about this bookdeutsch english
Many companies have introduced forms of competence management, which identify employee competencies as a business resource and try to develop them, in order to direct competence development of employees in a forward-looking and systematic manner. Key feature of any competence management approach is the difference between competence needs and existing competencies, from which practical measures are derived. How effective these measures are going to be will largely depend on the quality of the defined competence requirements.
The findings of this empirical study explain the process of defining competence requirements. This complex process of interaction and negotiation was analysed on three levels: the individual, their interaction and the whole organisation. The process becomes transparent and certain input factors are identified, and thus quality criteria for the process of finding competence-based requirements are established.
The theoretical part comprises explanatory approaches from economical resource and competence research, as well as psychological and behavioural competence management research.
The definition of 40 quality criteria for competence requirements is the main contribution of this book to the research in this area to date. Additionally it contains a typology of managers’ attitudes and approaches towards competence management. Together, the 40 quality criteria and the manager typology will be helpful in understanding this complex negotiation process and also be useful to derive directives and practical applications for businesses.
keywordsEntwicklung Expertise Forschung Großkonzern Kompetenz Kompetenzanforderungen Kompetenzentwicklung Kompetenzmanagement Kompetenzprofile Mitarbeiter Personalentwicklung Qualifizierung Qualität Qualitätskriterien Wirtschaftswissenschaft
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