2�4�2: Competencies in the public sector An array of competencies between the public sector and the private sector is further argued to be different. Existing research found some distinctions between the public sector and the private sector due to the nature of business and the external 30competencies needed to gain a competitive advantage. Competencies continue to become a popular phenomenon in human resource management and HRD discourses. There has been increasing interest in the development of competencies of human resources in the public sector. With competencies, human resources are more capable and work more effectively, hence contributing to the success of their organization. Moreover, having employees with competencies, allows an organization to distinguish average performers from above-average performers. Earlier, McClelland (1973), produced a provocative study on employees’ performance at work. His study found that personal competencies or individual traits and characteristics, were recognized as significant predictors of employee performance and success, and are more important in predicting occupational success than traditional psychometrics such as IQ and aptitude tests. Boyatzis (1982) supported the notion that competency in a job represented great ability and high performance. Such competency is an underlying characteristic of a person that results in effective and/or superior performance in a job. Competency is also argued to be essential to performing work effectively and needs to be demonstrated in performing a job (Lucia and Lepsinger, 1999). Homer (2001) supported that employee competency is the most important foundation for a successful organizational process and profit.However, there has been confusion on the terminology between competencies and capabilities resulting in many authors and practitioners’ tendency to define and use both terms interchangeably. Thus, many researchers have highlighted the need for a clear distinction between capabilities and competencies to help practitioners provide a clear framework of competencies and make better use of them. Briefly, organizations that employ capable employees experience a competitive advantage. The more capable an organization’s employees are, the more likely the organization is to experience improved quality and productivity. Capable employees often feel more confident in their roles and are more motivated to complete their tasks successfully. This can lead to increased morale and positively impact their overall output and productivity. Furthermore, when employees are capable in several areas within the workplace, this provides an organization the ability to serve their clients efficiently and effectively.Therefore, while capabilities require the ability to perform a task, competencies refer to the skills, talent, knowledge, and personal attributes, that an employee possesses, which positively impact their ability to perform their tasks. Blanchard and Thacker defined competency as a cluster of related knowledge, skills, and attitudes that differentiate high performers from average performers (Junaidah, 2008). Others stated that an employee who is knowledgeable is a competent person whose attributes can be valued and measured internally and externally in several tangible aspects such as productivity (Jabar et al., 2010). Woodruffe (1992) defined competencies as a set of behavior patterns that the incumbent needs to bring to a position in order to perform his or her tasks and functions with competence. This implied how an employee’s behaviors are critical to accomplishing work effectively and efficiently. Parry (1998) defines competencies as a cluster of related knowledge, attitudes, and skills that affect a major part of one’s job, that correlate with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development. With respect to employee competency, much literature indicates that competency requirement varies according to positions, jobs, and organizations (Puteh, Kaliannan, and Alam, 2016). As a result, many organizations have defined their respective scope of competencies differently and identified at least four core competencies required, that is administrative, leadership, business sense, and lastly managing people competency (Snell & Bohlander, 2013). Puteh, Kaliannan, and Alam (2016) conducted research on identifying and developing core competencies and concluded that regardless of different positions, tasks, and nature of service-based businesses, core competencies play a salient role in organizational excellent performance. Woodruffe (1992) referred to core competencies as generic competencies and suggested that regardless of the different types of organizations (either large or small) and positions (either lower, middle, or upper level), the generic competencies list helps organizations to determine the dimensions of competency expected from their employees.
元のページ ../index.html#30