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The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.

The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.

The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.

The paper limits the performance measurement concept using leadership competencies.

The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.

This is a unique attempt to test the relationship between competency-based performance management and OE.

The purpose of this paper is to outline the development and implementation of the “values‐driven competency‐based performance management system” (VDCBPMS) and report the findings of a study that aims to examine the effect of the new PMS on officers of the Hong Kong Police Force.

The research focuses on the officers’ perceptions and attitudes resulting from the intervention and hypothesizes that the new system will increase their organisational commitment and job satisfaction, job‐effort and value alignment with the Force, as well as overall performance of the Force through enhanced performance of individual officers. The study employs a staff survey and interviews with a cross section of officers in different ranks to examine the impact on them of VDCBPMS.

The research findings reveal evidence to support all the hypotheses and their implications for management are outlined.

The research is not a done in a “before‐and‐after” fashion due to inherent limitations and the findings cannot be isolated from other clandestine management initiatives for examination due to practical limitations.

The research findings provide food for thought for the management to consider how best to improve the performance of officers in the Force.

The research findings suggest ways to improve policing in Hong Kong, which ultimately will benefit the society of Hong Kong at large.

This research fills a void in the literature of competency‐based PMS by introducing the “values” dimension to the notion, and contributes to the study of public policy implementation by illustrating how a novice system is developed and introduced in a policing context.

The purpose of the paper is to present the performance management process and the core competency frameworks of six Canadian public libraries. The core competencies that characterize the qualities for superior performance of library staff are described, as well as the way in which competencies are used throughout the performance management process and other related human resource functions.

A survey of 59 public libraries serving populations greater than 50,000 was undertaken. A total of six libraries reported using core competency frameworks for performance management purposes. Managers responsible for human resource functions were interviewed about the process of developing the competencies and the ways in which the competencies are used in their library systems.

The core competencies identified by the six public libraries are communication skills, interpersonal skills, customer service, analytical skills, accountability, adaptability, technological competence, planning and organizing skills, knowledge of the organization, creativity/innovation and leadership. Employees are evaluated against the core competencies in the performance appraisal process. Unsatisfactory performance in any competency requires an action plan to improve the necessary knowledge and skills.

The number of libraries which have implemented core competencies for performance management is very limited. Future research should examine whether competency‐based performance management has achieved the aim of improving performance.

The paper provides a useful overview of the concept of performance management and summarizes the strengths and weaknesses of competency‐based performance management.

The paper presents an overview of competency‐based performance management as implemented in six Canadian public libraries. The core competencies that characterize the qualities required for superior performance of library staff are described.

The technological advances worldwide are posing challenges for the teaching fraternity. However, certain competencies can enable the teachers to enhance their performance by managing self and adopting flexible teaching and learning tools. The purpose of this paper is to identify, analyse and model such competencies with special reference to emotional intelligence and social media competencies (SMCs). A competency framework is developed and a subsequent performance ranking system is derived in this study.

The statistical approach of multiple regression using partial least square based strucutural equation modelling is used for model development by estimating the impact of various competencies on performance. The technique of analytical network process is applied to derive a performance management system for ranking employees.

The paper estimates the relative impact of various competencies on superior performance of teachers, thus enabling to develop a competency model. A performance management and ranking system has also been developed.

A working practical model for performance management and ranking of teachers is developed on the basis of different criteria having different weightage. The ranking model can enable to develop suitable strategies for making effective recruitment and appraisal decisions.

The performance management model integrates emotional intelligence competencies, SMCs along with knowledge, skills and attitude, to develop fair and weightage-based performance ranking system.

Competitive advantage depends largely on the ability to activate and use organisational resources. As a result, the focus in the strategic management, organisational behaviour and human resource management literature has turned to the internal capabilities of organisations including a particular focus on employees' competencies. This paper seeks to analyse and discuss a forward‐looking, dynamic and proactive approach to competency modelling explicitly aligned with strategic business needs and oriented to long‐term future success.

This paper is based on a longitudinal research project sponsored by a leading Greek bank, currently undergoing fundamental corporate restructuring. This paper describes how the competency model was developed and how it facilitated strategy implementation and change by supporting communication, employee understanding of business goals, and the incorporation of new behaviours, roles and competencies in operations.

A forward‐looking and proactive approach to competency modelling is presented and discussed in the context of a large‐scale organisational change. The organisational core competencies required for a business to compete successfully in the banking sector are defined and discussed. The right mix of skills and behaviours that the individuals would need to possess in order to produce and support those core competencies is also analysed and discussed.

Traditional approach to competency management, which is analogous to job analysis, focuses on competencies of successful individuals, rather than on competencies that are needed to support an organisation to meet its short‐ or long‐term objectives. It is important to realise that there is a need to shift toward a forward‐looking and proactive approach to competency modelling and present a competency methodology that supports this need.

The aims of the article are to not only review existing competency models and offer a comprehensive performance-linked competency model towards sustaining competitive advantage, but also validate the proposed model in an Indian textile organisation.

The article operationalises the term “competency” and intends to develop a comprehensive performance-linked competency model after analysing the existing models with respect to competitive advantage; and the model has been validated empirically in an Indian textile company using data envelopment analysis (DEA), cross-efficiency DEA, and rank order centroid (ROC) methods.

It reveals that the comprehensive performance-linked competency model focuses on competency identification, competency scoring and aligning competency with other strategic HR functions in a three-phase systematic method which will subsequently help the organisation to sustain in the competition. It has further been shown how using DEA, cross-efficiency DEA and ROC, an organisation can align individual performances and their competencies in terms of efficiency.

If the number of competencies get increased, DEA cannot be used.

This can be applied to industry for more efficient and effective performance measurement tool.

The paper enables organizations to systematically manage their employee competences to ensure high-performance level and competitive advantage.

The paper seeks to show that implementing change initiatives in organizations is extremely problematic, particularly in relation to human resource management (HRM) initiatives. The challenges inherent in implementing new HRM systems and procedures is arguably more acute in project‐based organizations where temporary teams and geographically dispersed employees render the coherent implementation of new systems and procedures problematic. This paper presents the findings of case study research in which the implementation of a new performance management system for improving individual project manager performance is evaluated. A framework is developed for guiding the implementation of similar change initiatives in other project‐based organizations.

A longitudinal case study methodology was adopted for the study. This enabled the ways in which resistance to change was manifested, and to be explored, and the actions necessary to circumvent barriers to its use discerned. The final framework is derived from a review of change strategies in other industries and sectors as well as from the case study findings.

The paper finds that barriers to implementing new performance solutions stemmed from a lack of senior management commitment and support, ingrained working practices and an absence of appropriate training interventions. These are relatively straightforward to overcome as part of a robust implementation framework.

The assertions made within the paper are based on a single case study. Further work is required to validate the findings within other organizations.

The posited approach in this paper provides a practical implementation methodology, which may be transferable to other project‐led organizations. The framework provides a point of departure for organisations looking for practicable ways of mitigating organizational resistance to performance initiatives, particularly project‐oriented businesses, which face additional challenges in terms of delivering coherent change programmes.

In the paper the practical implementation methodology proposed provides a point of departure for companies considering strategies for successfully implementing performance management tools in the future.

A cooperative bank customer in India has varied needs and is a unique segment of Indian banking. The purpose of the study is to provide the sector with an understanding of the needs of the cooperative bank customers in the context of improving core competencies required for the delivery of service.

The study adopted multiple methods that included the Delphi method as well for competency identification. Appropriate factor analyses are conducted to confirm the construct validity and to determine the underlying structure of the variables chosen for the study. Stepwise multiple regression analysis is employed for data analysis.

Surprisingly, emotional competency showed an insignificant relationship with customer satisfaction. The social and technical competencies are found significant. The findings suggest the incorporation of technological advancements in cooperative banks.

The generalization of the results is limited as the work was confined only to cooperative banks and also because of the limited sample size. The self-reported nature of competency measures also limits the accuracy of results.

This work suggests that a bank has to concentrate on improving the technical competencies of the employees. The findings could also aid the bank managements in policy decisions in recruitment, selection, performance appraisal among others.

Competent employees could help meet the customers to satisfy their financial needs and thereby the social and economic development of the weaker section of the society could be achieved.

Conducting primary research and identification of technical competency as the major contributor to customer satisfaction are the major contributions.

The purpose of this study was to update previous studies conducted on important managerial competencies used by private club managers by examining the importance and frequency of use of management competencies applied to the private club industry.

A sample of 800 randomly selected private club managers was used for this study. The study included only active members of the Club Managers Association of America (CMAA).

The results indicate a change in what club managers do between 2002 and today. Except the added competency domains, results are very similar to previous studies. Accounting and finance, human resources and food and beverage competencies remain highly important as well as the most frequently used. The overall importance rating of the leadership domain was categorized as an essential competency with a mean score over 4.50. The other competency domains/clusters overall ratings were categorized as considerably important managerial competencies with mean scores between 3.50 and 4.50.

This paper will help clubs provide appropriate training programs for management staff and also provide a basis for CMAA to develop new professional development programs that would meet manager needs for developing competencies needed for the future.

Managerial competencies are viewed as a snapshot in time in a sense that these studies must be updated over time to incorporate new roles and trends within the industry. The results of this study were compared to previous studies conducted on club manager competencies to see if important managerial competencies changed over time.

The article argues that many of the practices associated with the concept of human resource management were flourishing under different names before the notion of HRM emerged in the mid‐1980s. There have been many developments in these practices but they have been evolutionary. They have not happened because of any revolutionary new approaches derived from HRM theory. The fact that the pace of change in personnel management is faster now than before the 1980s is not attributable to the advent of HRM as a philosophy. It has been forced on organisations by the rapidly changing business, political, economic and social environment. It has also taken place as a result of the increased professionalism of personnel practitioners encouraged by the Chartered Institute of Personnel and Development and by the burgeoning academic institutions which have disseminated ideas about human resource management more comprehensively through a wider range of high quality publications.