REVIEW OF LITERATURE 3.docx

8/10/2019 REVIEW OF LITERATURE 3.docx

1/29

[Type the document title]

[Type text] Page 1

13REVIEW OF LITERATURE

This Chapter illustrates the review of available literature relating to competency mapping and

skill gap analysis in banking as well as other sectors. This also includes studies that have been

undertaken in foreign countries. Research studies in the Indian soil are very few. This chapter

has given a lead to proceed well with the research work concerned.

Concept of Competency

Competency is a capacity of an individual that leads to the behavior, which meets the job

demands within the parameters of the organizational environment and in turn brings about

desired results. The competency mix comprises knowledge, skills and attitude. Any underlyingcharacteristic required performing a given task, activity, or role successfully can be considered as

competency.

Hogg B (1989) defined competency as Competencies are the characteristics of a

manager that lead to demonstration of skills and abilities, which results in effective performance

within an occupational area. Competency also embodies the capacity to transfer skills and

abilities from one area to another.

Definition of Competency:

Early in the 1970s, (McClelland, 1973), a professor of Harvard University, proposed the

idea of competency as a term used to challenge traditional criteria of assessment which had

emphasized intelligence evaluation in the higher education system. His theme provided a

conceptual framework that led to many subsequent studies in other fields such as teacher

education, vocational education, business management, and human resource management

(Spencer, 1993) .To better understand international trade competencies, this section began by

defining and grouping competency, followed by introducing the competency models, then

discussing competency in Taiwan and the paradigm shift on competency.

A competency was defined in the literature from various perspectives. The American Heritage

Dictionary of English language provided a general description as the state or quality of being


2/29


[Type text] Page 2

properly or well qualified (p. 376). Numerous scholars have attempted to pin down a definition

for competency. (Quinn, 1990) indicated that competencies were associated with knowledge and

skills for implementing certain assignments or projects effectively. To be effective in a particular

competency, one must be able to accomplish the desired results of a job with specific

qualifications and personal attributes. (Burgoyue, 1993) employed a functional perspective to

define a competency as how the goals of organizations were best achieved by improving

members performance.

Human resource specialists viewed a set of competencies as a tool to serve as a common

language throughout the entire organization to consistently plan personnel, conduct performance

reviews, and determine the training program (Kravetz, 2008). (Boyatzis, 1982) and (Klemp,

1980) agreed that a person would have effective and/or superior performance in a job if he or sheexhibited underlying characteristics conducive to that particular job. Spencer and Spencer (1993)

similarly defined competency as an underlying characteristic of an individual that is causally

related to criterion-referenced effective and/or superior performance in a job or situation (p. 9).

They elaborated on their definition, explaining that Underlying characteristics meant the

competency is a fairly deep and enduring part of a persons personality . . . causes or predicts

behavior and performance (p. 9) and criterion-referenced meant the competency actually

predicts who does something well or poorly, as measured on a specific criterion or standard (p.

9). Furthermore, Spencer and Spencer (1993) applied the idea of competency to develop the Job

Competence Assessment Method (JCAM), which encouraged an organization to change its focus

from using traditional job descriptions to establishing a competency model by analyzing the key

characteristics of people with average to superior job performance. (Selvarajan, 2006) Concluded

previous researchers thought as competencies was the characteristics which could significantly

differ high-qualified employees from others who showed inferior performance.

(Hoffmann, 1999) analyzed past literature and summarized three key points in defining acompetency: (a) underlying qualification and attributes of a person, (b) observable behaviors,

and (c) standard of individual performance outcomes. The most general and detailed definition

was proposed by Parry:


3/29


4/29


[Type text] Page 4

(Payne, 1998) proposed 12 items as basic criteria for competency-based recruitment and

selection: communication, flexibility, achievement orientation, developing others, customer

orientation, problem solving, teamwork, analytical thinking, leadership, relationship building,

planning skills and organizational skills. In 2001, the European Union identified eight key

competencies as the development of indicators which can be used to monitor and evaluate

education and training progress across the European Union: (a) native language proficiency; (b)

foreign language proficiency; (c) ability to apply basic math and science; (d) ability to learn by

digital function; (e) abilities to learn skills such as time-management, problem-solving,

information seeking and applying; (f) social commitment; (g) entrepreneurship such as creativity,

planning, achievement motivation; and (h) ability to appreciate culture such as art, music and

literature.

A similar set of guidelines was proposed by both the Department of Education Science and

Training and the Australian National Training Authority in 2002. The framework was based on

the results of the research project conducted in 2001, covering the practice of small, medium and

large-sized enterprises requirements for employability skills. The results were formed as the

Employability Skills Framework in the 2002 Australia White Paper. The framework contained

eight primary skills that work together with the personal attributes, such as: loyalty,

commitment, honesty and integrity, enthusiasm, reliability, personal presentation, commonsense,

positive self-esteem, sense of humor, balanced attitude to work and home life, ability to deal withpressure, motivation, and adaptability (Mckenzie, 2002).Curtis and McKenzie (2002) defined

the eight employability skills as follows:

1. Communication skills that contribute to productive and harmonious relations between

employees and customers;

2. Teamwork skills that contribute to productive working relationships and outcomes;

3.Problem solving skills that contribute to productive outcomes;

4.Initiative and enterprise skills that contribute to innovative outcomes;

5.Planning and organizing skills that contribute to long-term and short-term strategic planning;

6. Self-management skills that contribute to employee satisfaction and growth;


5/29


[Type text] Page 5

7. Learning skills that contribute to ongoing improvement and expansion in employee and

company operations and outcomes; and

8. Technology skills that contribute to effective execution of tasks. (p. 7)

Competency Mapping

Competency Mapping is a process, which involves the following three steps:

1. Developing competency models to facilitate competency profiling for each job/role.

2. Identification of competencies required to perform successfully a given job/role or a set

of tasks at a given point of time

3. Assessing competency to measure the extent to which a given individual or a group of

individuals possess these competencies required for a given role or a set of roles.

In a nutshell, Competency Mapping is the process of defining a framework (Competency

Model) to identify competencies, using that framework to identify competencies required

for a job/role (Competency Identification), and to measure the competency deficiency of

an individual or group of individuals (Competency Assessment) in relation to existing or

expected job requirements. (Sahu, 2009).

Competency required for a particular job depends on many factors. The factors include

social culture, nature of the business, business environment, organizational culture, work

environment, organizational structure, duties and responsibility, nature of processes and assigned

activities, attitude and motive of colleagues, superior and subordinates. Some of these factors

may change with time and thus changing competency requirements for the same job position in

the organization. Unlike other resources, human being is the only asset that can appreciate with

useful inputs. It is one such asset that adds value to itself with respect to time. And therefore it is

considered as a resource that can be cultivated by the manure of training and development.

Competencies can provide the logic for designing an organization that will enable human

resources to continually add value to its firm.

Components of Competency:


6/29


[Type text] Page 6

There are four major components of competency:

1. Skil l: capabilities acquired through practice. It can be a financial skill such as budgeting, or a

verbal skill such as making a presentation.

2. Knowledge: Understanding acquired through learning. This refers to a body of information

relevant to job performance. It is what people have to know to be able to perform a job, such as

knowledge of policies and procedures for a recruitment process.

3. Personal attr ibutes: inherent characteristics which are brought to the job, representing the

essential foundation upon which knowledge and skill can be developed.

4. Behavior: The observable demonstration of some competency, skill, knowledge and personal

attributes. It is an essentially definitive expression of a competency in that it is a set of action

that, presumably, can be observed, taught, learned, and measured. (Sahu2009)

Competency Assessment

Competency assessment is the process of measuring the competency deficiency of an individual

or group of individuals against the required competencies in relation to existing or expected job

requirements or superior performance. These required competencies should have been identified

for the job/role through Competency Identification Models.

Competency Assessment Process:Step 1: Identify Competency required for job/role

Step 2: Select individuals for competency assessment

Step 3: Design competency assessment tool

Step 4: Apply competency assessment tool

Step 5: Identify competency gaps or deficiencies

Step 6: Post competency Assessment applications

Reviews: Competency Assessment in banking sector

(Sectoral and Skill Gap Anlaysis Report, 2009), this report outlines a baseline for labour market

and associated skills in eleven selected sectors in Bahrain. It forecasts the labor and skill needs

for each sector for future and identify skill gaps within each sector. It also identifies the

strengths, weakness, opportunities and threats in terms of the labor market in each sector and


7/29


[Type text] Page 7

associated skill gaps. The study identifies the core skill gaps in areas like investments, dealers,

operations, credit analysis, derivatives, traders, asset management and also in support functional

skill gaps in financial controls, internal audit, IT, compliance etc.. Banking and finance sector

respondents identified the top five skills required in the sector, which include risk management

skills, customer service skills, human resource skills and treasury and investment skills.

(Prastacos, 2012), the study provided a detailed analysis of application of competencies in

banking sector and its impact on it. The study also identified the competencies needed for the

sector and the developed competency areas like interpersonal excellence, decision making, sales

management people management etc. It concluded that the competencies instill a culture of

transparency, thus significantly motivating the human capital of the bank.

(Survey for the Indian Banking, Financial Services, and Insurance Sector, 2010), This survey

was conducted to systematically evaluate if there are gaps in the expectations and performance of

newly hired MBAs in the Indian Banking, Financial Services, and Insurance (BFSI) sector. The

Skills Gap Survey found that gaps do exist, particularly in Skills such as listening, and team

work and collaboration; Attitudes such as self motivation, self-discipline, and commitment and

dedication; and Knowledge such as understanding organisation and process; product, solutions,

and services; and consumer behaviour.

(K Nithyavathi, 2014), This study aims to analyze with an introspective view on the various

measures initiated by the scheduled commercial banks for enhancing their employees job

competency levels and the competency level of employees in selected commercial banks

operating in Coimbatore district. The empirical data analysis found that there exists difference in

the competency level of employees working in one bank to the other. The report suggests that in

todays competitive banking environment the bank cannot effect to recruit employees from non -

financial discipline and train them frequently to adapt in their work nature. Instead bank must

prefer to employees, those candidates who are specialized in banking operations and financialoperations. It is also suggested to both public and private sector banks to enhance their

employees communication skills through effective training.

(Dr. Suman Nayyar, 2010), discussed the effectiveness of competency mapping for the growth

and performance of organization. The analysis of the study reveals that core competencies like

Customer focus, Communication, Team Orientation, Technical Expertise, Result Orientation,


8/29


[Type text] Page 8

Leadership, Adaptability, and Innovation these are relevant and necessary for managerial levels

of the bank. It is found from the analysis of the study that maximum of the respondent employees

give their consent that training program is required to enhance the performance of the employee

and training should be based on scientific or at least systematic identification of competency

gaps and competency needs.

(Human Resource and Skill Requirements in Banking, Financial Services and Insurance Sector,

2010), this report analyses the skill requirements and gaps across various functions and levels in

the banking sector. The report examined and identified the skill requirement and skill gap areas

in different levels like executive-sales, executive-operations, branch manager and field

executive. The study discussed the skill requirements and skill gaps in corporate banking as well

as retail banking. The report identifies the major skill gaps in selling skills, communication

skills, people management etc. which are essential for the banking organization.

In another study (Central Bank of Nigeria, 2012) focused on efforts to promote, standardize and

sustain skills and competency development in the Nigerian Banking industry. The recent global

financial crisis exposed the inadequacy of skills and dearth of executive capacity in the banking

industry. From the foregoing, the development of staff competencies has become important in

addressing these inadequacies, underscoring the need to train a new generation of banking

professionals that is customer-centric, technology-savvy and flexible. The framework is expected

to address the competency challenges in the banking industry, explore growth opportunities aswell as critically facilitate improvement in the quality of the industrys human capital. Under the

framework, successful banks will be those that distinguish themselves by according high priority

to continuous enhancement of human capital and lifelong learning.

Reviews: Competency Assessment in other sectors

(Jimmy Kansal, 2012), This paper discussed in detail the competency mapping at various levelsin knowledge based organization and analyzes the gaps in required skill to improve the level of

competency. The investigation was carried out by taking a study on a R&D laboratory based at

Chandigarh, India as a model Knowledge Based Organization. The findings of this investigation

have implications for all the three levels of scientists. The competency mapping has not only


9/29


[Type text] Page 9

enhanced the effectiveness of the organization, but has also played a vital role in the individual

career progression.

(KUMAR, 2012), explains how and to what extent competency mapping facilitates the

organization to function effectively. The competencies of managers from three different levels of

management were measured with the help of questionnaire and gap was analyzed. The study

concluded that the manger in higher level lacked in technical skills compared to middle level

manger. Planning skills and leadership skill were missing in middle and first level. The

implications of the study reveals that, the implementation of competency mapping would focus

on the gap that are essential for the required job and hence can be improved by training which

will enhance the organization effectiveness and facilitates the organization to meet its business

objectives.(S. BALAJI, 2012), The study aims to identify the difference between the performances of

employees of Adecco Service Organization at Chennai and also to identify the competency gap

of employee based on the 11 dimensions taken for Competency Mapping. It is found that the

competency levels of Adecco Employees are found to be different among the employees. The

Competency Gaps are found to be higher in Job Related Skills, Performance and Meta Qualities

of employees of Adecco Organization. These could be developed by giving training specifically

on Job Related Skills and Meta Qualities to the employees in order to the improve the

Performance better.

(R.Yuvaraj, 2011), discussed to map the technical competencies for the employees in different

departments of a Textile Machinery Manufacturing Industry. This study compared the workforce

job competency expectations for experienced / trained employees in possession of more than 10

years from the date of joining. These comparisons were made between the existing competencies

arrived from the survey to the required competencies for an employee to perform a particular job.

The gaps between these two are the need identified for the competency training. The study

concluded that Skill development by Competency mapping is one of the most accurate means in

identifying the job and behavioral competencies of an individual in an organization.

Hanneke Heinsman, Annebel H.B. de Hoogh and Paul L. Koopman (2007) 16 in their studyCommitment, control, and the use of competency management have examined the effects of thecommitment- and control-approaches on the use of competency management, and to investigate

whether, attitude, subjective norm and perceived behavioural control mediate these effects.


10/29


11/29


[Type text] Page 11

puzzle on European competency in the field of advanced displays- that is the short way of describingwhat the adria network has tried to accomplish with its competence mapping work package.The authors also discuss about the is strong need for knowledge exchange, technology transfer from

research to industry and collaboration among all the European players in the field of advanced

displays. For companies or research organizations encountered a specific technical problem, it is hardto find out the best solution available. They might then decide to reinvent the wheel. This paperspecifically applies for small and medium size organizations, which with neither have budget nordedicated personnel to contact comprehensive literature researchers, they do not have an extensive

network of contactswith any company all over Europe.

(SANDY SCAFFETTA JOHNSON, 2010), This Skills Gap Analysis Report is a documented

instrument that represents the voices of the Oklahoma aerospace industry. The overview

provided in this report discusses the International, National, and State implications of the

aerospace industry on the economic impact of the aerospace industry and what other countries

are doing to establish and grow their aerospace programs. From these discussions and fromseveral personal interviews, recommendations are submitted to empower the industry to become

actively involved in the areas where narrowing the gap between current conditions and desired

conditions could make a substantial difference in the productivity of the industry and its

economic development in the state of Oklahoma.

Obiols Albiana L, et.al.(2005)41 in their study on Mapping levels of practice in the advanced

practitioner workforce aims to assess the validity for self-assessed competence in the experienced

specialist and advanced practitioner workforce, using the Advanced Competency Framework. The

Advanced Level Framework (ALF) has been developed and previously described. Using this

framework, the researchers collected data on the self-assessed competence and level of practice

among the practitioners in the selected specialist interest groups. The ALF comprises 34

competencies clustered into 6 key competency domains: "Expert Professional Practice", "Building

working relationships", and Leadership, Management , Education, Training & Development and

Research & Evaluation. As a result of the study, Data were obtained for 390 pharmacists. There were

66.9% females. The mean number of years qualified was 18. 22.8% were represented by Specialists

in Training, 39.7% were Experienced Practitioners and 34% were Leading Edge Practitioners.

HOMALS analysis (fig.1) showed that Specialists in Training tended towards "Foundation" (lowest)

level, while Experienced Practitioners clustered around "Excellence" and Leading Edge Practitioners

clustered around "Mastery". Used with the frequencies analysis, the authors estimate that of the

advanced practitioner workforce sampled, 14% would fit the description for "Consultant.


12/29


[Type text] Page 12

Finally the authors conclude that using this type of analysis, the authors are able to describe levels of

practice and associated levels of competence for these practitioners, and hence provide a map that

will identify Advanced Practice and Consultant level practice for pharmacist practitioners.

(Maria Vakola, 2007) analyses and discuss a forward-looking, dynamic and proactive approach

to competency modeling explicitly aligned with strategic business needs and oriented to long-

term future success. It was a longitudinal research project sponsored by a leading Greek bank,

currently undergoing fundamental corporate restructuring. It describes how the competency

model was developed and how it facilitated strategy implementation and change by supporting

communication, employee understanding of business goals, and the incorporation of new

behaviours, roles and competencies in operations. The findings of the study reveal that the right

mix of skills and behaviours that the individuals would need to possess in order to produce and

support those core competencies is analyzed and discussed.

Competency mapping is a strategic HR framework for monitoring the performance and

development of human resource in organizations. Regardless of whatever happens to the future

of software in India, the people who are outstanding in their performance will continue to be in

demand and will keep rising and for this the human resource of each organization should develop

the competencies which they have in order to compete with the highly competitive market. In a

study conducted among the software employees (Milyvelayudhan, Competency Mapping of the

Employees- A Study, 2011), competencies where studied in depth to bridge the gap of the

lacking competency which would help the employees to outshine which would help the

organization to lead its goal through its objectives.

Vathsala Wickramasinghe(2008)15 in her study Gender, age and marital status as predictors of

managerial competency needs, has investigated the empirical evidence from Sri Lankan

Telecommunications service provider. The objective of the study is to investigate the factors that

predict competency needs of managers using quantitative methodology. For the study, 31

individual competencies were analysed. The study is confined to a fully integrated

telecommunication service provider; 198 managerial employees participated in the survey. The

researcher has found out that the marital status, age and gender have significant effects in

predicting competency needs. The results also have revealed significant interaction effects

among the variables of marital status and the number of subordinates, and marital status and

gender in predicting competency needs. Though there is an enormous diversity in the scope of


13/29


14/29


[Type text] Page 14

basic theoretical foundation for understanding competency-based assessment and to provide a

process model which can be followed in the development of competency-based batteries.

Vathsala Wickramasinghe(2007)29 in her study A comparative analysis of managerial

competency needs across areas of functional Specialization has investigated that whether there

is a set of management competencies that should be possessed by managers irrespective of their

areas of functional specialization using quantitative methodology. For the study, 31 individual

competencies were analyzed. The study was confined to a fully integrated telecommunication

service provider; 198 managerial employees participated in the survey. The findings reveal broad

level competencies that are important for the managers working in one of the seven functional

areas. The author suggests that the importance of competencies from value and skill clusters is

greater than knowledge cluster across all the functional areas. Further, there was hardly any

congruence with the perceptions on current expertise and current importance across all the

functional areas. While the findings of the study have a specific relevance to the managers in the

telecommunication industry, they could have a rather broader relevance with implications for

management development initiatives.

(Milyvelayudhan & K, 2009) There article is report on a pilot study done in-depth for assessing

the competencies possessed by the employees in an unbiased manner, also to find out the gap

between the present competencies and expected competencies of the employees at HCL

Technologies, Chennai. The study conclusively reveals the positive relationship between maleand female employees in all the fifteen aspects also there is a positive relationship between the

qualifications of the three groups and all the fifteen aspects covered in the study. The t-test

analysis also reveals that there is significant difference between the two groups of employees on

personal effectiveness also Significance difference were found between married and unmarried

group of employees in HCL on Functional expertise, Innovation, Customer service, analytical

thinking and Motivation. However in one way or the other this study also tells us that every

organization has to design and implement their own appropriate competency framework, which

may help it to face the competitive world.

Dhananjay Gokhale (2001)8, in his study PM Competency Mapping points out that a number

of organizations try to define and document project manager competencies. Many factors like a

sound understanding of competencies, competency grades, facilitators interviewing, inference

skills, etc. play a very important role in such an exercise. However, there is a much greater


15/29


[Type text] Page 15

challenge of avoiding a me too mindset. The exercise must aim at bringing the best out of a

project manager with honest efforts to help the PM successfully continuing the journey towards

competency. The key is to go beyond mere processes and create a mapping exercise based on the

action oriented competency statements. This paper not only elaborates the concept but it actually

puts forward the how to aspects with the help of a real life case study of a projectmanagement

competency mapping exercise based on more than 230 action-oriented definitions of PM

competencies.

(Krishnaveni J. , 2013) This study evaluates various aspects of employees competency such as

ability to mutual relationship, communication, adaptability, leadership and overall task

proficiency. This study may help the organization to identify the men of incompetence among

the employees, and to take remedial measures to improve their performance. The competencies

such as ability to maintain relationship with others, communication, task proficiency, leadership

and adaptability of the employees of MHRC, Madurai are satisfactory. One may also developed

structured competency model for each job. As competency mapping is an essential task for all

the organization and employee development, it is essential for the organizations to maximize

utilization of these talents to gain competitive advantage.

David w. Johnson(2000)24 in his study Competency-Based Educational Program Effectiveness

Assessment, has pointed out that Colleges and Universities, like most businesses, need to

regularly assess the effectiveness of their products and services. In fact, such analysis is usuallyrequired by accrediting bodies to ensure the educational institutions, and each of their

departments, show continual improvement. This paper describes a competency-based approach

to effectiveness assessment at the program level utilizing various feedback mechanisms.

An approach to feedback analysis using curriculum-competency mapping that can suggest areas

for program improvements is also discussed. Finally, experiences in applying the competency-

based assessment process for the Computer Information Systems program of a small college are

described. In this paper the author has described an approach to educational program

effectiveness assessment. The research is specifically important to university departments,

faculty, and program chairs seeking an approach to continual program improvements as part of

their yearly planning cycle and for the accreditation reviews. The main message of the work is

that feedback mechanisms such as surveys, case, project and portfolio evaluations, and exit


16/29


[Type text] Page 16

examinations need to be designed to measure the attainment of a set of program competencies

that in turn are linked to the ProgramsCurriculum.

(CELIA & M, 2012) in their study, competency mapping of power sector employees with

special reference to Chennai was carried out with a view of measuri ng the competency level of

employees in the power sector. It gives a brief description of the employees competencies

attributes, interdepartmental competencies and suggestions given to enhance their competency

level. The major idea is to find out the existing competency level of the employees, the

competency assessment focuses on six behavioral segments namely, Knowledge,

communication, development of people, team orientation, achievement orientation and client

orientation, samples of 300 employees were selected from a population using stratified random

sampling. The study has revealed that the competency level of all the departments are correlated

and has been suggested that peer group training could be conducted , recognition & rewards may

be given to the employees on performance `and continuous measure an competency may be

enhanced to improve employees skills. Hence these measures that are fundamental factors to

competency would obviously lead to enhanced performance of companies.

Fotis Draganidis and Gregoris Mentzas(2006)17 in their study Competency based management

the review of systems and approaches, have identified the key concepts of competency

management and have proposed the method for developing competency method. The studyexamines the CM features of 22 competency based management systems and 18 learning

management systems. The authors highlight that the areas of open standard (XML, web series,

RDF) semantic technologies. They highlight that ontology-based models of competencies can

present a tight integration of capabilities and information in a highly contextualized user

interface. At the same time, different services and components may be loosely coupled through a

dynamic architecture whose coherence is ensured via a common semantic model in the rich

competency ontology.

(Krishnaveni, 2013), This study aims to assess the competency of the employees of Meenakshi

Mission Hospital and Research Centre, Madurai, India. It evaluates various aspects of

employees competency such as ability to mutual relationship, communication, adaptability,

leadership and overall task proficiency. This study may help the organization to identify the men

of incompetence among the employees, and to take remedial measures to improve their


17/29


[Type text] Page 17

performance. The competencies such as ability to maintain relationship with others,

communication, task proficiency, leadership and adaptability of the employees of MHRC,

Madurai are satisfactory. One may also develop structured competency model for each job. As

competency mapping is an essential task for all the organization and employee development, it is

essential for the organizations to maximize utilization of these talents to gain competitive

advantage.

Rabindra Nath & Rajat Raheja(2001)7 in their article on Competencies in hospitality industry,

point out that in the given business scenario it is becomes imperative that each of the player in

the hotel industry consciously works towards achieving and maintaining differential positioning

based on service standards. However any process improvement or innovative ideas set by the

leaders are constantly copied by the me-too players, thus providing only diminishing returns to

them. This puts considerable pressure on the leaders to constantly upgrade service standards in

the organization. Hence the key question remains how to drive continuously the desired behavior

in the organization where service standard is the key to survival. One important factor in driving

the desired behaviors in the organization is how the changed strategy, processes and innovative

ideas are implemented and communicated down the line. However the key here is how the

competencies are mapped and implemented. The success really depends on the time, effort and

commitment on the part of the top management to drive such an initiative. Hence before taking a

plunge, it is important for the top management to deliberate on the reasons for opting forcompetency-based approach and tools to be used for competency mapping.

Lauren S. Harris and Karl W. Kuhnert(2008)14 in their study Looking through the lens of

leadership: a constructive developmental approach have the objective to examine the

relationships between leadership development level (LDL) and leadership effectiveness utilizing

360-degree feedback scores. Researchers have examined the raters ability to recognize effective

leadership practices using a constructive developmental framework. They have used quantitative

and involved data gathered from the subject-object CD interviews and 360-degree feedback

scores collected from the individuals enrolled in an executive leadership development program.

The researchers have revealed that LDL predicted leadership effectiveness using the 360-degree

feedback measure across a number of sources including superiors, subordinates, and peers. In

addition, the researchers have revealed that the individuals that lead from higher levels are more

effective in a number of leadership competencies (e.g. Leading Change, Managing Performance,


18/29


[Type text] Page 18

Creating a Compelling Vision, etc.). Finally, the research demonstrates that the superiors and

peers can predict leader effectiveness better than the subordinates or oneself.

(Long & Ismail, 2008), This study examines the vital competencies of Human Resource (HR)

professionals in the manufacturing companies of Malaysia. The Human Resource Competency

Survey (HRCS) model is used in this study. The competencies that are examined in this study are

business knowledge, strategic contribution, HR delivery, personal credibility, and HR

technology. All these competencies will be tested to determine whether or not they are

significantly related to a firms performance. The sample employed here consists of HR

professionals from Malaysian manufacturing companies in the southernmost state of Malaysia,

Johor. This study uses quantitative methods such as spearmen rho correlation and multiple

regression analysis to test the variables. The finding shows that the top nine HR competency

factors are from the domain of personal credibility and HR delivery. Competencies such as

strategic contribution, business knowledge, and HR technology have a significant correlation

with firm performance. Furthermore, of all HR competencies, the highest contributions to a

firms performance are business knowledge and strategic combination.

Judith G. Calhoun et.al (2005)6 in their article Competency Mapping and Analysis for Public

Health Preparedness Training Initiatives point out that Competency-based education and

assessment initiatives have been completed in a number of health care and health managementprofessions during the past decade. In addition, several competency subsequently had to address

the many challenges and barriers to the dissemination and integration of their models into

specific educational and professional development practices. Specification endeavors have been

similarly undertaken in relation to the field of public health, including the development of the

Council on Linkages between Academia and Public Health Practice competency model and the

initial competency modeling Delphi survey completed by the Association of Schools of Public

Health. All of these organizations have competency modeling and deployment, understanding

and acceptance of competency-based systems are formidable goals, often rife with controversy.

This article describes the processes undertaken by The University of Michigan Center for Public

Health Preparedness to integrate competency-based learning and assessment in educational and

training initiatives with its many community partners.


19/29


[Type text] Page 19

(Pooja & Ranjan, 2010) in their study titled, A Competency Mapping for Educational

Institution: Expert System Approachpresents the development of expert system to assist in the

operation of competence management in educational institution. The knowledge based consists

of a rule-based expert system for the competence management and subsequent performance

assessment. It is generally recognized that an expert system can cope with many of the common

problems relative with the operation and control of the competence management process. In this

work an expert system is developed which emphasize on various steps involved in the

competence management process. The knowledge acquisition to develop this expert system

involved an exhaustive literature review on competence management operation and interviews

with experienced deans and the competence managers. The development tool for this system is

an expert system shell.

Saidas Ranade; Cassio Tamara, Edgar Castiblanco, Anibal Serna(2010)45 in their study on

Mapping competencies-Application of a visual method to determine the abilities of engineers

to reveal new and useful insights, determine that competency mapping has taken on a new

urgency as the increasing age of engineering professional. The increasing median age of

engineering professionals worldwide threatens a skill shortage as attrition and early retirements

take veteran engineers and accumulated knowledge out of the workplace.

(Vathsala & Zoyza, 2009), this study investigates whether there is a set of management

competencies that should be possessed by managers irrespective of their areas of functionalspecialization using quantitative methodology. For the study, 31 individual competencies were

analyzed. The study was confined to a fully integrated telecommunication service provider; 198

managerial employees participated in the survey. The findings reveal broad level competencies

that are important for managers working in one of the seven functional areas. The findings

suggest the importance of competencies from value and skill clusters than knowledge cluster

across all functional areas. Further, there was hardly any congruence with the perceptions on

current expertise and current importance across all the functional areas. However, the findings of

the study imply the management development challenges in incorporating a proper balance of

knowledge, skill and value competencies into managerial competency development programs. In

making critical decisions, competency management has an important contribution as it ensures

that individual competencies are linked to strategies of the organization.


20/29


21/29


[Type text] Page 21

together on the project, beginning discussion on a Pan- Canadian basis about how qualifications

in the cooking profession link to one another. Finally they recommended three things. First is to

improve awareness of qualifications in the cooking field and understanding of their value, to

increase clarity of information about qualifications and optional training programs, and to

increase credit transferability and mobility options.

James Thomas Kunnannatt (2008)43 in his study Emotional intelligence: theory and

descriptiona competency model for interpersonal effectiveness points out the brain theory and

recent business research to explain emotional intelligence and make a case for its centrality in the

successful workplace. The author describes a potential training model to develop EI, seeing it not

as an abstract concept but as a set of competencies that can be improved with good training. The

author highlights that, if a HR manager wants to invest in training that will raise the EI of

employees, and then the areas to work on are self-awareness and self-regulation as well as social

awareness and social influence. The author suggests that building empathy and influence are the

last stages in the EI development program, and can only be achieved through specialized and

sophisticated training. It is worth the effort, though, because the best managers will always

display both of these things, along with the associated traits of assertiveness, communication and

negotiation.

(Sarah & Bishop, 2014), discussed the experience of developing of a competency model for an

undergraduate business program and the benefits and challenges of moving to a competency-based approach and also draw on the literature on competency models in the human resource

management field and higher education to demonstrate that competency models can be helpful in

developing the knowledge and abilities of business student. Competency models have been

adopted in many organizations to focus systems for employee selection, training and

development, and work engagement on the competencies identified by the organization as most

important to its operations and strategic direction. Similarly, competency models can be

employed in business schools to guide the development of students with the goal of developing

their abilities consistent with demands in the marketplace. In this paper, they explored how

competency modeling can create benefits for both students and higher education institutions and

specifically business education programs. In their review of how competencies have been used in

the human resource management field and in higher education, they found that many of the

drivers of competency modeling in business organizations also apply to business education.


22/29


[Type text] Page 22

Because graduates will need to demonstrate technical knowledge and be generalists as well,

incorporating broader skill development through competencies with content knowledge can

enhance the future success of the students.

T.V.Rao & Mohit Juneja (2007)5 in their study A study of competency assessment through

assessment centers and 360 degree feedback describe that both assessment centers and 360

degree feedback have become very popular new era HR tools. With human resources gaining

strategic importance combined with raising costs of talented managers and their source

availability, the organizations are left with no alternatives than identifying and grooming talent

from within. This has to the increased use of assessment centers and 360 degree tools developing

leadership competencies. The researchers study is based on the data gathered from the 3

organizations, Assessment centers and 360 degree feed back used as development tools .In all

these organizations competency mapping was done and common competencies were identified

using behavior indicators. Competencies were assessed by their external assessor and their

seniors, juniors, and colleagues on the same competency model. The researchers have found out

that no definite patterns lead to the conclusion that pat performance as assessed by 360 degree

feedback predictor of future potential as assessed by the assessment centers.

(Singh & Srivastava, 2013) in their study titled Competency Mapping for HR professionals in

IT industry, develops a competency mapping model for HR professionals in IT Industry for the

purpose of Training Need Assessment. Rapid and unpredictable technological changes and theincreased emphasis on quality of services are compelling IT businesses to recruit adaptable and

competent employees. At the top of the competency model are five roles, or lenses, through

which HR practitioners can view the model: Strategic partners, Administrative experts,

Employee champions, Change agents and HR experts. As the HR profession has increasingly

earned its seat at the strategic table and become a business partner, the need to develop the

foundational competency has become more pronounced. Every well-managed firm should have

well defined roles and list of competencies required to perform each role effectively for all HR

jobs. IT Industry, being a knowledge-based industry, a high intellectual capital lends competitive

advantage to a firm. Therefore, many IT Companies in India are interested in knowing the

present skill level of their employees so that training can be given to improve their performance.

Competency mapping model helps in identification of training needs for HR professionals.

CM ON CIVIL ENGR-08 Chapter


23/29


24/29


[Type text] Page 24

development specialists to create interventions that invite and involve the employees in learning

aimed at increasing the self-efficacy of the individual, improving the individual performance,

and improving the success of the organization.

Boak & Diane Coolican,(2001)4 in their study Competencies for retail leadership: accurate,

acceptable, affordable describe the development of competency model for middle- senior

managers in a large fashion retailing company, to encourage them to act more strategically and

discuss the relative benefits of researching as a custom made model against using or adopting a

generic model. They describe how the model has been used in the company for training and

developing and evaluate the model against a critical view of management competencies. In their

study they have taken 70 area managers, seven most effective performers are identified, and five

of them are interviewed using a critical incident approach. Six key leadership competencies have

been identified and they have constructed the model. The authors conclude that it is possible to

produce an accurate and acceptable bespoke model of management competency for managers

whose roles have much in common, within a reasonable budget, and thus is the realistic

alternative to adopt a generic model. They also point out that such a model will inevitably be

influenced by mental models of effective managers.

Andreas, Christine(2007)28 in his study Sustainable Competency- oriented Human Resource

Development with Ontology-Based Competency Catalogs points out that Competency-oriented

approaches are gaining ground in human resource development. Key technology to cope with thecomplexity of fine-grained approaches are ontologies. By having a formal semantics, many

competency-related tasks can be partially automated on a technical level. In this paper, the author

wants to show that ontology-based approaches also foster the sustainability of such approaches

on an organizational level by providing connections between the operational and strategic level.

The authors present reference ontology and a reference process model have been applied in a

hospital case study.

Farah Naqvi (2009)44 in his study on Competency Mapping and Managing Talent, traces that

the performance of companies depend mostly on the quality of their human resource. For

obvious economic and business reasons, organizations have always been concerned about the

competence of its people. In this the author said that to delves deeper into the concept of

competency, tracing its history and its role in the present context. The paper explains how the

concept has constantly evolved over the years, its applications in human resource management,


25/29


[Type text] Page 25

and development in the present scenario. It also aims to study its future prospects in the light of

other emerging areas like talent management. The paper proceeds with the examples of

companies, which have successfully integrated competency-based systems in their HR

initiatives.

Bibliography(n.d.).

Boyatzis, R. E. (1982). The competence manager: A model for effective performance.New York: John

Wiley & Sons.

Burgoyue, J. (1993). The competence movement: Issues, stakeholdersand prospects.Personnel Review,

6-13.

C, M. D. (1973). Testing for competence rather than for intelligence..American Psychologist, 1-14.

CELIA, M. B., & M, K. (2012). COMPETENCY MAPPING OF EMPLOYEES IN THE POWER SECTOR WITH

SPECIAL REFERENCE TO CHENNAI. International Journal of Multidisciplinary Research, 307-320.

Central Bank of Nigeria. (2012). Competency Framework for Nigerain Banking Industry.Garki, Abuja:

Financial Policy and Regulation Department.

Dr. Suman Nayyar, S. K. (2010). Competency Mapping- A managerial Perception (A Study of HDFC Bank

Ltd).

Forum, T. H. (n.d.). Skill Gap Survey: Survey for the Indian Banking,financial services and Insurance

sector. 2010.

Forum, T. H. (2010). Survey for the Indian Banking, Financial Services, and Insurance Sector.

Forum, T. H. (2010). Survey for the Indian Banking, Financial Services, and Insurance Sector.

Hayward, G. B. (2002). Developingacompetency model-based maintenance manager qualification

program utilizing concept mapping methodology. Minneapolis, MN: Unpublished doctoral dissertation,

Capella University.

Hoffmann, T. (1999). The meanings of competency.Journal of European Industrial Training, 275-285.

(2010). Human Resource and Skill Requirements in Banking, Financial Services and Insurance Sector.

National Skill Development Corporation.

India, C. S. (2006). Competency Analysis: People CMM Level 3 Process Area.


26/29


[Type text] Page 26

JAIN, D. V. (2013). Competency Mapping in Indian Industries - A Case Study. International Journal of

Emerging Research in Management &Technology, 9-21.

Jimmy Kansal, N. J. (2012). Competency Mapping in Knowledge based organizations. International

Journal of Management, 279-290.

K Nithyavathi, D. R. (2014). Job Competency of Bank Employees in India :With Special Reference to

Coimbatore District. Global Journal for Research Analysis, 127-130.

Klemp, G. O. (1980). The assessment of occupational competence.Washington, DC: Report to the

National Institute of Education.

Kravetz, D. J. (2008, February 3). Building a jobcompetency database: What the leaders do. Retrieved

from http://www.kravetz.com/art2/art2p1.html

Krishnaveni. (2013). A STUDY ON MAPPING OF EMPLOYEES COMPETENCY. Indian Journal of Economics

and Development, 73-75.

Krishnaveni, J. (2013). A STUDY ON MAPPING OF EMPLOYEES COMPETENCY. Indian Journal of

Economics and Development, 71-75.

KUMAR, J. K. (2012). COMPETENCY MAPPING: A GAP ANALYSIS. International Journal of Human

Resource Management and Research, 35-43.

Lepsinger, A. D. (1999). The art and science of competency models: Pinpointing critical success factors in

organizations.San Francisco: Jossey-Bass.

Long, C. S., & Ismail, W. K. (2008). Human Resource Competencies: A Study of the HR Professionals in

Manufacturing Firms in Malaysia. International Management Review, 65-78.

M, S. L. (1993). Competence at work: Models for superior performance.New York: N.Y.: John Wiley &

Sons. , N.Y.: John Wiley & Sons. , N.Y.: John Wiley & Sons. , N.Y.: John Wiley & Sons. , N.Y.: John

WileyJohn Wiley & Sons. .

Maria Vakola, K. E. (2007). Competency management in support of organisational change. International

Journal of Manpower, 260-275.

McClelland, D. C. (1973). Testing for competence rather than for intelligence..American Psychologist,

1-14.

Mckenzie, D. D. (2002). Employability skills for Australian industry: literature review and framework

development.Australia: Business Council of Australia, Australian Chamber of Commerce and Industry.

Milyvelayudhan, T. K. (2011). Competency Mapping of the Employees- A Study. International Conference

on Information Communication and Management, 228-231.


27/29


[Type text] Page 27

Milyvelayudhan, T. K., & K, M. (2009). A study on Mapping Core Competencies and development of

Employees for Excellence with reference to HCL Technologies.JOURNAL OF CONTEMPORARY RESEARCH

IN MANAGEMENT, 53-67.

Nahavandi, A. (2006). The art and science of leadership.Upper Saddle River, NJ: Merrill/Prentice Hall.

Payne, R. W. (1998). Competency based recruitment and selection.Wiles.

Pooja, T., & Ranjan, J. (2010). A Competency Mapping for Educational Institution:Expert System

Approach. International Journal of Computer and Communication Technology, 75-93.

Prastacos, G. P. (2012).An application of competencies management in the Banking sector.Athens:

Athens University of Economics and Business.

Quinn, E. R. (1990). Becoming a master manager: A competency framework.New York: John Wiley &

Sons.

R.Yuvaraj. (2011). Competency MappingA DRIVE FOR INDIAN INDUSTRIES. International Journal of

Scientific & Engineering Research.

RP VAN DERMERWE, T. P. (2002). ASSESSMENT IN THEWORKPLACE:ACOMPETENCY-BASEDAPPROACH.

SAJournal of Industrial Psychology, 60-66.

S. BALAJI, D. V. (2012). A study on competency mapping in Adecco service organizations, Chennai.Asia

Pacific Journal of Marketing & Management Review, 39-45.

Sahu, R. K. (2009). Competency Mapping.New Delhi: Excel Books.

SANDY SCAFFETTA JOHNSON, B. D. (2010). Vo ices of the Oklahoma Aerospace Industry Leaders: SkillsGap Analysis Report 2010.U. S. DEPARTMENT OF LABOR BRAC IMPLEMENTATION GRANT AND THE

OKLAHOMA GOVERNORS COUNCIL FOR WORKFORCE AND ECONOMIC DEVELOPMENT.

Sarah, M. J., & Bishop, T. R. (2014). COMPETENCY MODELING IN AN UNDERGRADUATE MANAGEMENT

DEGREE PROGRAMME. BUSINESS EDUCATION & ACCREDITATION, 47-60.

(2009). Sectoral and Skill Gap Anlaysis Report.Bahrain: The Allen Consulting Group.

Selvarajan, R. L. (2006). Competencies: Alternative frameworks for competitive advantage. Business

Horizons, 235-245.

Spencer, S. a. (1993). Competence at work: Models for superior performance.New York: John Wiley &

Sons.

(2010). Survey for the Indian Banking, Financial Services, and Insurance Sector.The Higher Education

Forum.


28/29


[Type text] Page 28

Tawit, S., & Swierczek, F. W. (2009). Management competencies: a comparative study between Thailand

and Hong Kong.Journal of Management Development, 569-580.

Togonon, C. Z. (2009). Building Human Resource Capacity: Developing Competencies for Microfinance

Institutions.Women's World Banking.

Vathsala, W., & Zoyza, N. D. (2009). A comparative analysis o fmanagerial competency needs across

areas of functional specialization.Journal of Management Development, 344-360.

1) Naomi Meadows et.al., Developing and validating a competency framework for advanced pharmacy

practice journal of the Royal Pharmaceutical Society of Great Britain, 27 Nov 2004, pp:789792

2) Marcia L.Bush , Spreadsheet competencies needed for entry level managerial positions in accounting and

business/ information systems Ph.D. Dissertation UTAH State University 2001, pp:85 98

3)

Paul Lyons, Influencing performance improvement using skill charting journal of European indusial

training, 2003, pp:398404

4) George Boak & Diane Coolician, Competecies for retail leadership: accurate,

acceptable, affordable Leadership &organization Development Journal MCB University

press 22 May 2001, pp:212220

5)

T.V.Rao & Mohit Juneja A study of competency assessment through assessment centers and 360 degree

feed backW.P .No 2007-06-06 Research and publication , IIMA, June 2007, pp:11 26

6)

Judith G. Calhoun et.al, Competency Mapping and Analysis for Public Health Preparedness Training

Initiatives, Public Health Rep, Michigan Center for Public Health Preparedness, University of Michigan

School of Public Health, Ann Arbor, MI, Volume120(Suppl 1); 2005, pp:91 -99

7)

Dhananjay Gokhale, PM Competency Mapping, PMP -1, PMI Global congress Proceedings- Singapore,

2005 pp:18

8) Vathsala Wickramasinghe Gender, age and marital status as predictors of managerial competency

needs, Gender in management: An international journal, Vol.23, May,2008, Emerald publishing limited,

pp:337354

9) 16 Hanneke Heinsman, Annebel H.B. de Hoogh and Paul L. Koopman Commitment, control, and the use

of competency management, Personnel Review, Vol. 37 No. 6, 2008, Emerald Group Publishing Limited,pp: 609 - 628 35

10)17 Fotis Draganidis and Gregoris Mentzas(2006)17 Competency based management the review of systems

and approaches, information managemtn and computer security, vol. 14. no1 2006 Emerald group of

publishing limited, pp: 51 - 64

11) 24 David w. Johnson Competency-Based Educational Program Effectiveness Assessment, Journal of

Information Systems Education Volume 11, 2000 , pp:127132


29/29


12)25 Rakesh Sharma and Jyotsna Bhatnagar Talent management competency development: key to global

leadership, Industrial and commercial training journal Vol 41 No 3 2009, Emerald Group Publishing

Limited, pp: 118 - 132 44

13)27 Michelle R. Ennis(2008)27, Competency Models: A Review of the literature and the Role of the

Employment and Training administration (ETA), Pilots and Demonstration Team, Division of Research

and Evaluation Office of Policy Development and Research Employment and Training Administration, U.

S. Department of Labor, January 29, 2008 pp:11121132

14)

28 Andreas, Christine Sustainable Competency- oriented Human Resource Development with Ontology-

Based Competency Catalogs,In: Cunningham & Cunningham(eds)e Challenges 07, Den Hagg 2007, pp:

8

15)

16) 29 Vathsala Wickramasinghe A comparative analysis of managerial competency needs across areas of

functional Specialization, Journal of Management Development Journal of Management Development,

Emerald Group Publishing Limited, 2009, pp: 344-360

17)

32 Gail Hall & Associates(2008) Cooks Competency mapping and Qualifications Framework Project,

Canadian Tourism Human Resource Council, March 31 2008, pp : 1 - 6 49

18)

40 Jutta Rasp,Bill, UWE Behringer, Eric Maiser, ADRIA project report, 6th Frame work programme of

European commission, 2007, pp:1-3 55

19)

41 Obiols Albiana L, Bates IP, Webb DG, Davies JG, Mc Robbie D Mapping levels of practice in the

advanced practitioner workforce, University of London & NHS Specialist Pharmacy Services, HSRPP

Conference 2005, London, pp:1-2 56

20)43 James Thomas Kunnannatt, Emotional intelligence: theory and description a competency model for

interpersonal effectiveness, Development and learning in organization,vol. 23 NO. 3 , Emerald

publishing house limited, 2009, pp:34-35

21)44 Farah Naqvi Competency Mapping and Managing Talent, The IUP Journal of Management Research,

Vol. VIII, No. 1, 2009, pp:85-9422)

Saidas Ranade; Cassio Tamara; Edgar Castiblanco; Anibal Serna(2010)45 Mapping competencies-

Application of a visual method to determine the abilities of engineers to re veals new and useful insights,

Mechanical Engineering, Vol 132, 2, ABI/INFORM Global, Feb 2010, pp:30-34

23)

14 Lauren S. Harris and Karl W. Kuhnert Looking through the lens of leadership: a constructive

developmental approach, leadership and organizationaldevelopment journal, Emerald group of publishing

limited, Vol. 29, Jan, 2008, pp. 47 - 67

Documents

REVIEW OF LITERATURE 3.docx