Temel yetkinliklerin algılanmasına ilişkin bir araştırma (şirketler grubu örneği)

Bu çalışmada temel yetkinliklerin algılanmasının çalışanların demografik değişkenlerine göre farlılık gösterip göstermedikleri araştırılmaktadır. Çalışma İstanbul’da faaliyet gösteren on beş şirketin bağlı bulunduğu bir şirketler topluluğunda gerçekleştirilmiştir. Veriler yapılandırılmış anket yöntemi ile toplanmıştır. Odak grup çalışması sonucu belirlenen 20 temel yetkinlik kurum çalışanları tarafından önem derecesine göre puanlanmıştır. Verilerin analizinde parametrik testler kullanılmıştır. Araştırmanın sonuçlarına göre temel yetkinliklerin algılanması çalışanların statü, ücret ve eğitim durumuna göre farklılık göstermektedir.

A research on perception of core competencies (an example of a group of companies)

This study examined whether perceptions of the core competencies change according to the demographic variables of the incumbents. The research was carried out in a group of companies which contains fifteen firms in Istanbul. Data were gathered by the structured questionnaire. Twenty core competencies determined in a focus group study. These competencies were rated by incumbents according to their importance. Parametric methods were used for the analyses of data. The findings indicate that perceptions of the core competencies differ according to status, salary and education level of the incumbents.

___

  • Agut, S., Grau, R. ve Peiró, J.M. (2003), “Individual and Contextual Influences on Managerial Competency Needs”, Journal of Management Development, 22(10), 906-918.
  • Athey, T. R ve Orth, M. S. (1999), “Emerging Competency Methods for the Future”, Human Resource Management, 38(3), 215-226.
  • Beer, M. (1997), “The Transformation of the Human Resource Function: Resolving the Tension between a Traditional Administrative and a New Strategic Role”, Human Resource Management, 36(1), 49-56.
  • Bell, B. S., Lee, S.W. ve Young, S.K. (2006), “The Impact of eHR on Professional Competence in HRM: Implications for the Development of HR Professionals”, Working Paper Series, Cornell University School of Industrial and Labor Relations Center for Advances Human Resource Studies, 1-26, http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article= 1402&context=cahrswp, (30.10.2012)
  • Biçer, G. ve Düztepe, Ş. (2003), “Yetkinlikler ve Yetkinliklerin İşletme Açısından Önemi”, Havacılık ve Uzay Teknolojileri Dergisi, 1(2), 13-20.
  • Blancero, D., Boroski, J. ve Dyer, L. (1996), “Key Competencies for a Transformed Human Resource Organization: Results of a Field Study”, Human Resource Management, 35(3), 383-403.
  • Brockbank, W., Sioli, A. ve Ulrich, D. (2002), “So We are at the Table! Now What”, Working paper, University of Michigan Business School, http://webuser.bus.umich.edu/Programs/hrcs/res_NowWhat.htm, (23.01.2013).
  • Brockbank, W., Ulrich, D. ve Beatty, R. W. (1999), “HR Professional Development: Creating the Future Creators at the University of Michigan Business School”, Human Resource Management, 38(2), 111–117
  • Brockbank, W., Ulrich, D. ve Yakanich, D. (2003), The New HR Agenda: 2002 Human Resource Competency Study (HRCS) Executive Summary. University of Michigan Business School, http://webuser.bus.umich.edu/Programs/hrcs/HRCS2002ExecutiveSummary.pdf, (23.01.2013)
  • Cardy, R. L. ve Selvarajan, T. T. (2006), “Competencies: Alternative Frameworks for Competitive Advantage”, Business Horizons, 49, 235-245.
  • Carroll, A., ve McCrackin, J. (1998), “The competent use of competency-based strategies for selection and development”, Performance Improvement Quarterly, 11(3), 45-63.
  • Chung-Herrera, B. G., Enz, C. A. ve Lankau, M. J. (2003), “Grooming Future Hospitality Leaders: A Competencies Model”, Cornell Hotel and Restaurant Administration Quarterly, 44(3), 17-25.
  • Clardy, A. (2008), “Human Resource Development and the Resource-Based Model of Core Competencies: Methods for Diagnosis and Assessment”, Human Resource Development Review, 7(4), 387-407.
  • Clardy, A. (2008), “The Strategic Role of Human Resource Development in Managing Core Competencies”, Human Resource Development International, 11(2): 183-197.
  • Çetinkaya, M. (2009), “Yöneticilerin Yönetsel Yetkinlik Algılamalarına İlişkin Bir Araştırma”, Afyon Kocatepe Üniversitesi İ.İ.B.F. Dergisi, 11(2), 219-238.
  • Deist, F. D. ve Winterton, J. (2005), “What is Competence?”, Human Resource Development International, 8:1, 27- 46.
  • Dessler, G. (2007), Human Resource Management, 11 Baskı, New Jersey, Pearson Prentice Hall.
  • Doğan, N. ve Başokçu, T. O., (2010), “İstatistik Tutum Ölçeği İçin Uygulanan Faktör Analizi ve Aşamalı Kümeleme Analizi Sonuçlarının Karşılaştırılması”, Eğitimde ve Psikolojide Ölçme ve Değerlendirme Dergisi, 1(2), 65- 71.
  • Draganidis, F. ve Mentzas, G. (2006), “Competency Based Management: a Review of Systems and Approaches”, Information Management & Computer Security, 14(1), 51-64.
  • Enis, M. E. (2008), “Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA)”, 1-25, http://www.careeronestop.org/ COMPETENCYMODEL/info_documents/OPDRLiteratureReview.pdf, (10.11.2012).
  • Gangani, N., McLean, G. N. ve Braden, R. A. (2006), “A Competency-Based Human Resource Development Strategy”, Performance Improvement Quarterly, 19(1), 127-140.
  • Hayes, J., Rose-Quirie, A. ve Allinson, W. C. (2000),"Senior Managers' Perceptions of the Competencies They Require for Effective Performance: Implications for Training and Development", Personnel Review, 29(1), 92-105.
  • Heinsman, H. (2008), The Competency Concept Revealed: Its Nature, Relevance, and Practice, Academisch Proefschrift, Vrije Üniversitesi, PrintPartners Ipskamp BV, Enschede, http://dare.ubvu.vu.nl/bitstream/1871/13216/5/7960.pdf, (22.10.2012).
  • HR-XLM, (2001), Competencies 1.0 (Measurable Characteristics) Recommendation 2001, Der: Chuck Allen, http://xml.coverpages.org /HR-XML-Competencies-1_0.pdf, (22.10.2012).
  • IDAS, (2006), Competency Guide, Iowa Department of Administrative Service Human Resource Enterprise, http://das.hre.iowa.gov/documents/class_and_pay/competency_guide.doc, (22.10.2012)
  • Kalaycı, Ş. (2008), SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, 3. Baskı, Ankara, Asil Yayın Dağıtım.
  • Klink, M ve Boon, J. (2002), “The Investigation of Competencies within Professional Domains”, Human Resource Development International, 5(4), 411-424.
  • Lahti, R. K. (1999), “Identifying and İntegrating İndividual Level and Organizational Level Core Competencies”, Journal of Business and Psychology, 14(1), 59-75.
  • Mansfield, R. S. (2000). “Practical Questions for Building Competency Models”, Competency-Based Management 3-17,for the Federal Public Service Conference.Ottawa, Canada, www.lexonis.com/resources/practical%20questions%20building%20models.pdf. (05.11.2012)
  • McClelland, D. C. (1973), “Testing for Competence Rather than for Intelligence”, American Psychologist, (Ocak), 1- 14.
  • Mohrman, S. A. ve Lawler III., E. E. (1997), “Transforming the Human Resource Function”, Human Resource Management, 36(1), 157-162.
  • Nordhaug, O. ve Grenhaug, K. (1994), “Competences as Resources in Firms”, The International Journal of Human Resource Management, 5(1), 89-106.
  • NSDTA/APHSA, (2002), Human Service Staff Development and Training Roles and Competencies:Administrative Support, Fifth Annual National Human Services Training Evaluation Symposium,University of California,2002, 1-35, http://nsdta.aphsa.org/PDF/CompetencyGuides/Administrative_Support.pdf, (10.11.2012).
  • Özçelik, G. ve Ferman, M. (2006), “Competency Approach to Human Resources Management: Outcomes and Contributions in a Turkish Cultural Context”, Human Resource Development Review, 5(1), 72-91.
  • Özdamar, K. (2002), Paket Programlar ile İstatistiksel Veri Analizi-2, 2. Baskı, Kaan Kitabevi, Eskişehir, aktaran Cengiz, D. ve Kılınç, B. (2007), “Faktör Analizi ile 2006 Dünya Kupası’na Katılan Takıların Sıralamasının Belirlenmesi”, Marmara Üniversitesi İİBF Dergisi, 23(2), 351-371.
  • Petersen, S. A., Heikurs, T., Cerinŝek, G. ve Bedek, M. (2011), Competence Portfolios, European Commission Seventh Framework Project (IST 231717), http://www.reachyourtarget.org/ joom”la/attachments/article/156/D4.1%20Competence%20Portfolios,%20v.%202.pdf, (10.11.2012)
  • Raja K. G. ve Swapna R. (2010), “Evaluating the differences between Managerial and Executive Level Personal Competencies -A Critical analysis of Select IT Companies, Bhavan’s International Journal of Business, 4(2), 71-76.
  • Rodriguez, D., Patel, R., Bright, A., Gregory, D. ve Gowing, M. K. (2002), “Developing Competency Models to Promote Integrated Human Resource Practices”, Human Resource Management, 41(3), 309-324.
  • Saylı, H. ve Ağca, V. (2009), “Bilgi Çağı İşgörenlerinin Değişen Yetkinlikleri ve İşletmelerin Yetkinlik Beklentilerini Belirlemeye Yönelik Bir Alan Araştırması”, Selçuk Üniversitesi İİBF Sosyal ve Ekonomik Araştırmalar Dergisi ,11(17) 345-364
  • Scullen, S. E., Mount, M. K. ve Judge, T. A. (2003), Evidence of the Construct Validity of Developmental Ratings of Managerial Performance, Journal of Applied Psychology, 88(1), 50-66.
  • Stokes, P. ve Oiry, E. (2012),"An Evaluation of the Use of Competencies in Human Resource Development-a Historical and Contemporary Recontextualisation", EuroMed Journal of Business, 7(1), 4-23.
  • Tak, B., Sayılar, Y. ve Kaymaz, K. (2007), “Yetkinliklere Dayalı İnsan Kaynakları Yönetimi ve Ücretlendirme Sistemi Üzerine Bir İnceleme”, İşletme Fakültesi Dergisi, 8(2), 233-266.
  • Tricker, R. I. B. ve Lee, K. (1997), “Case StudyAssessing Directors' Core Competencies - the Case of the Mass Transit Railway Corporation, Hong Kong”, Corporate Governence, 5(2), 87-101.
  • Ulrich, D., Brockbank, W., Jahnson, D., ve Younger, J. (2007), “Human Resource Competencies: Responding to Increase Expectations”, Employment Relation Today, 34(3), 1-12.
  • Ulrich, D., Brockbank, W., Yeung, A. K. ve Lake, D. G. (1995), “Human Resource Competencies: An Emprical Assessment”, Human Resource Management Journal, 34, 473-495.
  • Wickramasinghe, V. ve Zoyza, N. (2008),"Gender, Age and Marital Status as Predictors of Managerial Competency Needs: Empirical Evidence from a Sri Lankan Telecommunication Service Provider", Gender in Management: An International Journal, 23(5), 337-354.
  • Wooten, K. C. ve Elden, M. (2001), “Cogenerating a Competency Based HRM Degree: a Model and Some Lessons From Experience”, Journal of Management Education, 25(2), 231-257.
  • Xiao, J. (2006), “Survey Ranking of Job Competencies by Perceived Employee Importance: Comparing China’s Three Regions”, Human Resource Development Quarterly, 17(4), 371-402.
  • Yeung, A. K. (1996), “Competencies for HR Professionals: An Interview with Richard E. Boyatzis”, Human Resource Management, 35(1), 119-131.
  • Zainal, R. M. ve Ahmad, N. A. (2012) “Identifying the Key Competencies of The Administrative Staff in a Higher Education Institution in Malaysia”, 3rd International Conference on Business and Economic Research (3rd ICBER 2012) Proceeding, 12-13 March 2012, Bandung, Indonesia.