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OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi

Yıl 2022, Cilt: 6 Sayı: 2, 1424 - 1443, 31.12.2022
https://doi.org/10.56554/jtom.1167980

Öz

Yetkinlik bazlı insan kaynakları uygulamalarının ana amacı çalışanların etkinlik ve verimliliklerini artırma yoluyla örgütsel performansı yükseltmektir. Toplumlara önemli katkılar sunmasına karşın, kâr amacı gütmeyen kurumların etkinlik ve verimlilik problemleri yaşadığı bilinmektedir. Bu çalışmanın temel amacı da OECD yetkinlik çerçevesinin Türkiye’deki benzer kurumlar bağlamında, bulanık analitik hiyerarşi süreci yaklaşımı ile bir analizini yapmak ve söz konusu kurumların insan kaynakları yönetimi süreçlerinde faydalanabilecekleri bir kritik yetkinlikler seti geliştirmektedir. Çalışanlar ve yöneticiler için ayrı ayrı yapılan analiz sonuçlarına göre, yöneticiler açısından stratejik yetkinlikler, çalışanlar açısından ise kişilerarası yetkinlikler daha önemli yetkinlik gruplarıdır. Buna ek olarak tek tek yetkinliklerin önem derecesi analiz edilmiştir. Bu analizin bulgularına göre en kritik yetkinliklerin, yöneticiler için sırasıyla stratejik düşünme, müşteri odaklılık, yetenek geliştirme, diplomatik duyarlılık ve stratejik ilişkiler geliştirme; çalışanlar için ise müşteri odaklılık, diplomatik duyarlılık, takım çalışması, müzakere ve başarı odaklılık olduğu görülmektedir. Her iki grupta ortak olan yetkinlikler ise müşteri odaklılık ve diplomatik duyarlılık yetkinlikleridir. Bu sonuçlar literatür ile kıyaslı olarak tartışılmış ve ilgili kurum ve araştırmacılar için öneriler geliştirilmiştir.

Destekleyen Kurum

Bulunmamaktadır.

Kaynakça

  • Ahmadi, S., Yazdani, S. & Mohammad-Pour, Y. (2017). Development of a nursing competency framework: Thematic content analysis. International Journal of Scientific Study, 5 (4), 827-831. Doi: https://doi.org/10.17354/ijssI/2017/112.
  • Aisha, A.N., Sudirman, I., Siswanto, J. & Andriani, M. (2019). A competency model for SMEs in the creative economy. International Journal of Business, 24 (4), 369 – 392.
  • Armstrong, M. (2006), A Handbook of Human Resource Management Practice, 10th ed., Kogan Page, London, UK.
  • Aytekin, İ. (2022). Yetkinliklere dayalı insan kaynakları yönetiminin Türkiye kamu kurumları bağlamında mevcut durumu. Bartın Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 13 (25), 118-139. Doi: https://doi.org/10.47129/bartiniibf.1120142.
  • Bartram, T., Cavanagh, J. & Hoye, R. (2017). The growing importance of human resource management in the NGO, volunteer and not-for-profit sectors. The International Journal of Human Resource Management, 28 (14), 1901-1911. Doi: https://doi.org/10.1080/09585192.2017.1315043.
  • Beatty, C.A. (2019). From HR practitioner to HR leader: Competencies required, industrial relations center, Queen’s University IRC. Erişim adresi: https://irc.queensu.ca/wp-content/uploads/articles/articles_from-hr-practitioner-to-hr-leader-competencies-required.pdf.
  • Boyatzis, R. (1982). The Competent Manager: A Model for Effective Managers. New York: John Wiley and Sons.
  • Buckley, J.J. (1985). Fuzzy hierarchical analysis. Fuzzy Sets Systems, 17 (1), 233–247. https://doi.org/10.48550/arXiv.1311.2886
  • Caldwell, R. (2010). HR business partner competency models: Re-contextualizing effectiveness? Human Resource Management Journal, 18 (3): 275–294. https://doi.org/10.1111/j.1748-8583.2008.00071.x
  • Çetinkaya, M. ve Özutku, H. (2012). Yönetsel performansa yetkinlik temelli yaklaşım: Türk otomotiv sektöründe bir araştırma. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 41(1), 142-161. Erişim adresi: https://dergipark.org.tr/en/download/article-file/98200.
  • Cheng, M., Dainty, A.R.J. & Moore, D.R. (2005). Towards a multidimensional competency‐based managerial performance framework. Journal of Managerial Psychology, 20(5), 380–396. Doi: https://doi.org/10.1108/02683940510602941.
  • Daniali, S.M., Barykin, S.E., Khortabi, F.M., Kalinina, O.V., Tcukanova, O.A., Torosyan, E.K., Poliakova, S., Prosekov, S., Moiseev,N. & Senjyu, T. (2022). An employee competency framework in a welfare organization. Sustainability, 14, 2397. Doi: https://doi.org/10.3390/su14042397.
  • Draganidis, F. & Mentzas, G. (2006). Competency based management: A review of systems and approaches. Information Management & Computer Securirty, 14 (1), 51–64. Doi: https://doi.org/10.1108/09685220610648373.
  • Elkin, G. (1990). Competency-based human resource development: Making sense of the ideas. Industrial and Commercial Training, 22 (4). 20-25. Doi: https://doi.org/10.1108/00197859010137009.
  • Emmerling, R.J. & Boyatsiz, R.E. (2012). Emotional and Social Intelligence Competencies: Cross Cultural Implications. Cross Cultural Management, 19 (1), 4–18. Doi: https://doi.org/10.1108/13527601211195592.
  • Gallardo, K. (2020). Competency-based assessment and the use of performance-based evaluation rubrics in higher education: challenges towards the next decade. Problems of Education in the 21st Century, 78(1), 61-79. Doi: https://doi.org/10.33225/pec/20.78.61.
  • Gangani, N.T., McLean, G.N. & Braden, R.A. (2008). A competency-based human resource development strategy. Performance Improvement Quarterly, 19, 127-139. Doi: https://doi.org/10.1111/j.1937-8327.2006.tb00361.x.
  • Garavan, T. & McGuire, D. (2001). Competencies and workplace learning: Some reflections on the rhetoric and the reality. Journal of Workplace Learning, 13 (4), 144-164. Doi: https://doi.org/10.1108/13665620110391097.
  • Golec, A. & Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52, 143–161. Doi: https://doi.org/10.1016/j.cie.2006.11.004.
  • Gratton, P.C. (2018). Organization development and strategic planning for non-profit organizations. Organization Development Journal, 36 (2). 27 – 38.
  • Hall, R. (2013). What are strategic competencies?, (Ed.) Joe Tidd, From Knwoledge Management to Strategic Competence: Assesing Technological, Market annd Organnizational Innovation. Third Edition, Imperial College Press, 21-42. Doi: https://doi.org/10.1142/p439.
  • ILO, (2020). Competency-based training (CBT): An ıntroductory manual for practitioners, Retrieved from: https://www.ilo.org/wcmsp5/groups/public/---arabstates/---ro-beirut/documents/publication/wcms_757836.pdf.
  • Iwamura, K. & Lin, B. (1998). Chance constrained integer programming models for capital budgeting environments. Journal of Operational Research Society, 46, 854–860. Doi: http://dx.doi.org/10.1057/palgrave.jors.2600667.
  • Karimi, A., Teimouri, H., Shahin, A. & Barzoki, A.S. (2018). Competency-based recruitment and managerial succession. Human Systems Management, 37, 411-423. Doi: https://doi.org/10.3233/HSM-17184.
  • Kramar, R. (2014). Beyond strategic human resource management: Is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069–1089. Doi: https://doi.org/10.1080/09585192.2013.816863.
  • Kruyen, P.M. & Van Genugten, M.L. (2019). Opening up the black box of civil servants’ competencies. Public Management Review, 22, 118 - 140. Doi: https://doi.org/10.1080/14719037.2019.1638442.
  • Lado, A.A. & Wilson, M.C. (1994). Human resource systems and sustained competitive advantage: A conpetency-based perspective. Academy of Management Review, 19 (4), 699-727. Doi: https://doi.org/10.2307/258742.
  • Lai, Y.J. (1995). IMOST: interactive multiple objective system technique. Journal of Operational Research Society, 46, 958–976. Doi: https://doi.org/10.1057/jors.1995.134.
  • Lee, K.L. & Salleh, A.L. (2009). Moderating effects of subordinate’s competency level on leadership and organization citizenship behavior. International Journal of Business and Management, 4l (7), 139-145. Doi: https://doi.org/10.5539/ijbm.v4n7p139.
  • Lucia, A. & Lepsinger, R. (1997). The Art and science of 360° feedback. San Francisco: Jossey-Bass.
  • Lynn, D.B. (2003). Symposium: Human resource management in nonprofit organizations. Review of Public Personnel Administration, 23, 91-96. Doi: https://doi.org/10.1177/0734371X0102100108.
  • Macke, J. & Genari, D. (2019). Systematic literature review on sustainable human resource management. Journal of Cleaner Production, 208(1), 806–815. Doi: https://doi.org/10.1016/j.jclepro.2018.10.091.
  • Male, S.A., Bush, M.B. & Chapman, E.S. (2011). Understanding generic engineering competencies. Australasian Journal of Engineering Education, 17 (3), 147-156. Doi: https://doi.org/10.1080/22054952.2011.11464064.
  • Mansfield, R.S. (1996). Building competency models: Approaches for HR professionals, Human Resource Management, 35 (1), 7-18. Doi: https://doi.org/10.1002/(SICI)1099-050X(199621)35:1%3C7::AID-HRM1%3E3.0.CO;2-2
  • McClelland, O.C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28, 1-14. Doi: https://psycnet.apa.org/doi/10.1037/h0034092.
  • Midhat Ali, M., Qureshi, S.M., Memon, M.S., Mari, S.I. & Ramzan, M.B. (2021). Competency framework development for effective human resource management. SAGE Open, 11 (2), 1-15. Doi: https://doi.org/10.1177%2F21582440211006124.
  • Mietzner, D. & Kamprath, M. (2013). A competence portfolio for professionals in the creative industries. Creativity and Innovation Manaagement, 22 (3), 280 – 294. Doi: https://doi.org/10.1111/caim.12026.
  • Neelankavil, J.P., Mathur, A. & Zhang, Y. (2000). Determinants of managerial performance: A cross-cultural comparison of the perceptions of middle-level managers in four countries. Journal of International Business Studies, 31(1), 121-140. Retrieved From: https://www.jstor.org/stable/155624.
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Analysis of the OECD Competency Framework in the Context of Non-Profit Organizations in Turkey

Yıl 2022, Cilt: 6 Sayı: 2, 1424 - 1443, 31.12.2022
https://doi.org/10.56554/jtom.1167980

Öz

The main purpose of competency-based human resources practices is to increase organizational performance by increasing the efficiency and productivity of employees. it is known that non-profit organizations have efficiency and productivity problems, despite their significant contributions to societies. The main purpose of this study is to make an analysis of the OECD competency framework in the context of similar institutions in Turkey, with the fuzzy analytic hierarchy process approach, and to develop a set of critical competencies that these institutions can benefit from in their human resources management processes. According to the results of the analysis made separately for employees and managers, strategic competencies for managers and interpersonal competencies for employees are more important competency groups. In addition, the importance of each competency was analyzed. According to the findings of this analysis, the most critical competencies for managers are strategic thinking, customer orientation, talent development, diplomatic sensitivity and strategic relations development, respectively, and for employees are customer focus, diplomatic sensitivity, teamwork, negotiation and success orientation. The common competencies in both groups are customer orientation and diplomatic sensitivity. These results were discussed in comparison with the literature and suggestions were developed for the relevant institutions and researchers.

Kaynakça

  • Ahmadi, S., Yazdani, S. & Mohammad-Pour, Y. (2017). Development of a nursing competency framework: Thematic content analysis. International Journal of Scientific Study, 5 (4), 827-831. Doi: https://doi.org/10.17354/ijssI/2017/112.
  • Aisha, A.N., Sudirman, I., Siswanto, J. & Andriani, M. (2019). A competency model for SMEs in the creative economy. International Journal of Business, 24 (4), 369 – 392.
  • Armstrong, M. (2006), A Handbook of Human Resource Management Practice, 10th ed., Kogan Page, London, UK.
  • Aytekin, İ. (2022). Yetkinliklere dayalı insan kaynakları yönetiminin Türkiye kamu kurumları bağlamında mevcut durumu. Bartın Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 13 (25), 118-139. Doi: https://doi.org/10.47129/bartiniibf.1120142.
  • Bartram, T., Cavanagh, J. & Hoye, R. (2017). The growing importance of human resource management in the NGO, volunteer and not-for-profit sectors. The International Journal of Human Resource Management, 28 (14), 1901-1911. Doi: https://doi.org/10.1080/09585192.2017.1315043.
  • Beatty, C.A. (2019). From HR practitioner to HR leader: Competencies required, industrial relations center, Queen’s University IRC. Erişim adresi: https://irc.queensu.ca/wp-content/uploads/articles/articles_from-hr-practitioner-to-hr-leader-competencies-required.pdf.
  • Boyatzis, R. (1982). The Competent Manager: A Model for Effective Managers. New York: John Wiley and Sons.
  • Buckley, J.J. (1985). Fuzzy hierarchical analysis. Fuzzy Sets Systems, 17 (1), 233–247. https://doi.org/10.48550/arXiv.1311.2886
  • Caldwell, R. (2010). HR business partner competency models: Re-contextualizing effectiveness? Human Resource Management Journal, 18 (3): 275–294. https://doi.org/10.1111/j.1748-8583.2008.00071.x
  • Çetinkaya, M. ve Özutku, H. (2012). Yönetsel performansa yetkinlik temelli yaklaşım: Türk otomotiv sektöründe bir araştırma. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 41(1), 142-161. Erişim adresi: https://dergipark.org.tr/en/download/article-file/98200.
  • Cheng, M., Dainty, A.R.J. & Moore, D.R. (2005). Towards a multidimensional competency‐based managerial performance framework. Journal of Managerial Psychology, 20(5), 380–396. Doi: https://doi.org/10.1108/02683940510602941.
  • Daniali, S.M., Barykin, S.E., Khortabi, F.M., Kalinina, O.V., Tcukanova, O.A., Torosyan, E.K., Poliakova, S., Prosekov, S., Moiseev,N. & Senjyu, T. (2022). An employee competency framework in a welfare organization. Sustainability, 14, 2397. Doi: https://doi.org/10.3390/su14042397.
  • Draganidis, F. & Mentzas, G. (2006). Competency based management: A review of systems and approaches. Information Management & Computer Securirty, 14 (1), 51–64. Doi: https://doi.org/10.1108/09685220610648373.
  • Elkin, G. (1990). Competency-based human resource development: Making sense of the ideas. Industrial and Commercial Training, 22 (4). 20-25. Doi: https://doi.org/10.1108/00197859010137009.
  • Emmerling, R.J. & Boyatsiz, R.E. (2012). Emotional and Social Intelligence Competencies: Cross Cultural Implications. Cross Cultural Management, 19 (1), 4–18. Doi: https://doi.org/10.1108/13527601211195592.
  • Gallardo, K. (2020). Competency-based assessment and the use of performance-based evaluation rubrics in higher education: challenges towards the next decade. Problems of Education in the 21st Century, 78(1), 61-79. Doi: https://doi.org/10.33225/pec/20.78.61.
  • Gangani, N.T., McLean, G.N. & Braden, R.A. (2008). A competency-based human resource development strategy. Performance Improvement Quarterly, 19, 127-139. Doi: https://doi.org/10.1111/j.1937-8327.2006.tb00361.x.
  • Garavan, T. & McGuire, D. (2001). Competencies and workplace learning: Some reflections on the rhetoric and the reality. Journal of Workplace Learning, 13 (4), 144-164. Doi: https://doi.org/10.1108/13665620110391097.
  • Golec, A. & Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52, 143–161. Doi: https://doi.org/10.1016/j.cie.2006.11.004.
  • Gratton, P.C. (2018). Organization development and strategic planning for non-profit organizations. Organization Development Journal, 36 (2). 27 – 38.
  • Hall, R. (2013). What are strategic competencies?, (Ed.) Joe Tidd, From Knwoledge Management to Strategic Competence: Assesing Technological, Market annd Organnizational Innovation. Third Edition, Imperial College Press, 21-42. Doi: https://doi.org/10.1142/p439.
  • ILO, (2020). Competency-based training (CBT): An ıntroductory manual for practitioners, Retrieved from: https://www.ilo.org/wcmsp5/groups/public/---arabstates/---ro-beirut/documents/publication/wcms_757836.pdf.
  • Iwamura, K. & Lin, B. (1998). Chance constrained integer programming models for capital budgeting environments. Journal of Operational Research Society, 46, 854–860. Doi: http://dx.doi.org/10.1057/palgrave.jors.2600667.
  • Karimi, A., Teimouri, H., Shahin, A. & Barzoki, A.S. (2018). Competency-based recruitment and managerial succession. Human Systems Management, 37, 411-423. Doi: https://doi.org/10.3233/HSM-17184.
  • Kramar, R. (2014). Beyond strategic human resource management: Is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069–1089. Doi: https://doi.org/10.1080/09585192.2013.816863.
  • Kruyen, P.M. & Van Genugten, M.L. (2019). Opening up the black box of civil servants’ competencies. Public Management Review, 22, 118 - 140. Doi: https://doi.org/10.1080/14719037.2019.1638442.
  • Lado, A.A. & Wilson, M.C. (1994). Human resource systems and sustained competitive advantage: A conpetency-based perspective. Academy of Management Review, 19 (4), 699-727. Doi: https://doi.org/10.2307/258742.
  • Lai, Y.J. (1995). IMOST: interactive multiple objective system technique. Journal of Operational Research Society, 46, 958–976. Doi: https://doi.org/10.1057/jors.1995.134.
  • Lee, K.L. & Salleh, A.L. (2009). Moderating effects of subordinate’s competency level on leadership and organization citizenship behavior. International Journal of Business and Management, 4l (7), 139-145. Doi: https://doi.org/10.5539/ijbm.v4n7p139.
  • Lucia, A. & Lepsinger, R. (1997). The Art and science of 360° feedback. San Francisco: Jossey-Bass.
  • Lynn, D.B. (2003). Symposium: Human resource management in nonprofit organizations. Review of Public Personnel Administration, 23, 91-96. Doi: https://doi.org/10.1177/0734371X0102100108.
  • Macke, J. & Genari, D. (2019). Systematic literature review on sustainable human resource management. Journal of Cleaner Production, 208(1), 806–815. Doi: https://doi.org/10.1016/j.jclepro.2018.10.091.
  • Male, S.A., Bush, M.B. & Chapman, E.S. (2011). Understanding generic engineering competencies. Australasian Journal of Engineering Education, 17 (3), 147-156. Doi: https://doi.org/10.1080/22054952.2011.11464064.
  • Mansfield, R.S. (1996). Building competency models: Approaches for HR professionals, Human Resource Management, 35 (1), 7-18. Doi: https://doi.org/10.1002/(SICI)1099-050X(199621)35:1%3C7::AID-HRM1%3E3.0.CO;2-2
  • McClelland, O.C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28, 1-14. Doi: https://psycnet.apa.org/doi/10.1037/h0034092.
  • Midhat Ali, M., Qureshi, S.M., Memon, M.S., Mari, S.I. & Ramzan, M.B. (2021). Competency framework development for effective human resource management. SAGE Open, 11 (2), 1-15. Doi: https://doi.org/10.1177%2F21582440211006124.
  • Mietzner, D. & Kamprath, M. (2013). A competence portfolio for professionals in the creative industries. Creativity and Innovation Manaagement, 22 (3), 280 – 294. Doi: https://doi.org/10.1111/caim.12026.
  • Neelankavil, J.P., Mathur, A. & Zhang, Y. (2000). Determinants of managerial performance: A cross-cultural comparison of the perceptions of middle-level managers in four countries. Journal of International Business Studies, 31(1), 121-140. Retrieved From: https://www.jstor.org/stable/155624.
  • Netzer, D. (2020). Non-Profit Organization. In: (Ed. Ruth Towse and Trilce Navarrete Hernández), Handbook of Cultural Economics, Third Edition, 379-391.
  • Nunamaker, T.R. (1985). Using data envelopment analysis to measure the efficiency of non‐profit organizations: A critical evaluation. Managerial and Decision Economics, 6, 50-58. Doi: https://doi.org/10.1002/mde.4090060109.
  • Nutt, P.C. (1984). A strategic planning network for non-profit organizations. Strategic Management Journal, 5 (1), 57 – 75. Doi: https://doi.org/10.1002/smj.4250050105.
  • OECD. (1997). The Definition and Selection of Key Competencies (DeSoCo). Erişim: https://www.oecd.org/education/skills-beyond-school/definitionandselectionofcompetenciesdeseco.htm.
  • OECD. (2010). Managing Competencies in Government: State of the Art Practices and issues at Stake for the Future; Unclasified, GOV/PGC/PEM(2010)1/FINAL. Retrieved From: https://www.oecd.org/gov/pem/paper-managing-competencies-in-government-state-of-the-art-practices-and-issues.pdf.
  • OECD. (2014). Competency Framwork. Retrieved From: http://www.oecd.org -> competency_framework_en.pdf
  • OECD (2015), OECD/INFE Core Competencies Framework on Financial Literacy for Youth. Retrieved From: https://www.oecd.org/finance/Core-Competencies-Framework-Youth.pdf
  • Perçin, D. S. (2012). Bulanık AHS ve Topsıs yaklaşımının makine teçhizat seçimine uygulanması. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 21(1), 169-184. Retrieved from https://dergipark.org.tr/en/pub/cusosbil/issue/4389/60337
  • Piwowar-Sulej, K. (2021). Human resources development as an element of sustainable HRM with the focus on production engineers. Journal Of Cleaner Production, 278 (1), 1-14. Doi: https://doi.org/10.1016/j.jclepro.2020.124008.
  • Rana, R.A., Rana, F.Z. & Rana, H.A. (2017). Strategic planning role in non-profit organizations. Journal for Studies in Management and Planning, 3, 166-170. Retrieved From: http://edupediapublications.org/journals/index.php/JSMaP/
  • Renwick, D.W., Redman, T. & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Review, 15 (1), 1-14. Doi: https://doi.org/10.1111/j.1468-2370.2011.00328.x.
  • Ridder, H., Piening, P. & Baluch, A. M. (2012). The third way reconfigured: How and why nonprofit organizations are shifting their human resource management. Human Resource Development Quarterly, 23, 605–635. https://doi.org/10.1007/s11266-011-9219-z.
  • Salamon, L.M. (1994). The Rise of the nonprofit sector. Foreign Affairs, 73 (4), 109 – 122. Doi: https://doi.org/10.2307/20046747.
  • Salas-Pilco, S. Z. (2013). Evolution of the framework for 21st century competencies. Knowledge Management & E-Learning, 5(1), 10–24. Doi: https://doi.org/10.34105/j.kmel.2013.05.002b.
  • Seate, B.M., Pooe, R.D. & Chinomona, R. (2016). The relative importance of managerial competencies for predicting the perceived job performance of Broad-Based Black Economic Empowerment verification practitioners. SA Journal of Human Resource Management, 14, 1-11. Doi: http://dx.doi.org/10.4102/sajhrm.v14i1.696.
  • Shaheen, M., Azam, M.S., Soma, M.K. & Kumar, T.J.M. (2019) A competency framework for contractual workers of manufacturing sector. Industrial and Commercial Training, 51 (3), 142-164. Doi: https://doi.org/10.1108/ICT-10-2018-0080.
  • Shippmann, J.S., Ash, R.A., Batjtsta, M. & Carr, L. (2000). The practice of competency modeling. Personnel Psychology, 53, 703-740. Doi: https://doi.org/10.1111/j.1744-6570.2000.tb00220.x.
  • Sienkiewicz, L., Jawor-Joniewicz, A., Sajkiewicz, B., Trawinska-Konador, K.A. & Podwojcic, K. (2014). Competency-Based Human Resources Management: The Lifelong Learning Perspective. Educational Research Institute, Warszawa.
  • Silva, E. (2009). Measuring skills for 21st-century learning. The Phi Delta Kappan, 90(9), 630–634. Doi: https://doi.org/10.1177%2F003172170909000905.
  • Singh, A. & Pathak, V. (2018). Competency based recruitment & selection: A key to retain employees. CPJ Global Review, 10 (1), 1-4. https://doi.org/10.1016/j.jand.2014.07.016.
  • Srikanth, P.B. (2019). Developing human resource competencies: An empirical evidence. Human Resource Developmental International, 22 (4), 343-363. Doi: https://doi.org/10.1080/13678868.2019.1605580.
  • Van Der Wagen L. & Van Der Wagen, M. (2008). Customer Service Intelligence: Perspectives for Human Resources and Training. First Edition, Butterworth-Heinemann.
  • Wasthi, A. & Chauhan, S. S. (2012), A hybrid approach integrating affinity diagram, AHP and Fuzzy TOPSIS for sustainable city logistics planning. Applied Mathematical Modelling, 36 (2), 573–584. https://doi.org/10.1016/j.apm.2011.07.033
  • Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of Management Development, 38(2), 118 -129. Doi: https://doi.org/10.1108/JMD-06-2018-0181.
Toplam 62 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Ergonomi Tasarımı
Bölüm Araştırma Makalesi
Yazarlar

İhsan Aytekin 0000-0003-3344-6140

Yayımlanma Tarihi 31 Aralık 2022
Gönderilme Tarihi 28 Ağustos 2022
Kabul Tarihi 26 Eylül 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 6 Sayı: 2

Kaynak Göster

APA Aytekin, İ. (2022). OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi. Journal of Turkish Operations Management, 6(2), 1424-1443. https://doi.org/10.56554/jtom.1167980
AMA Aytekin İ. OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi. JTOM. Aralık 2022;6(2):1424-1443. doi:10.56554/jtom.1167980
Chicago Aytekin, İhsan. “OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi”. Journal of Turkish Operations Management 6, sy. 2 (Aralık 2022): 1424-43. https://doi.org/10.56554/jtom.1167980.
EndNote Aytekin İ (01 Aralık 2022) OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi. Journal of Turkish Operations Management 6 2 1424–1443.
IEEE İ. Aytekin, “OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi”, JTOM, c. 6, sy. 2, ss. 1424–1443, 2022, doi: 10.56554/jtom.1167980.
ISNAD Aytekin, İhsan. “OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi”. Journal of Turkish Operations Management 6/2 (Aralık 2022), 1424-1443. https://doi.org/10.56554/jtom.1167980.
JAMA Aytekin İ. OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi. JTOM. 2022;6:1424–1443.
MLA Aytekin, İhsan. “OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi”. Journal of Turkish Operations Management, c. 6, sy. 2, 2022, ss. 1424-43, doi:10.56554/jtom.1167980.
Vancouver Aytekin İ. OECD Yetkinlik Çerçevesinin Türkiye’deki Kar Amacı Gütmeyen Örgütler Bağlamında Analizi. JTOM. 2022;6(2):1424-43.

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