Journal of Applied Economic Research
ISSN 2712-7435
Position Competency Model as a Basis for the Formation of Personnel Management Subsystems in a Large Organization
Pozolotina E.I.
Abstract
Under the conditions of the fourth industrial revolution, an important criterion for choosing one or another approach to personnel management is the criterion of its adaptability to change, as well as the presence of the potential in the approach of ensuring changes in an organization through a personnel management system built on its basis. We study trends in the development of the application of the competence-based approach at a level of the organization. Two main approaches to understanding the concept of “competence” are analyzed: the American and the European ones. It is substantiated that the European approach focuses on defining a standard, a certain minimum that an employee must achieve, and the American approach defines what an employee should do in order to achieve the highest efficiency. Algorithms are developed for the formation of a personnel management system based on the competency model of the job on the basis of such subsystems as personnel planning and marketing, organizational structure development, personnel development management. The criteria for the effectiveness of the personnel management system for the purposes of the research and the methodological basis of the chosen approach are given. The existence of a positive relationship between the effectiveness of the personnel management system and the way of its formation based on the competence model of the position and the competence approach as the base one is confirmed. The purpose of the study was to expand the application of the competence-based approach at a level of the organization’s personnel management and to increase the effectiveness of the system on this basis. The hypothesis of the study is that the use of the competence-based approach can be extended to all personnel management subsystems as the basis for the formation of an integrated system, and the system-wide application of the approach is characterized by having a relationship with the effectiveness of the personnel management system. The article also describes the results of an experiment-based study conducted at four large industrial enterprises.
Keywords
competence; personnel management; job competency model; employee competency profile; competence deficit and surplus
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About Authors
Pozolotina Elena Ivanovna – Director of the TMK2U Corporate University, Pipe Metallurgical Company PJSC, Applicant for the Department of Labor Economics and Personnel Management, Ural State University of Economics, Ekaterinburg, Russia (620144, Ekaterinburg, 8 March street, 62); e-mail: PozolotinaEI@sinara-group.com.
For citation
Pozolotina E.I. Position Competency Model as a Basis for the Formation of Personnel Management Subsystems in a Large Organization. Bulletin of Ural Federal University. Series Economics and Management, 2019, Vol. 18, No. 1, 144-158. DOI: 10.15826/vestnik.2019.18.1.008.
Article info
Received November 21, 2018; Accepted December 26, 2018.
DOI: http://dx.doi.org/10.15826/vestnik.2019.19.1.008
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