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APPLICATION OF THE COMPETENCY-BASED APPROACH IN ORGANISATIONS IN THE CZECH REPUBLIC


Business Administration and Management

APPLICATION OF THE COMPETENCY-BASED APPROACH IN ORGANISATIONS IN THE CZECH REPUBLIC

Name and surname of author:

Martina Fejfarová, Hana Urbancová

Year:
2015
Volume:
18
Issue:
1
Keywords:
Competency-based approach, competencies, competency models, human resource management, competitive advantage, survey
DOI (& full text):
Anotation:
A competency-based approach is one of the important tools of human resource management aimed at achieving strategic organisational goals and a competitive advantage. The article focuses on…more
A competency-based approach is one of the important tools of human resource management aimed at achieving strategic organisational goals and a competitive advantage. The article focuses on application of the competency-based approach in organisation in the Czech Republic. The fi rst part of the article concentrates on the theoretical background. The second part evaluates the results of the quantitative survey. The aim of the article is to evaluate the competency-based approach in organisations in the Czech Republic and also to identify areas and activities in which the competencybased approach is applied and test dependencies between selected qualitative characteristics that relate to the issues examined. The results of the survey show that if organisations employ the competency-based approach (35.8%), they do not use individual activities within their frame on an equal basis. This is also valid for individual categories of employees (organisations concentrate in particular on managers and specialists). The results further confi rm that the application of the competency-based approach in organisations in the Czech Republic depends on the fact whether an organisation is part of a larger group of organisations (p-value = 0.003, Phi coeffi cient = 0.238); personnel management arrangements in an organisation (the existence of a personnel department (p-value = 0.001, Phi coeffi cient = 0.316), processed personnel strategy (p-value = 0.006, Phi coefficient = 0.310), work position analysis execution (p-value = 0.000, Phi coeffi cient = 0.444), the position of the person responsible for human resource management in top management (p-value = 0.036, Phi coeffi cient = 0.201)) and the application of knowledge management (p-value = 0.015, Phi coefficient = 0.278). According to the strength of the relationship between the variables, the most important group of factors is that relating to personnel management organisation. No dependency on the size of organisations and sector in which organisations operate has been proven.
Section:
Business Administration and Management

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