Towards A Multidimensional Competency-Based Managerial Performance Framework: A Hybrid Approach

De Montfort University Open Research Archive

Show simple item record Cheng, M. en Dainty, A. R. J. en Moore, D. R. en 2012-10-25T09:14:59Z 2012-10-25T09:14:59Z 2005
dc.identifier.citation Cheng, M., Dainty, A.R.J. and Moore, D.R. (2005) Towards a multidimensional competency-based managerial performance framework: A hybrid approach. Journal of Managerial Psychology, 20 (5), pp.380 - 396 en
dc.identifier.issn 0268-3946
dc.description.abstract Purpose – To report on the development of a new, more balanced approach to managing the performance of key employees in project-based organizations. Design/methodology/approach – Following the establishment of the role-based criteria for performance excellence through focus groups and subsequent factor analysis, performance profiles of a range of superior and average performing managers were compiled. These were based on behavioural event interviews (BEIs) from which job, person and role-based aspects were derived. The final performance model was validated through assessments with an expert panel of HRM specialists. Findings – This research has developed and demonstrated the potential of a more holistic approach to managing performance which includes reference to the job requirements, personal behaviours and the role context. It was found to be particularly suitable to measuring managers’ performance in dynamic team-based environments. Research limitations/implications – The empirical work upon which the new performance framework is based was derived from a limited study within two construction organizations. Future work will explore the applicability of the approach within other organizations and industries. Practical implications – Applying this framework to key HRM activities has the potential to improve the ways in which companies manage, develop and retain their key managerial resources. Notably, they should be able to engender a more participative, developmental approach to the HRM function, thereby helping to ensure sustained performance improvements in the future and improved resource usage effectiveness. Originality/value – The paper presents the basis for a completely new performance management paradigm which embeds managerial competence/competency in a way which more accurately reflects the realities of managerial practice en
dc.description.sponsorship ESRC en
dc.language.iso en en
dc.publisher Emerald en
dc.subject performance management en
dc.subject competences en
dc.subject modelling en
dc.subject managers en
dc.title Towards A Multidimensional Competency-Based Managerial Performance Framework: A Hybrid Approach en
dc.type Article en
dc.peerreviewed Yes en

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