MODELS OF MAPPING COMPETENCY

Competency Mapping is a description of skills, traits, experiences and knowledge required for a person to be effective in a job. The three models in mapping the competencies are:

1. The one size fits all competency model:
     This model uses the data obtained from existing job descriptions and job analysis. Data are consolidated        and converted into competency traits.

2. The Multiple job competency model:
     There are three steps in this.
      One, Competencies required for organizational functions are identified.
       Two, Competencies are classified into technical, social, marketing, finance and general management
       Three, Combination of competencies will be grouped to draw a particular role.

3. The single job competency model:
     A position that performs well will be used as a model to build competency model for other positions. 

                   
                                 SEVEN HIGH PERFORMANCE MANAGEMENT PRACTICES

Leadership and support from top level of management
Strategic planning
Continuous development of employees
Focus on the customer
Focus on quality
Empowering front line employees and emphasis on teamwork
Developing measures of progress.

                                     
                                       ETHICAL DECISION MAKING STYLE

Stanley Krolick developed the individual primary and secondary Ethical decision making styles.

Individualist Style:
- Driven by natural reason, personal survival and preservation .
- The self is the source and justification of all actions and decision.
- The moral authority of individualists is their own reasoning process based on self interest.

Attruists Style:
Concerned primarily with other people
- Attruists relinquish their own personal security for the good of others.
- Attruists are close to universalists and philanthropists.
- Attruists enter relationship from a desire to contribute to the common good and to humankind.

Pragmatists Style:
- Pragmatists are concerned primarily with the situation at hand, not with the self or with others.
- Facts and situational information are justification for the pragmatists action.
- Pragmatists may be abondon significant principles and values to produce certain results.

Idealists Style:
Idealists are driven by principles and rules reson relationships or the desired consequences
- Idealist moral authority and motivation are commitment to princples and consistency.
- Values and rules of conduct are the justification that idalists use to explain their actions.

                                           
                                  4 C MODEL FOR EVALUATION OF HRM


Michael Beer, Best Spector, Paul Lawrence, Quinn Mills & Richard Walton came up with this model in their book titled "Managing Human Assets". They argued that HRM effectiveness must be evaluated in terms of their consequences.

COMMITMENT:  To what extent HRM polices and practices enhances the commitment of people to their work and their organization. Commitment implied that employees will be motivated to hear, understand and respond to management communication about changes with implications for wages and work practices real requirements.

COMPETENCE:  To what extent HRM policies and practices attract, keep and develop people with skills and knowledge needed now and in the future, competence implied that versatility in skills and practical perspectives required to take on new roles.

COST EFFECTIVENESS: Cost effectiveness implied that the organization HR costs are kept equal or less than those of the main competitors.

CONGRUENCE: How HRM policies and practices generate congruence. High congruence than the competitors also implied that the organization has shaped work system, reward system and ensure policies flow does take place.