SavedAdd your journal

Journals / Dumlupınar Üniversitesi Sosyal Bilimler Dergisi / 2013 / Cilt: 0 - Sayı: 38

A research on perception of core competencies (an example of a group of companies)

Temel yetkinliklerin algılanmasına ilişkin bir araştırma (şirketler grubu örneği)

Ömer Faruk ÜNAL
Pages
51–66
Publication Date
2022-10-11
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

The findings indicate that perceptions of the core competencies differ according to status, salary and education level of the incumbents.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:This study examined whether perceptions of the core competencies change according to the demographic variables of the incumbents.
📊
Key Findings & Data:These competencies were rated by incumbents according to their importance.
💡
Conclusion & Impact:The findings indicate that perceptions of the core competencies differ according to status, salary and education level of the incumbents.
🔬Design:Survey & Empirical Study
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

This study examined whether perceptions of the core competencies change according to the demographic variables of the incumbents. The research was carried out in a group of companies which contains fifteen firms in Istanbul. Data were gathered by the structured questionnaire. Twenty core competencies determined in a focus group study. These competencies were rated by incumbents according to their importance. Parametric methods were used for the analyses of data. The findings indicate that perceptions of the core competencies differ according to status, salary and education level of the incumbents.

Özet

Bu çalışmada temel yetkinliklerin algılanmasının çalışanların demografik değişkenlerine göre farlılık gösterip göstermedikleri araştırılmaktadır. Çalışma İstanbul’da faaliyet gösteren on beş şirketin bağlı bulunduğu bir şirketler topluluğunda gerçekleştirilmiştir. Veriler yapılandırılmış anket yöntemi ile toplanmıştır. Odak grup çalışması sonucu belirlenen 20 temel yetkinlik kurum çalışanları tarafından önem derecesine göre puanlanmıştır. Verilerin analizinde parametrik testler kullanılmıştır. Araştırmanın sonuçlarına göre temel yetkinliklerin algılanması çalışanların statü, ücret ve eğitim durumuna göre farklılık göstermektedir.

🔖

Cite This Article

ÜNAL, Ö. F. (2022). A research on perception of core competencies (an example of a group of companies). Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, Cilt: 0 - Sayı: 38, 51–66. https://ajindex.com/articles/493107

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (13)

  1. Agut, S., Grau, R. ve Peiró, J.M. (2003), “Individual and Contextual Influences on Managerial Competency Needs”, Journal of Management Development, 22(10), 906-918.
  2. Athey, T. R ve Orth, M. S. (1999), “Emerging Competency Methods for the Future”, Human Resource Management, 38(3), 215-226.
  3. Beer, M. (1997), “The Transformation of the Human Resource Function: Resolving the Tension between a Traditional Administrative and a New Strategic Role”, Human Resource Management, 36(1), 49-56.
  4. Bell, B. S., Lee, S.W. ve Young, S.K. (2006), “The Impact of eHR on Professional Competence in HRM: Implications for the Development of HR Professionals”, Working Paper Series, Cornell University School of Industrial and Labor Relations Center for Advances Human Resource Studies, 1-26, http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article= 1402&context=cahrswp, (30.10.2012)
  5. Biçer, G. ve Düztepe, Ş. (2003), “Yetkinlikler ve Yetkinliklerin İşletme Açısından Önemi”, Havacılık ve Uzay Teknolojileri Dergisi, 1(2), 13-20.
  6. Blancero, D., Boroski, J. ve Dyer, L. (1996), “Key Competencies for a Transformed Human Resource Organization: Results of a Field Study”, Human Resource Management, 35(3), 383-403.
  7. Brockbank, W., Sioli, A. ve Ulrich, D. (2002), “So We are at the Table! Now What”, Working paper, University of Michigan Business School, http://webuser.bus.umich.edu/Programs/hrcs/res_NowWhat.htm, (23.01.2013).
  8. Brockbank, W., Ulrich, D. ve Beatty, R. W. (1999), “HR Professional Development: Creating the Future Creators at the University of Michigan Business School”, Human Resource Management, 38(2), 111–117
  9. Brockbank, W., Ulrich, D. ve Yakanich, D. (2003), The New HR Agenda: 2002 Human Resource Competency Study (HRCS) Executive Summary. University of Michigan Business School, http://webuser.bus.umich.edu/Programs/hrcs/HRCS2002ExecutiveSummary.pdf, (23.01.2013)
  10. Cardy, R. L. ve Selvarajan, T. T. (2006), “Competencies: Alternative Frameworks for Competitive Advantage”, Business Horizons, 49, 235-245.
  11. Carroll, A., ve McCrackin, J. (1998), “The competent use of competency-based strategies for selection and development”, Performance Improvement Quarterly, 11(3), 45-63.
  12. Chung-Herrera, B. G., Enz, C. A. ve Lankau, M. J. (2003), “Grooming Future Hospitality Leaders: A Competencies Model”, Cornell Hotel and Restaurant Administration Quarterly, 44(3), 17-25.
  13. Clardy, A. (2008), “Human Resource Development and the Resource-Based Model of Core Competencies: Methods for Diagnosis and Assessmen