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Article

Jean M. Barclay

Explains the advantages of behavioural interviewing as a method of employee selection. Reports on a survey of UK organisations’ use of behavioural interviewing in…

Abstract

Explains the advantages of behavioural interviewing as a method of employee selection. Reports on a survey of UK organisations’ use of behavioural interviewing in selection. Both interviewers and candidates were positive about the technique. Benefits identified were better quality information gathering leading to improved selection decisions, more consistency and improved skills of interviewers, as well providing candidates with better opportunities to explain their skills. Concerns were raised regarding the training, practice and time required, scoring procedures and possible limitations in respect of certain candidates. Links with wider use of competencies in HRM are examined as well as links with other selection methods. Concludes that behavioural interviewing has significant benefits in improving selection and can also be applied to other interviewing situations such as discipline and grievance. Discusses implications for interviewers, candidates and trainers. Issues for further research are outlined.

Details

Personnel Review, vol. 30 no. 1
Type: Research Article
ISSN: 0048-3486

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Article

David Vickers

The purpose of this paper is to compare the competencies of managers in the UK and Taiwan.

Abstract

Purpose

The purpose of this paper is to compare the competencies of managers in the UK and Taiwan.

Design/methodology/approach

A comparative analysis of managers using a behavioural event interviewing (BEI) technique.

Findings

Both cultures were highly achievement focussed. However, there were several marked differences in other behaviours which appear to be cultural in nature. UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behaviour.

Research limitations/implications

Interviews in some instances failed to uncover data and this has implications for the use of generic behavioural event interviews internationally.

Practical implications

The research suggests the idea of organisations' employing generic “international” competency models and behavioural event interview techniques is problematic.

Originality/value

The research is able to demonstrate the problems with international competency models through unique access to an organisation's competency model and to managers in two locations.

Details

Cross Cultural Management: An International Journal, vol. 20 no. 3
Type: Research Article
ISSN: 1352-7606

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Article

Annachiara Scapolan, Fabrizio Montanari, Sara Bonesso, Fabrizio Gerli and Lorenzo Mizzau

The purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with…

Abstract

Purpose

The purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with organizational performance.

Design/methodology/approach

The study adopts an ESC competency modelling process and the technique of the Behavioural Event Interview as the primary source of data collection. In particular, the authors interviewed 14 directors and managers of six performing arts organizations operating in Emilia-Romagna, a region located in Northern Italy.

Findings

Findings show that directors and managers of cultural organizations are characterized by a specific set of social and emotional (e.g. persuasion and empathy), whereas cognitive competencies, such as quantitative analysis, are less frequent. Findings highlight also that a balanced portfolio of behavioural competencies emerges as importantly correlated with high organizational performance.

Practical implications

Findings offer relevant managerial implications for the design and implementation of a coherent set of human resource management practices, which allow cultural organizations to reach above-average performance.

Originality/value

This study contributes to a better understanding of the relationship between managerial competencies and the performance of cultural organizations, taking into account specific kinds of competencies – namely, behavioural competencies – which have been neglected by the previous literature.

Objectivo

Este estudio pretende investigar las competencias comportamentales de los directores y managers que trabajan en las organizaciones culturales, y la relación entre estas competencias y la el desempeño organizacional.

Diseño/metodología/enfoque

Este estudio usa el proceso ESC competency modelling y la técnica de la Behavioral Event Interview. Sobre todo, entrevistamos 14 directores y managers de seis organizaciones de espectáculos en vivo que operan en Emilia-Romagna, una región del Norte de Italia.

Hallazgos

Encontramos que los directores y managers de las organizaciones culturales muestran un conjunto especifico de competencias sociales y emocionales (persuasión, empatía, etc.), mientras que las competencias cognitivas son menos frecuentes. Hallazgos muestran también que un portfolio balanceado de competencias comportamentales está correlacionado con alto desempeño organizacional.

Implicaciones prácticas

Los Hallazgos ofrecen relevantes implicaciones administrativas por el diseño y la implementación de un sistema coherente de prácticas de recursos humanos, que permite a las organizaciones culturales conseguir un alto rendimiento organizacional.

Originalidad y valor

Este articulo contribuye a una mejor comprensión de la relación entre las competencias de los managers y el desempeño de las organizaciones culturales, sobre todo considerando competencias específicas (las competencias comportamentales) que los estudios pasados han descuidado.

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Article

Laura Cortellazzo, Sara Bonesso and Fabrizio Gerli

The entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy…

Abstract

Purpose

The entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy. Research has paid limited attention to the intangible aspects of human capital, namely behavioural competencies that may have an impact on the entrepreneur's ability to take advantage of international opportunities. This study addresses this gap, identifying the behavioural competencies that distinguish entrepreneurs who pursue a stronger internationalisation expansion beyond the European market.

Design/methodology/approach

A competency modelling process is implemented for a sample of Italian entrepreneurs. Data on behavioural competencies are obtained through the coding of behavioural event interviews administrated to the entrepreneurs. Export intensity is adopted as a performance criterion to classify the entrepreneurs.

Findings

Three behavioural competencies (change catalyst, teamwork and organisational learning orientation) emerged as more significantly activated by entrepreneurs who show a higher export intensity in the global market.

Research limitations/implications

The exploratory nature of the study, conducted in a small sample and in a specific geographical area, may reduce the generalisability of the findings.

Practical implications

Entrepreneurs can become aware of the behavioural competencies needed for the implementation of internationalisation processes. Additionally, training programmes can be designed to promote the development of these behaviours.

Originality/value

Bridging the literature on international entrepreneurship, cross-cultural studies and competency-based research, this study highlights the role of behavioural competencies in the internationalisation process from a micro level of analysis. This article proposes a competency framework that can be adopted to assess a broader portfolio of entrepreneurs' behaviours.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 26 no. 4
Type: Research Article
ISSN: 1355-2554

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Article

– Compares the competencies of managers, working for the same organization, in the UK and Taiwan.

Abstract

Purpose

Compares the competencies of managers, working for the same organization, in the UK and Taiwan.

Design/methodology/approach

Deploys a comparative analysis of managers using a behavioral event interviewing (BEI) technique.

Findings

Concludes that both cultures were highly achievement focused. Notes, however, several marked differences in other behaviors which appear to be cultural in nature. Finds that UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behavior.

Research limitations/implications

Warns that interviews in some instances failed to uncover data, with the consequent implications for the use of generic behavioral event interviews internationally.

Practical implications

Suggests the idea of organizations’ employing generic “international” competency models and behavioral event interview techniques is problematic.

Originality/value

Demonstrates the problems with international competency models through unique access to an organization’s competency model and to managers in two locations.

Details

Human Resource Management International Digest, vol. 23 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

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Article

Tung-Hsuan Wan, Yun-Shu Hsu, Jehn-Yih Wong and Shin-Hao Liu

Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition…

Abstract

Purpose

Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan.

Design/methodology/approach

Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts.

Findings

A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers.

Practical implications

The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion.

Originality/value

Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 7
Type: Research Article
ISSN: 0959-6119

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Article

Iman Sudirman, Joko Siswanto, Joe Monang and Atya Nur Aisha

The purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.

Abstract

Purpose

The purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.

Design/methodology/approach

A total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.

Findings

This study’s findings suggest that communication, organizing, information seeking, analytical thinking and planning competencies are common competencies, but essential for effective public middle managers. Conversely, achievement orientation, leadership, directiveness, persuasiveness and innovation are competencies that characterize effective public middle managers and distinguish them from average performers. In addition, some other new competencies inductively obtained using a thematic analysis are also important for effective public managers: adherence to laws and regulations, multi-stakeholder collaboration, and technical competencies (technology management, human resource management and financial management).

Research limitations/implications

The research was undertaken using 20 samples divided into superior and average performers; thus, it is limited to developing competency levels to new competencies.

Originality/value

This study identifies the competencies necessary for effective middle managers within the public sector context. Conducting behavioral event interviews with two distinct groups provides empirically unique behavioral evidence of competencies that characterize effective public middle managers and enables to discover new competencies.

Details

Journal of Management Development, vol. 38 no. 5
Type: Research Article
ISSN: 0262-1711

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Article

Alessandra Tognazzo, Paolo Gubitta and Fabrizio Gerli

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization…

Abstract

Purpose

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization orientation toward efficiency, human resources and adaptability to the external environment as an interface (i.e. a filter) between the individual leader and firm outcomes.

Design/methodology/approach

The research was conducted on a sample of Italian top leaders. The authors used a cross-level analysis that distinguishes individual characteristics, mid-level performance determinants and organizational results. The authors used a variety of methods of assessment: behavioral event interviews for top leaders’ EI-competencies; subject matter experts’ evaluations for organizational orientation; a non-parametric statistical analysis for distinctive competencies; objective financial data for firm financial performance. To identify which competencies impact on financial performance, factor and regression analysis was used.

Findings

In firms oriented toward efficiency, human resources and adaptability to the external environment, top leaders’ people management EI-competencies are the most frequent distinctive abilities. These distinctive competencies can be further distinguished into task, relationship and change-oriented behaviors, although only the first two appear to be related to firm performance.

Practical implications

To foster firm performance, top leaders should leverage certain EI-related competencies, especially those that are task and relationship oriented. Leaders should not only see the organization as an extension of themselves but also be aware that the organization might obstacle their individual impact.

Originality/value

This original empirical study uses different data sources and methodologies, it assesses a multi-level model and is conducted in Italy. No previous empirical study has considered the organization as a filter – and not an enhancer – between the top leader and firm performance.

Details

International Journal of Organizational Analysis, vol. 25 no. 2
Type: Research Article
ISSN: 1934-8835

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Article

Richard E. Boyatzis

Development of competencies needed to be effective managers and leaders requires research and theory that can drive future scholarship and application. This introductory…

Abstract

Purpose

Development of competencies needed to be effective managers and leaders requires research and theory that can drive future scholarship and application. This introductory essay to this special issue of JMD seeks to focus on competencies in organizations in Europe and a broader conceptualization of emotional intelligence.

Design/methodology/approach

Competencies are defined and an overview is provided for the papers that will follow with original research on competencies, their link to performance in various occupations, and their development.

Findings

Emotional, social and cognitive intelligence competencies predict effectiveness in professional, management and leadership roles in many sectors of society. It addition, these competencies can be developed in adults.

Research limitations/implications

As an introductory essay, the paper lays the foundation for the following papers in this issue.

Practical implications

Competencies needed in order to be effective can be developed.

Originality/value

Despite widespread application, there are few published studies of the empirical link between competencies and performance. There are even fewer published studies showing that they can be developed. The special issue will add to both literatures. There is widespread confusion as to the definition of emotional intelligence; the paper offers some clarification.

Details

Journal of Management Development, vol. 28 no. 9
Type: Research Article
ISSN: 0262-1711

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Article

Arnaldo Camuffo and Fabrizio Gerli

The purpose of this paper is to identify and empirically validate a repertoire of management behaviors associated with the adoption of lean systems, showing how a subset…

Abstract

Purpose

The purpose of this paper is to identify and empirically validate a repertoire of management behaviors associated with the adoption of lean systems, showing how a subset of such behaviors differentiates more advanced lean systems in a specific setting.

Design/methodology/approach

The study applies regression analysis and non-parametric hypothesis testing to an original data set coming from field research of 26 cases of adoption of lean operations practices.

Findings

The study: identifies in the lean literature a repertoire of management behaviors that support lean implementations and complement the adoption of lean practices; provides a way to operationalize them; validates this repertoire of behaviors; and shows that a subset of these behaviors is associated with more advanced lean implementations, suggesting the necessity to adopt a situational approach to lean leadership.

Research limitations/implications

The findings have boundary conditions, defined by the national, industrial, and size context in which the study was conducted.

Practical implications

The study provides practical guidance for lean system implementation suggesting a repertoire of management behaviors within which firms can identify and validate specific, appropriate subsets of behaviors aligned with the company strategy, culture, size, environment, bundle of lean operation practices adopted, and maturity stage of lean adoption.

Originality/value

This is the first study to provide quantitative, non-anecdotal evidence of the relationship between specific management behaviors and the successful implementation of lean operations practices. It offers a novel method to operationalize and measure lean management behaviors.

Details

International Journal of Operations & Production Management, vol. 38 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

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