehensive

(Sheldon, 1954; Sheldon et al., 1940). Table 2.7 shows a list of characteristics which have been

introduced by Sheldon.

Although some researchers were interested in Sheldon’s somatotype theory, studies regarding the

relationship between body types and behaviour in the business field have been few. The literature on the

effects of body types on labour market outcomes for the US constitutes an important bulk of research

(Garcia and Domeque, 2007; Baum and Ford, 2004; Conley and Glauber2005). According to Garcia and

Domeque (2007), Endomorph people have a higher probability of working as self-employed workers

rather than as employees. In addition, obese women are more interested to be self-employed rather than

working as employees.

Recent studies have used different techniques to provide estimates of the correlation between body mass

and economic outcomes (Baum and Ford, 2004; Conley and Glauber, 2005). Gladwell (2006) presented

the results of his study on about half of the CEOs of Fortune 500 companies. He claimed that the average

CEO is approximately three inches taller than the average male American. In many technical jobs, height

is useful as it affects the leverage between muscle volume and bones to allow greater speed of movement

(Hubler, 2006). Hubler (2006) said that theoretical strands stressed that tall people indeed have higher

productivity. Another research regarding body types and appearance was conducted in 2009. Naumman et

al., (2009) conducted the research to examine the relationships between 10 personality traits and physical

appearance. They presented that fat people are more extrovert. Endomorph people can make better

communication with other people. Ectomorph people can be more inventive as they can think deeply.

As mentioned above, people with different Somatotypes can show different behaviours. It is possible that

some people with specific Somatotypes be more successful in some tasks. These differences in behaviour

Table 2. Sheldon's Somatotypes, Source: Sheldon (1954)

Sheldon's Somatotype Character Shape Picture

Endomorph (viscerotonic)

Sociable, relaxed,

tolerant, peaceful,

comfort-loving

developed visceral

structure, plump, buxom

Mesomorphic

(somatotonic)

Assertive, active,

vigorous, combative

muscular

Ectomorpha

(cerebrotonic)

Non-assertive, quiet,

restrained, fragile,

sensitive

poor muscles, lean,

delicate

can affect the quality of performances. According to the findings of studies in regards to the relationship

between body types and some behaviours; body types may affect some competencies.

Figure 2 shows the framework of research. In this model, HR competencies level is taken as the

dependent variable. Based on Sheldon’s Somatotype theory, Body type is chosen as an independent

variable. It includes three different types: Mesomorph, Endomorph and Ectomorph.

According to the research framework this hypothesis was developed in order to answer the research

question.

HR mangers of Construction companies have differences in the level of competencies based on

Body types.

3. Methodology

T Sequential mixed method using both quantitative and qualitative methods has been used in this

research. In order to assess the HR competencies in this research, a questionnaire was developed based on

Jamshidi’s et al. (2013) HR competencies including 54 questions. In order to certify the validity, the

questionnaire of Competency assessment was given to a group of professionals and experts in HR to

ensure that the sentences or items in the questionnaire are understandable, clear, comprehensible, and

suitable for this study and also they measure appropriate content. According to the feedback from this

group, some small changes may be done. Cronbach's alpha analysis was used to estimate internal

consistency of the competency questionnaire and reliability. In this study, the reliability of questionnaire

is shown in Table 2.. As illustrated in Table 2, the Cronbach’s alpha coefficient values for all competency

groups are more than .70, implying high internal consistency reliability.

SOMATOTYPE

1-Endomorphy

2-Mesomorphy

3-Ectomorphy

HR Competencies Level

(Dependent Variable)

Figure1 . Sheldon Somatotypes as the Independent Variable

In order to collect more valid data, some workshops were held. The main points related to the research

were described in workshops. Participants were taught how to fill out the questionnaires. The respondents

were 167 HR administrators and professionals in Iranian construction companies. They responded to the

competencies' assessment questionnaire as a self- assessment. For each competency, they had to declare

their perception based on the five-point scale where one implies very weak and five implies very good.

In order to diagnose the body types of respondents (Somatotype), observation methods were used.

Somatotypes can be explained based on three numbers. These three numbers represent the level of

Endomorphic- Mesomorphic and Ectomorphic for each respondent. The first number on the left shows

the level of endomorphic. The middle one explains the amount of mesomorphic, while Ectomorphic is

represented by the third number. The three numbers are judged on a scale of 1 to 7. There are all of the

three body types for a person but one of them is more prominent than others. The rating from 0.5 to 2.5

for a person is low, 3-5 is moderate and 5.5 to 7 is high (Carter, 2002). For example, a score of 7–1–1 is

for an extreme Endomorph, a score of 1–7–1 is for extreme Mesomorph, and a score of 1–1–7 shows an

extreme Ectomorph (Carter, 2002). Three medical doctors observed the participants. They recorded each

participant’s measures of Somatotypes on the first page of his or her questionnaire.

4. Findings

The participants in this research were divided into three groups based on body types. Three medical

doctors who were specialists in Somatotype measurement observed the participants’ Somatotype as

mentioned in chapter three. Table 3 shows the frequencies and percentages of three different body types.

69 participants (41.3%) are Endomorph. 60 participants out of 156 are Mesomorph (35.9%) and finally,

38 of them are Ectomorph.

Table 2 Cronbach’s Coefficient for competency group

Cronbach’s coefficient of Competencies level tests

Factors Number

of items

Cronbach’s alpha

Individual Competencies 14 0.72

Social and communication competencies 12 0.83

Management and Leadership Competencies 10 0.73

Strategic competencies 12 0.77

Complimentary competencies 6 0.79

The results of Levene’s test in Table 4 confirm the homogeneity of variances and present that the One-

Way ANOVA test can be applied to analyse the differences of HR Competency level based on body

types. As shown in Table 4, the value of sig for the Levene’s test is 0.36 (Sig ˃ 0.05) and states that the

assumption of equal variances are acceptable.

Table 4. Test of Homogeneity of Variances

Levene Statistic df1 df2 Sig.

1.031 2 166 0.36

Since the significance value in ANOVA table (Table 5) is less than 0.05, this implies that there is a

significant difference somewhere among the mean scores on the HR competencies level for the three

groups.

Table 5. HR competencies level based on Body Types by ANOVA

Sum of Squares F Sig.

Table 3. The Frequencies and Percentages

Frequency Percent

Endomorph 69 41.3

Mesomorph 60 35.9

Ectomorph 38 22.7

Total 167 100.0

Between Groups 3195.293 5.66 0.004

Within Groups 43157.002

Total 46352.295

Based on the Multiple Comparisons and Homogeneous subsets tables (Table 6 and 7) which give the

results of Tukey test, there is no significant difference between HR competency level means of

Ectomorph and Mesomorph participants. However, both of these body types are significantly different

from Endomorph people. In addition, Table 7 shows the mean of HR competency levels of Endomorph

people to be more than the other two body types.

Table 6. Multiple Comparisons

(I)Body Type (J)Body Type Mean Difference (I-J) Std. Error Sig.

Endomorph Mesomorph 8.89648* 2.98345 0.009

Ectomorph 9.40960* 3.78300 0.037

Mesomorph Endomorph -8.89648* 2.98345 0.009

Ectomorph .51312 3.93498 0.991

Ectomorph Endomorph -9.40960* 3.78300 0.037

Mesomorph -.51312 3.93498 0.991

Table 7. Homogeneous subsets for Body types (Tukey HSD)

Body Types N Subset for alpha = 0.05

1 2

Ectomorph 38 57.8926

Mesomorph 60 58.4057

Endomorph 69 67.30

Sig. 0.989 1.000

5. Conclusion

In this study, the means of HR competencies' level were compared with three groups of body types. The

results of ANOVA test presented that the mean of HR competency level for Endomorph participants was

significantly different from that of the other two body types. Among the participants for this study, the

highest mean of HR competency level belonged to Endomorph individuals. The results of this study

showed that it is possible that the people with different Somatotype have different levels of competencies

and there are differences in the levels of HR competencies based on Somatotypes. This result can be

supported by the research of Garcia and Domeque (2007) as well as Sheldon (1954). According to Garcia

and Domeque (2007) and Sheldon (1954), Endomorph people are sociable, relaxed, tolerant, peaceful,

and comfort-loving. These characteristics are related to some HR competencies especially

Communication and Social Competencies. Endomorph people are more relaxed, and relaxation is

correlated to Stress tolerance, Analysis of the complicated systems as well as Adaptability. Endomorph

people can make better relationship with others. They tolerate uncertain situations in organization easily.

They are more adaptable. The mean of competencies' levels in Ectomorph and Mesomorph participants

were less than that of Endomorph people and this difference was significant but the means of HR

competencies level among Ectomorph and Mesomorph people were almost the same. This means that

although Ectomorph and Mesomorph have different behaviour and different characteristics, each of these

two body types has some strength in behaviour, which suppresses some weaknesses. All in all, these two

body types are not different significantly in terms of overall score of competencies' level

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Data were analyzed by means of SPSS. Firstly, the Mean and Standard Deviation were analysed. Then,

systematic regression was used for specifying the variables' relations.