Professional Documents
Culture Documents
Ayesha Syed CBHRM
Ayesha Syed CBHRM
Ayesha Syed CBHRM
ASSIGNMENT-1
LITERATURE REVIEW OF CBHRM
COMP
ETEN
CY
BASE
D
HUMA
N
RESO
URCE
MANA
GEME
NT
Literature Review
The competency based management is emerging as a new approach for making
employees more proficient in their work so that organizations can achieve the
competitive edge over their competitors and survive in todays time. Competency based
management has become an effective tool for HR to improve the performance of the
organization. Integration of competency model with the HR function has enhanced the
performance of individual as well as organization.
In todays changing business environment of globalization and accelerating competition,
organizations face mounting challenges to appropriately utilize each individuals
knowledge, skills and attitude to optimize performance. In this new era, HR is becoming
the source of an organizations competitive advantage [Legge 1995]. The resource based
approach considers HR as a unique source of competitive advantages of the firm
[Lorange and Murphy (1984), Boxall (1991), Lundy (1994), Storey (1998)]. Armstrong
and Baron (2002) in their article stated that, people and their skills, abilities and
experience, are making a significant contribution to organizational success and also
maintaining as a significant source of competitive advantage. HR in organizations should
be regarded as a valuable asset, in other words treated as human capital. [Beer et
al.1984]. HR is the resource that lies within employees, by whatever term it is called in
different organizations, as people, human capital, intellectual capital or talent and it is
progressively more acknowledged as important to the success and competitive advantage
of an organization [Boudreau and Ramstead 2007].
In recent years, the strategic involvement of the HR and its effect on the firms
performance has become more important [Rangone 1999, Analoui 2000]. The debate has
led to the creation of a resource based model of HRM [Boxall 1996], identifying HR as
being responsible for increasing organizational success [Kakabadse 2000] and a realistic
indicator of the improved organizational effectiveness [Analoui 1999 & 2002].
Generally HR professionals always had a relatively limited involvement in the
organizations affairs and goals, with activities being targeted mainly at the operational
level. The justification of the presence of human resource staff is mainly to enjoy
economies of scale and specialization. Generally HRM seems to be playing a secondary
role at a time when the capability to harness a firms human resources should be more in
demand and more valued than ever before [Lengnick-Hall 2003]. It has even been
suggested that there is a link between a firms performance and the utilization of its
human resources [Baird and Meshoulan 1988].
In the modern era, organizations are increasingly looking at HR as a unique and valued
asset that makes organizations to gain competitive advantage. At the same time, changing
demographics of the workforce, the fast changing business scenario with increasing
PAGE 1
PAGE 2
PAGE 3
Bibliography
1. CHAPTER 2 LITERATURE REVIEW - Shodhganga. (n.d.). Retrieved
November 6, 2016, from
http://shodhganga.inflibnet.ac.in/bitstream/10603/45230/11/11_chapter2.pdf
2. K. T., & M. A. (n.d.). Competency Based Management In Organizational Context:
A Literature Review. Retrieved November 6, 2016, from
http://www.ripublication.com/gjfm-spl/gjfmv6n4_10.pdf
3. Rothwell, W. J. (2012). CompetencyBased Human Resource Management. The
Encyclopedia of Human Resource Management: HR Forms and Job Aids, 45-47.
4. Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained
competitive advantage: A competency-based perspective. Academy of
management review, 19(4), 699-727.
5. Bell, B. S., Lee, S., & Yeung, S. K. (2006). The impact of e-HR on professional
competence in HRM: Implications for the development of HR professionals.
Human Resource Management, 45(3), 295-308. doi:10.1002/hrm.20113
6. Hamid, A. (2014). Development of an HR Practitioner Competency Model and
Determining the Important Business Competencies: An Empirical Study in
Malaysia. International Journal of Management Excellence, 3(2), 446.
doi:10.17722/ijme.v3i2.167
7. Conca, J. V., & Juana-Espinosa, S. D. (n.d.). The Competency-Based Human
Resource Management Model. Creating Synergy between Competency Models
and Information Human Resource Management in the Digital Economy, 187-207.
doi:10.4018/978-1-61350-207-5.ch011
8. Kandula, S. R. (2013). Competency-based human resource management. PHI
Learning Pvt. Ltd.
9. Gangani, N., McLean, G. N., & Braden, R. A. (2006). A CompetencyBased
Human Resource Development Strategy. Performance Improvement Quarterly,
19(1), 127-139.
10. [13] Lepsinger L. The Art and sciences of competency models: pinpointing
critical Success factors in organization. San Francisco: Jossey- Bass/Pfeiffer 1999.
PAGE 4
12. McClelland D.A Guide to Job Competency Assessment, McBer & Co., Boston,
MA 1976.
13. McLagan P. Competencies: The Next Generation. Training & Development 1997:
40-47.
14. Ozcelik, Ferman. Competency Approach to Human Resource Management
Outcomes and Contributions in a Turkish Cultural Context. Human Resource
Development Review 2006; 5(1) :72-91
15. Pickett, L. Competencies and managerial effectiveness: Putting competencies to
work. Public Personnel Management 1998; 27(1):103115.
16. Rowe. Clarifying the use of competence and competency models in recruitment,
assessment, and staff development. Industrial and commercial Training 1995; 27
(11):12-17
17. Sparrow P. Organizational Competencies- a valid approach for the future.
International Journal of Selection and Assessment 1995; 3(3):168-77.
18. Spencer, Lyle M Jr, Spencer, Signe M. Competence at work. New York: Wiley
1993.
19. United Nations Industrial Development Organization. UNIDO Competencies.
http://www.unido.org 2002.
PAGE 5