Review Of Literature

REVIEW OF LITERATURE

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The review of related literature also called literature review is a crucial part of a research Endeavour as this presents critical insights as well as affords various perspectives prevalent in the field of research or on the topic of research thereby enriching the research process in totality.

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Furthermore, it serves as a beacon light for future research work by illuminating areas which have been touched upon or covered so far and areas which remain unexplored in the extant literature

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Related Literature was collected from diverse sources viz. research journals, books, newspaper articles and electronic sources such as online books, online journals and 70 newspaper articles.

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Secondary data Sources of Competency Mapping which were tapped include      

Books written in the area Online Research databases viz. Emerald, J.W.Gate, Ebscohost etc. Research Journals in the area of HRM, Business Strategy Articles / write-ups published in various periodicals Conference proceedings Reference material available on websites of Consultancies working in the area of Competency Mapping

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A large number of research papers focus on development of competencies for various job positions

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or roles. Further, there is literature pertaining to hundreds of psychometric tools Owing to a large body of literature available in the area in terms of books, journal articles, articles made available in public domain by consultancies operating in the area, it became necessary to categories and classifies it under various heads.

The details of the research papers that I have gone through are

S.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Title Competency Mapping–A Drive for Indian Industries Understanding Competencies and Competency Modeling ― A Literature Survey Organizational information competencies for value creation Competency mapping in quality management of foundation training Competency requirements for strategic and functional HR practitioners The Design of a Sustainable Competency-Based Human Resources Management Competency-based selection and assignment of human resources to construction projects The Competence Movement: Issues, Stakeholders and Prospects Competency Mapping of the Employees Competency based Training Need Assessment – Approach in Indian companies Impact of nursing learning environments on adaptive competency development in baccalaureate nursing students Bringing competency analysis into the 21st century Competency, not Intelligence that Matters Competency Models and its Applications in various Sub-segments of HR Employee Competency and Trust Management

Author Details R.Yuvaraj

Year of work August 2011

Vikram Singh Chouhan & Sandeep Srivastava Joe Peppard Rob Lambert

January 2014

Jennifer Ruddlesdin, Lauren Wentworth, Sarita Bhat and Paul Baker Karen Lo,Keith Macky &Edwina Pio by Fanny Klett

December 2010

V.Shahhosseini M.H.Sebt

April 2011

John G. Burgoyne

2013

N. Anisha Shulagna Sarkar

October 2012 2013

Heather K.Spence Laschinger RN

April 1992

Diane M. Gayeski

August 2007

Noronha, Rajiv Ms. Garima Sharma

2000 July 2013

Das, Smitha

2007

march 2003

march 2015 December 2010

Review of literature related to topic Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping succession possibilities for employees within the organization * Assigning compensation grades and levels to particular jobs and roles * Selecting applicants for open positions, using competency-based interviewing techniques

Competencies include the collection of success factors necessary for achieving important results in a

specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Origin of Management including Competency Mapping: Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration, written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt. Constitutions of all the major countries have origin in this book. It could be Indian Constitution, Irish, Canadian, USA, Australian, etc. and even British unwritten constitutions have roots imbibed in this book. It is the towering book in which you find the basics and applications of Management Sciences, Chemistry, Physics, Military and War techniques, Basic Engineering and Technologies, Ethics, Legal and Judiciary and Fiduciary system, Values, Psychology, and Anthropology, Organization Behavior, Human Resource Management. In fact major basics of all Marketing Management, Human Resource Management, basics of Management Models, are been directly lifted with some modification from this book. Great efforts of Chanakya by all means; and one of the greatest contributions to the world. You may call Arthshastra as a Classical book once if you read, you will find other subjects easy any time in your life. If Geeta, Bible, Kuran, Gurugranthsahib, Adi Granth, Vedas, Vedanta are classical scripts in spirituality then Arthshastra is one of the classical book for above mentioned subjects. In fact all the classical scripts have everything put in gist to live normal life happily. It is said that once you master classical books everything becomes easier in later part of life and work. Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes.

The competencies have five characteristics, namely:

* Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions. Example achievement motivation people consistently set challenging goals for themselves, take responsibility for accomplishing them and use the feedback to do better * Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to situations. * Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship. The four general competences are: 

Meaning Competence: Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community.

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Relation Competence: Creating and nurturing connections to the stakeholders of the primary tasks.

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Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience.

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Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Types of competencies

1. Organizational competencies — unique factors that make an organization competitive 2. Job/Role competencies—things an individual must demonstrate to be effective in a job, role, function, task, or duty, an organizational level, or in the entire organization. 3.

Personal competencies—aspects of an individual that imply a level of skill, achievement, or output

4. Managerial: Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc. 5. Generic: Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc. 6. Technical/Functional: Specific competencies which are considered essential to perform any job in the

Organization

within

a

defined

technical

or

functional

area

of

work,

i.e.

environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc. Levels of Competency 1. Practical competency - An employee's demonstrated ability to perform a set of tasks. 2. Foundational competence - An employee's demonstrated understanding of what and why he / she is doing. 3. Reflexive competence (An employee's ability to integrate actions with the understanding of the action so that he / she learn from those actions and adapts to the changes as and when they are required. 4. Applied competence - An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity.

Application levels of a competency

1. ADVANCED: Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks. Frequently demonstrates application that indicates profound level of expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards. 2. PROFICIENT: Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards. 3. KNOWLEDGEABLE: Demonstrates a sufficient understanding of the particular competency to be used in the work place, but requires guidance Tasks or work activities are generally carried out under direction. COMPETENCY MAPPING 

Competency mapping is a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization.

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It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making.

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Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers.

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They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

1.

Competency Mapping–A Drive for Indian Industries by : R.Yuvaraj

( https://pdfs.semanticscholar.org/ce45/9c6403f7ebda153051b2b4e803b94d141dd3.pdf ) Abstract— Human resource management is a process of bringing people and organizations together so that the goals of each other are met. Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order. Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future skill mapping through proper HRM initiatives. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development. Competency Mapping is a process of identifying key competencies for an organization, the jobs and functions within it. Competency mapping is important and is an essential activity. Every well-managed firm should have well defined roles and list of competencies required to perform each role effectively. Competency mapping identifies an individual’s strengths and weaknesses in order to help them better understand themselves and to show them where career development efforts need to be directed. Competency mapping is not only done for Confirmed employees of an organization and it can also be done for contract workers or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer. These kinds of skills can be determined, when one is ready to do the work. Competency mapping is one of the most accurate means in identifying the job and behavioral competencies of an individual in an organization. Competency is a set of knowledge, skills and attitudes required to perform a job effectively and efficiently. A Competency is something that describes how a job might be done excellently; a Competence only describes what has to be done, not how. Core competency is something which cannot be copied and it is the pillar upon which individual rest. 2.

Understanding_Competencies_and_Competency_Modeling by Vikram Singh Chouhan & Sandeep Srivastava

(file:///C:/Users/acer%20pc/Downloads/Understanding_Competencies_and_Competency_Modeling.pdf) Abstract: In a knowledge-based economy, the success of organizations depends mostly on the quality of their human resource. Organizations rely on their competent employees as a main resource. The performance of organizations depends not only on the workforce competency, but also on their evaluation and development on an ongoing basis to meet the global competition. For obvious economic and business reasons, organizations have always been concerned about the competence of its people. In the modern world, characterized by rapid and dramatic change, the attainment of competence has become an integral component of individual and organizational strategies. The competency mapping process helps the organization in developing a clear strategy for developing competencies of their workforce. It supports successful performance of the employees within the organization. Gone are the days where gigantic plant, superior technology and marketing strategy played central role in organizational success. The organizational strategy must be designed to identify, nourish and utilize the competencies. This paper seeks to delve deeper into the concept of competency, tracing its history and its role in the current scenario 3. Organizational information competencies for value creation by Joe Peppard Rob Lambert (https://onlinelibrary.wiley.com/doi/abs/10.1046/j.1365-2575.2000.00089.x) Abstract. Research highlights that most business managers continue to be dissatisfied with the value they perceive they are deriving from their organization's information systems investments. On examining the literature, the dominant perspective is that creating value through information systems is primarily the responsibility of the IS function. Accordingly, to address this chronic malaise, attention generally focuses on the IS function with proposed prescriptions ranging from re‐skilling the IS professional through re‐

engineering the IS function to the ultimate sanction of outsourcing. This paper examines the problem of value creation from IS investments from an organizational as opposed to an IS functional perspective. Drawing on resource‐based theory, the paper argues that the effective deployment and exploitation of information should be viewed as a ‘strategic asset’. To leverage value from IS, the paper proposes that organizations must recognize and develop information competencies and that the elements of these competencies are distributed throughout the organization and not solely resident in the IS function. Through a multimethodological approach these information competencies are identified and described. The resultant competencies are then studied in an organizational context. The paper ends by drawing conclusions and articulating further research directions and opportunities

4. Competency mapping in quality management of foundation training by Jennifer Ruddlesdin ( http://www.clinmed.rcpjournal.org/content/10/6/568.short) Abstract: Competency-based curricula focus on outcomes in terms of application of knowledge and acquisition of competencies. The aim of this exercise was to analyse posts and programmes for potential training outcomes. A mapping process against the UK foundation curriculum was designed.1 Data were gathered from foundation directors using red/amber/green judgements for each post. After submission no correspondence was needed on any programme about educational arrangements, suggesting the process had a significant formative effect as well as assessing outcomes. Certain competencies were problematic across the majority of host providers, allowing programme directors to ensure deficiencies are compensated by planned teaching or simulation training. Widespread difficulty in achieving these competencies raises the question of whether they should be included within the national curricula. Development of competencybased training is a complex, multistep process. However, it is possible to analyse it in a large programme of trainees in the setting of the modern, busy NHS. 5. competency requirements for strategic and functional HR practitioners by Edwina Pio (https://www.tandfonline.com/doi/abs/10.1080/09585192.2015.1021827) HR competency research has predominantly focused on identifying generic HR competencies for HR practitioners using a universalist approach. This approach has led to the distinction between strategic and functional HR competencies, and a belief that the former is superior to the latter for successful performance in the HR domain. However, little attention has been paid to the interrelationships between strategic and functional HR competency dimensions, and their perceived relevance to strategic and functional HR roles. Drawing on a situationalist perspective and using a mixed-method approach, seven HR competency concepts are identified and examined for their perceived relative importance to strategic and functional HR roles. The findings indicate that Business Awareness competencies are important differentiators between strategic and functional HR roles, whereas Leadership and Relationship Building and Self-Belief and Social Factors are generic to all HR practitioners. The findings also indicate that there is a wider range of HR attributes required for HR job success than those espoused in the HR literature. Theoretical implications and recommendations on selection and development programmes for HR practitioners are also discussed

6. The Design of a Sustainable Competency-Based Human Resources Management by Fanny Klett (http://kmel-journal.org/ojs/index.php/online-publication/article/view/82)

Abstract: Human capital is a key source of innovation and competitive improvement. Exploiting its potential and boosting its value to the organization involves a systematic process to determine the competencies that are fundamental to achieve enhanced job performance. However, why do organizations often fail to successfully cope with the main challenges of the knowledge and learning society, and to identify the consequences for learning technologies? This paper discusses a holistic model for human resources management strategy required to technologically support the organization toward a forceful and comprehensive solution. By applying a step-wise approach, the components that organizations should consider are identified, along with their interrelationships, and the increased need for a harmonizing world-wide standardization in this application field. 7. Competency-based selection and assignment of human resources to construction projects by V.Shahhosseini M.H.Sebt (https://www.sciencedirect.com/science/article/pii/S1026309811000319) Abstract: As part of human resource management policies and practices, constructionfirms need to define competency requirements for project staff, and recruit the necessary team for completion of project assignments. Traditionally, potential candidates are interviewed and the most qualified are selected. Precise computing models, which could take various candidate competencies into consideration and then pinpoint the most qualified person with a high degree of accuracy, would be beneficial. This paper presents a fuzzy adaptive decision making model for selection of different types of competent personnel. For this purpose, human resources are classified into four types of main personnel: Project Manager, Engineer, Technician, and Laborer. Then the competency criteria model of each main personnel is developed. Decision making is performed in two stages: a fuzzy Analytic Hierarchy Process (AHP) for evaluating the competency criteria, and an Adaptive Neuro-Fuzzy Inference System (ANFIS) for establishing competency IF-THEN rules of the fuzzy inference system. Finally, a hybrid learning algorithm is used to train the system. The proposed model integrates a fuzzy logic qualitative approachand neural network adaptive capabilities to evaluate and rank construction personnel based on their competency. Results from this system in personnel staffing show the high capability of the model in making a high quality personnel selection.

8. The Competence Movement: Issues, Stakeholders and Prospects by John G. Burgoyne https://www.emeraldinsight.com/doi/abs/10.1108/EUM0000000000812 Abstract: The “competence” movement as an approach to education, training and development is based on a belief in defining purpose and outcome in standardized, measurable terms. It parallels other concerns for control, such as performance indicators and standards, and returns to many of the features of the behavioural objectives movement in the 1960s which similarly paralleled management by objectives and various forms of scientific management. The competence movement is contentious but the nature of the debate is not clear. Suggests that the debate can be mapped in three dimensions: micro to macro issues, theoretical to practical issues, and technical to political issues. Explores this by examining the position of the main stakeholders who have an interest in the competence movement. The competence movement tends to attempt to impose a simplifying model of education, training, learning development and work and organizational process, and many of its problems can be seen to result from this simplification such as the reduction of all learning to a single stairway of levels.

9. Competency Mapping of the Employees by N. ANISHA http://www.ijoart.org/docs/Competency-Mapping-of-the-Employees Abstract : Human resource management is a process of bringing people and organizations together so that the goals of each other are met. Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order. Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. Competency Mapping is a process of identifying key competencies for an organization, the jobs and functions within it. Competency mapping, the buzz word in any industry is not complicated as it may appear. At the heart of any successful activity lies a competence or skill. In the recent years, various thought leaders in business strategy have emphasized the need to identify what competencies a business needs, in order to compete in a specific environment. In this article explains the why competencies needed and how is measured competency of employees in the organization. 10. Competency based Training Need Assessment – Approach in Indian companies by Shulagna Sarkar (https://www.degruyter.com/downloadpdf/j/orga.2013.46.issue-6/orga-2013-0025/orga-2013-0025.pdf) Training is a usual formula for organisations through which employees are introduced to learning, but the challenge lies in identifying the appropriate training needs of employees. The success of a training program depends primarily on the need assessment. The paper discusses the process of competency mapping and focuses on how competency mapping can be used for conducting training need assessment. The paper is an empirical research based on both public and private manufacturing units in india. primary and secondary data was collected using number of techniques. gap analysis has been performed for employees and it has also been aimed to verify the changes in competency gaps on applying need based training. On providing need based training, significant difference was measured in the level of competencies of employees. The paper shares a practical insight on the implementation of competency mapping for training need analysis. The research is focused on manufacturing units only, whereas there is a huge scope for it to be implemented in service industries also. The paper is an original piece of research where a model has been designed to resolve training issues of manufacturing industries

11. Impact of nursing learning environments on adaptive competency development in baccalaureate nursing students by Heather K.Spence LaschingerRN, PhD https://www.sciencedirect.com/science/article/pii/875572239290070F

Abstract: Kolb's experiential learning theory (ELT) was used as a framework to study 179 generic baccalaureate students' perceptions of the contributions of different types of nursing learning environments to development of adaptive competencies described in the theory. In addition, students in each of the 4 years of the program were asked to describe their perceptions of the importance of Kolb's adaptive competencies for successful functioning in nursing settings as well as to rate their personal levels of skill on each competency. Nursing learning environments were thought to contribute most to divergent and convergent competencies, reflecting the importance of both people-oriented and scientific skills in nursing. Clinical experiences and the senior preceptorship experience contributed significantly more to the development of

these competencies than typical nursing classes and nonnursing classes. Students considered assimilative competencies—such as testing theories—and ideas and accommodative competencies—such as leading and influencing others—relatively unimportant to successful functioning in nursing learning environments. Implications for nursing education are discussed. Impact of nursing learning environments on adaptive competency development in baccalaureate nursing students by Heather K.Spence LaschingerRN, PhD 12. Bringing competency analysis into the 21st century by Diane M. Gayeski (https://onlinelibrary.wiley.com/doi/abs/10.1002/pfi.144) Abstract : Current business and educational environments are mandating the identification, building, and assessment of specific critical competencies for the workforce. However, traditional approaches to competency analysis are often slow, expensive, and backward looking. This article presents several new computer-aided approaches to competency analysis and provides examples of their use, including a detailed case study analyzing curricula and skills for professionals who provide benefits and work incentives planning and assistance to persons with disabilities.

13. Competency, not Intelligence that Matters BY Noronha, Rajiv IN (2000) Abstract: The Researcher Tries To Describe “What Is The Competency Model, Steps Used In Developing A Competency Model & Described In Detail. 14. Competency Models and its Applications in various Sub-segments of HR BY Ms. Garima Sharma in July 2013 (http://rmi.rizvi.edu.in/wp-content/uploads/2015/05/Vol-4-Issue-2-July-2013-1.pdf) The paper begins with delineating the theoretical framework for Competency Mapping followed by enumerating the benefits of Competency mapping usage to Organizations. The study seeks to find answer to a Research question regarding the application/ usage or otherwise of Competency Mapping in various subsegments of HR namely, Recruitment & Selection, Training & Development, Performance Management, Compensation& Rewards, Career Planning, Building Appropriate Culture, Succession Planning and Change Enablement. The Research Design used is a Survey and the tool used for data collection is a questionnaire. The study aims at finding the extent of application /usage of Competency Mapping by the most critical stakeholder in the Competency Mapping process namely the HR Managers. A sample of 30 HR Managers from 30 different organizations was selected using convenience sampling technique. The findings show that the application of Competency Mapping in selected sub-segments of HR is rather low.

15. Employee Competency and Trust Management by Das, Smitha (2007) http://shodhganga.inflibnet.ac.in/bitstream/10603/45129/9/09_chapter%202.pdf Abstract : the article throws light on the importance of employee competency development in building trust among the staff. It explains the process of competency mapping and creates awareness about the competency gap analysis that helps the workforce to identify its strengths and skills, perform as per the needs and wants of the employer. It helps in making the employees loyal and trustworthy. It also some training and development practices imparted by the organizations to make the employees knowledgeable,

skilled and competent. It points out how a firm can build employee trust by showing keen interest in his professional development. Through Corporate examples of Infosys, The Tata Group and Bharat Heavy Electricals Limited, the author drives home the point that the more initiative an organization takes to make the employees skilled, capable, knowledgeable and competent, the more will be the level of trust and loyalty of employees towards the firm.