Temel Yetkinlik Açığının Belirlenmesine Yönelik Bir Araştırma (Şirketler Grubu Örneği)

Year 2013, Volume: 4 Issue: 1, 129 - 146, 01.12.2013

Ömer Faruk Ünal

Abstract

Bu çalışmada örgütsel düzeyde temel yetkinlik açıkları ve temel yetkinlik açığının çalışanların
demografik değişkenlerine göre farklılık gösterip göstermedikleri araştırılmaktadır. Çalışma,
merkezi İstanbul’da bulunan, on beş şirketin bağlı bulunduğu bir şirketler topluluğunda
gerçekleştirilmiştir. Veriler yapılandırılmış anket yöntemi ile toplanmıştır. Verilerin
analizinde parametrik testler kullanılmıştır. Araştırmanın sonuçlarına göre temel
yetkinliklerde çeşitli düzeylerde değişen yetkinlik açığı görülmektedir. Örgütsel düzeyde
algılanan temel yetkinlik açığı çalışanların yaş, kıdem, statü, ücret ve eğitim değişkenlerine
göre farklılık göstermektedir.

Keywords

Temel yetkinlikler, algılanan temel yetkinlik açığı

A Research on Identifying Core Competency Gap (A Sample of Group of Companies)

Abstract

This study examined core competencies’ gaps at organizational level and whether perceptions of the core competencies change according to the demographic variables of the incumbents. The research was carried out in a group of companies which contains fifteen firms in Istanbul. Data were gathered by the structured questionnaire. Parametric methods were used for the analyses of data. The findings indicate that there are some gaps in all core competencies at various degrees. Perceptions of the core competencies’ gap at organizational level differ according to age, job tenure, status, salary, and education level of the incumbents.

Keywords

Core competencies, perceived competency gap

References

• Agut, S., Grau, R. (2002). Managerial Competency Needs and Training Requests: the Case of the Spanish TouristIndustry, Human Resource Development Quarterly, 13(1): 31-51.
• Agut, S., Grau, R., Peiró, J.M. (2003). Individualand Contextual Influences on Managerial Competency Needs, Journal of Management Development, 22(10): 906-918.
• Ashkezari, M.J.D., Aeen, M.N. (2012). Using Competency Modelsto Improve HRM, Ideal Type of Management, 1(1): 59-68.
• Athey, T.R., Orth, M.S. (1999). Emerging Competency Methods for the Future, Human Resource Management, 38(3): 215-226.
• Barriocanal, E.G., Sicilia, M.A., Alonso, S.S. (2012). Computing with Competencies: Modelling Organizational Capacities, Expert Systems with Applications, 39: 12310-12318.
• Blancero, D., Boroski, J., Dyer, L. (1996), Key Competencies for a Transformed Human Resource Organization: Results of a Field Study, Human Resource Management,35(3), 383-403.
• Brockbank, W., Ulrich, D., Beatty, R.W. (1999). HR Professional Development: Creating the Future Creators at the University of Michigan Business School, Human Resource Management, 38(2): 111- 117.
• Budak, G. (2008). Yetkinliğe Dayalı İnsan Kaynakları Yönetimi, 1. Baskı, İzmir, Barış Yayınları.
• Cardy, R.L., Selvarajan, T.T. (2006). Competencies: Alternative Frameworks for Competitive Advantage, Business Horizons, 49: 235- 245.
• Currie, G., Darby, R. (1995). Competence-based Management Development: Rhetoric and Reality, Journal of European Industrial Training, 19(5): 11-18.
• Deist, F.D., Winterton, J. (2005). What is Competence?, Human Resource Development International, 8(1): 27-46.
• Dessler, G. (2007), Human Resource Management, 11 Baskı, New Jersey, Pearson Prentice Hall.
• Doğan, N., Başokçu, T. O. (2010). İstatistik Tutum Ölçeği İçin Uygulanan Faktör Analizi ve Aşamalı Kümeleme Analizi Sonuçlarının Karşılaştırılması, Eğitimde ve Psikolojide Ölçme ve Değerlendirme Dergisi, 1(2): 65-71.
• Draganidis, F., Mentzas, G. (2006). Competency Based Management: a Review of Systems and Approaches, Information Management & Computer Security, 14(1): 51-64.
• Enis, M.E. (2008). Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA), http://www.careeronestop.org/COMPETENCYMODEL/info_document s/OPDRLiteratureReview.pdf, (10.11.2012)
• Gangani, N., McLean, G.N., Braden, R.A. (2006). A Competency-Based Human Resource Development Strategy, Performance Improvement Quarterly, 19(1): 127-140.
• Govender, P., Parumasur, S. (2010), Evaluating the Rolesand Competenciesthatare Critical Considerations for Management Development, SA Journal of Industrial Psychology, 36(1): 1-11.
• Heinsman, H. (2008). TheCompetency Concept Revealed: Its Nature, Relevance, and Practice, Academisch Proefschrift, Vrije Üniversitesi, Print Partners Ipskamp BV, Enschede, http://dare.ubvu.vu.nl/bitstream/ 1871/13216/5/7960.pdf, (22.10.2012).
• HR-XLM (2001). Competencies1.0 (Measurable Characteristics) Recommendation 2001, Der: Chuck Allen, http://xml.coverpages.org/ HR-XML-Competencies-1_0.pdf, (22.10.2012).
• Kalaycı, Ş. (2008). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, 3. Baskı, Ankara, Asil Yayın Dağıtım.
• Kaufman, R. (1998). Strategic thinking: A Guide to Identifying and Solving Problems (Rev. ed.), Arlington, VA, and Washington, DC., American Society for Training and Development and the International Society for Performance Improvement, aktaran, Agut, S., Grau, R. (2002). Managerial Competency Needs and Training Requests: the Case of the Spanish Tourist Industry, Human Resource Development Quarterly, 13(1): 31-51.
• Kellie, D. (1998). Catching a Wave: an Australian Case Study on Building Competence in Search of Competitive Advantage, International Journal of Training and Development, 2(4): 259-275.
• Klink, M.,Boon, J. (2002). The Investigation of Competencies within Professional Domains, Human Resource Development International, 5(4): 411-424
• Lahti, R.K. (1999). Identifying and Integrating Individual Level and Organizational Level CoreCompetencies, Journal of Business and Psychology, 14(1): 59-75.
• Lawler III, E. E., Mohrman, S. A., (2003). HR as a Strategic Partner: What does it Taketo Make it Happen?, Human Resource Planning, 26(3), 15- 29.
• Mansfield, R.S. (2000). Practical Questions for Building Competency Models, Competency-Based Management forthe Federal Public Service Conference. Ottawa, Canada, 3-17, www.lexonis.com/ resources/ practical%20questions%20building%20models.pdf. (05.11.2012)
• McClelland, D.C. (1973). Testing for Competence Ratherthan for Intelligence, American Psychologist, (Ocak), 1-14.
• Milicevic, M.S., Mikanovic, M.B., Supic, J.T., Vasic, V. (2010). Competencies Gap of Management Teams in Primary Health Care, European Journal of Public Health, 21(2): 247-253.
• Nordhaug, O.,Grenhaug, K. (1994). Competences as Resources in Firms, The International Journal of Human Resource Management, 5(1): 89- 106.
• Özçelik, G., Ferman, M. (2006). Competency Approach to Human Resources Management: Outcomesand Contributions in a Turkish Cultural Context, Human Resource Development Review, 5(1): 72-91.
• Özdamar, K. (2002), Paket Programlar ile İstatistiksel Veri Analizi-2, 2. Baskı, Eskişehir, Kaan Kitabevi, aktaran Cengiz, D.,Kılınç, B. (2007). “Faktör Analizi ile 2006 Dünya Kupası’na Katılan Takıların Sıralamasının Belirlenmesi, Marmara Üniversitesi İİBF Dergisi, 23(2): 351-371.
• Petersen, S.A., Heikurs, T., Cerinŝek, G., Bedek, M. (2011). Competence Portfolios, European Commission Seventh Framework Project (IST 231717), http://www.reachyourtarget.org/joom”la/ attachments/article/ 156/D4.1%20Competence%20Portfolios,%20v.%202.pdf, (10.11.2012)
• Raja, K.G., Swapna, R. (2010). Evaluating the differences between Managerial and Executive Level Personal Competencies -A Critical analysis of Select IT Companies, Bhavan’s International Journal of Business, 4(2): 71-76.
• Rao, P.H. (2010). A Framework for Building Competency: Improving the Quality of Care at the Primary Health Level, ASCI Journal of Management, 39(2): 68-94.
• Rodriguez, D., Patel, R., Bright, A., Gregory, D., Gowing, M.K. (2002). Developing Competency Modelsto Promote Integrated Human Resource Practices, Human Resource Management, 41(3): 309-324.
• Ulrich, D., Brockbank, W., Jahnson, D., Younger, J. (2007). Human Resource Competencies: Responding to Increase Expectations, Employment RelationToday, 34(3): 1-12.
• Wickramasinghe, V., Zoyza, N. (2008). Gender, Age and Marital Status as Predictors of Managerial Competency Needs: Empirical Evidencefrom a Sri Lankan Telecommunication Service Provider, Gender in Management: An International Journal, 23(5): 337-354.
• Wooten, K. C., Elden, M. (2001). Cogenerating a Competency Based HRM Degree: a Model and Some Lessons From Experience, Journal of Management Education, 25(2): 231-257.
• Yeung, A.K. (1996). Competencies for HR Professionals: An Interview with Richard E. Boyatzis, Human Resource Management, 35(1): 119-131.