Name the competency which deals with the ""Standards"" and ""Quality of work""?
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Answer:
Definition of the word competency highlighted with green marker
Employees who have the right attitude that translates to the best behaviour are said to be the more competent. Find out why.
The concept of competency as a factor in recruitment, selection, hiring and employee performance evaluation has become very popular not only among HR practitioners but to the management echelons as well. Yet, in the more than three decades since it became a buzzword, still many are really unfamiliar with the details of the concept. More so with its appropriate application and utility.
Competency is still equated or defined as skills, ability to perform, capacity, and knowledge. As such, the term has been used loosely. While it does not really matter much when used casually to mean physical and mental abilities, it does matter when used in job analysis to describe job requirements and performance standards. Competency takes more than skills and knowledge. It requires the right and appropriate attitude that eventually translates to behaviour.
Competency is the sum total of skills, knowledge and attitudes, manifested in the employee's behaviour. It is the "means" to achieve the "ends." A golfer for example, may have the skills to drive 300 yards, the knowledge why the golf ball fades or draws, yet he is not competent if he does not practice or if he gets easily affected by his opponent's better shots. A computer service customer representative may be very skilful and knowledgeable in repairing computers, but if he does not arrive on an appointed time to the client, is similarly incompetent.
For managers, competencies are vital if they want better performance in their employees. Whether during recruitment and selection phases or while already on board, competencies should be identified and studied. It should always be borne in mind that the competencies required of each job position differ from one another. In the job analysis and writing of job descriptions, quick guides can make the task easier. The following factors should be considered in determining the appropriate competencies:
Level of Decision-Making, Responsibilities and Authorities
Level of Internal Personnel Inter-Action
Level of Customer Contact and Inter-Action
Level of Physical and Aptitudinal Skills and Knowledge
Many studies have been undertaken on the subject of job competency for managerial and supervisory positions, and they are one in categorising and lumping them into:
Administrative Competencies;
Communication Competencies;
Supervisory Competencies, and;
Cognitive Competencies
These competencies were found to be the most important or vital for managerial and supervisory effectiveness.
For the rank and file employees, the level of physical and aptitudinal competencies form the larger part in consideration. This is due to the lack or absence of decision making tasks that involve significant physical and manpower resources of the company. In many cases, their jobs entail routines, clerical and manual. Common to all jobs in the rank and file category are competencies that enhance inter-personal relationship, physical skills, and job knowledge.
As one goes up the higher ladders of organisational positions, responsibilities widen in scope, authorities increase, and people management becomes more exacting. As a consequence, competencies will have to change or the mix of it will have to be altered in order to adjust to the requirements of the job. If an accounting clerk or a bookkeeper for example, is promoted to the position of an accounting supervisor, his competencies will have to be enhanced. Aside from maintaining his technical skill in computing and bookkeeping, he would need to be skilful in coaching, mentoring, scheduling of work, monitoring, appraising staff, and team building. The same goes true for a Finance Manager who is promoted as General Manager, where the competencies would require more of weighing risks and making decisions, setting goals and standards, plotting directions, leading the organisation and inspiring the employees to excellence, rather than competencies in supervision, resource management and solving specific problems. In detail, these competencies would be the following:
Administrative Competencies which involves "management of the job" and this includes more specifically:
Management of Time and Priority Setting
Goals and Standards Setting
Work Planning and Scheduling
Communication Competencies that comprise of:
Listening and Organising
Clarity of Communication
Getting Objective Information
Supervisory or Building Teams Competencies that encompasses:
Training, Mentoring and Delegating
Evaluating Employees and Performance
Advising and Disciplining
And, Cognitive Competencies which involve:
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