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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