Title: Application of the competency-based approach in organisations in the Czech republic
Authors: Fejfarová, Martina
Urbancová, Hana
Citation: E+M. Ekonomie a Management = Economics and Management. 2015, č. 1, s. 111-122.
Issue Date: 2015
Publisher: Technická univerzita v Liberci
Document type: článek
URI: http://www.ekonomie-management.cz/download/1426013200_d8b7/09_APPLICATION+OF+THE+COMPETENCY-BASED+APPROACH.pdf
ISSN: 2336-5604 (Online)
1212-3609 (Print)
Keywords: kompetence založené na přístupu;kompetence;kompetenční model;řízení lidských zdrojů;konkurenční výhoda;průzkum
Keywords in different language: competency-based approach;competencies;competency model;human resource management;competitive advantage;survey
Abstract in different language: 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 competency- based 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 con fi 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 coef fi cient = 0.238); personnel management arrangements in an organisation (the existence of a personnel department (p-value = 0.001, Phi coef fi cient = 0.316), processed personnel strategy (p-value = 0.006, Phi coef fi cient = 0.310), work position analysis execution (p-value = 0.000, Phi coef fi cient = 0.444), the position of the person responsible for human resource management in top management (p-value = 0.036, Phi coef fi cient = 0.201)) and the application of knowledge management (p-value = 0.015, Phi coef fi cient = 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.
Rights: © Technická univerzita v Liberci
CC BY-NC 4.0
Appears in Collections:Číslo 1 (2015)
Číslo 1 (2015)

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