Journal of Human Resource Management

| Peer-Reviewed |

Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review

Received: 02 July 2018    Accepted: 30 July 2018    Published: 23 August 2018
Views:       Downloads:

Share This Article

Abstract

The basic assumption in Human resource management is that people remain significant to the attainment of performance that an organisation desires. To achieve performance, it is requisite to invest in the competencies of individuals working in the organisation. The investment entails mobilising the necessary interventions to enhance the competencies of organisational workforce towards achieving organisational performance. While efforts have been concentrated on the studies of interventions for enhancing the skill and knowledge which constitute an aspect of individual competency, the other areas of competency as described by competence iceberg model has been largely unattended to. Therefore, this study presents the review of theoretical and empirical literature of the various interventions for enhancing the competencies of employees and organisational performance. Based on the reviewed theoretical and empirical literature, the study proposes a conceptual model that advances knowledge on what constitutes employee’s competencies and organisational performance, and their relationship, especially in the field of Human resource management.

DOI 10.11648/j.jhrm.20180602.14
Published in Journal of Human Resource Management (Volume 6, Issue 2, June 2018)
Page(s) 67-77
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Competence-Enhancing Interventions, Competence Iceberg Model, Organisational Performance

References
[1] Özçelik, G., & Ferman, M. (2006). Competency approach to human resources management: Outcomes and contributions in a Turkish cultural context. Human Resource Development Review, 5(1), 72-91.
[2] Savaneviciene, A., & Stankeviciute, Z. (2012). Human resource management and performance: From practices towards sustainable competitive advantage. In Globalization-Education and Management Agendas. InTech.
[3] Ulrich, D., & Lake, D. G. (1990). Organizational capability: Competing from the inside out. John Wiley & Sons.
[4] Bontis, N., Dragonetti, N. C., Jacobsen, K., & Roos, G. (1999). The knowledge toolbox: A review of the tools available to measure and manage intangible resources. European management journal, 17(4), 391-402.
[5] Boyatzis, C. J. (2000). The artistic evolution of Mommy: A longitudinal case study of symbolic and social processes. New directions for child and adolescent development, 2000(90), 5-29.
[6] Adomi, E. E. (2006). Job rotation in Nigerian university libraries. Library Review, 55(1), 66-74.
[7] Zaim, H., Yaşar, M. F., & Ünal, Ö. F. (2013). Analyzing The Effect of Individual Competencies of Performance: A Field Study in Services Industries in Turkey. Journal of Global Strategic Management, 14(2).
[8] Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International journal of human resource management, 8(3), 263-276.
[9] Boxall, P., & Macky, K. (2009). Research and theory on high‐performance work systems: progressing the high‐involvement stream. Human Resource Management Journal, 19(1), 3-23.
[10] Karatepe, O. M. (2013). High-performance work practices, work social support and their effects on job embeddedness and turnover intentions. International Journal of Contemporary Hospitality Management, 25(6), 903-921.
[11] Kelliner, A., Townsend, K., Wilkinson, A., Greenfield, A., & Lawrence, S. (2016). The message and the messenger: Identifying and communicating a high performance “HRM philosophy”. Personnel Review, 45(6), 1240-1258.
[12] Muduli, A. (2015). High performance work system, HRD climate and organisational performance: an empirical study. European journal of Training and development, 39(3), 239-257.
[13] Smith, A., Oczkowski, E., Noble, C., & Macklin, R. (2003). New management practices and enterprise training in Australia. International Journal of Manpower, 24(1), 31-47.
[14] Asiegbu, F. I., Awa, H. O., Akpotu, C., & Ogbonna, U. B. (2011). Sales force competence development and marketing performance of industrial and domestic products firms in Nigeria. Far East J Psychol. Bus, 2(3), 43-59.
[15] Farouk, S., Abu Elanain, H. M., Obeidat, S. M., & Al-Nahyan, M. (2016). HRM practices and organizational performance in the UAE banking sector: The mediating role of organizational innovation. International Journal of Productivity and Performance Management, 65(6), 773-791.
[16] Yazdanfar, D., Abbasian, S., & Hellgren, C. (2014). Competence development and performance among Swedish micro firms. European Journal of Training and Development, 38(3), 162-179.
[17] Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
[18] Appelbaum, E., Bailey, T., & Berg, P. A. Kalleberg (2000). Manufacturing advantage: Why high-performance work systems pay off.
[19] Purcell, J., Kinnie, K., Hutchinson, S., Rayton, B., & Swart, J. (2003). People and Performance: How people management impacts on organizational performance. London: CIPD.
[20] Boselie, P. (2010). High performance work practices in the health care sector: a Dutch case study. International Journal of Manpower, 31(1), 42-58.
[21] Denton, K. (2006). High performance work systems: the sum really is greater than its parts. Measuring Business Excellence, 10(4), 4-7.
[22] Obeidat, S. M., Mitchell, R., & Bray, M. (2016). The link between high performance work practices and organizational performance: Empirically validating the conceptualization of HPWP according to the AMO model. Employee Relations, 38(4), 578-595.
[23] Pichler, S., Varma, A., Yu, A., Beenen, G., & Davoudpour, S. (2014). High performance work systems, cultures and gender demography. Employee Relations, 36(6), 693-707.
[24] Mostafa, A. M. S. (2017). High-performance HR practices, positive affect and employee outcomes. Journal of Managerial Psychology, 32(2), 163-176.
[25] Fisher, C. D. (2003). Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory. Journal of Organizational behavior, 24(6), 753-777.
[26] Wegge, J., Dick, R. V., Fisher, G. K., West, M. A., & Dawson, J. F. (2006). A test of basic assumptions of affective events theory (AET) in call centre work. British Journal of Management, 17(3), 237-254.
[27] Jackson, S. E., & Schuler, R. S. (1995). Understanding human resource management in the context of organizations and their environments. Annual review of psychology, 46(1), 237-264.
[28] Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of management Journal, 39(4), 802-835.
[29] Chang, W. J., & Chun Huang, T. (2005). Relationship between strategic human resource management and firm performance: A contingency perspective. International journal of manpower, 26(5), 434-449.
[30] Liu, X., Ruan, D., & Xu, Y. (2005). A study of enterprise human resource competence appraisement. Journal of enterprise information management, 18(3), 289-315.
[31] McClelland, D. C. (1973). Testing for competence rather than for "intelligence". American psychologist, 28(1), 1.
[32] Paré, G., & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.
[33] Falola, H. O., Osibanjo, A. O., & Ojo, S. I. (2014). Effectiveness of Training and Development on Employees'performance and Organisation Competitiveness in the Nigerian Banking Industry. Bulletin of the Transilvania University of Brasov. Economic Sciences. Series V, 7(1), 161.
[34] Lee, F. H., Lee, T. Z., & Wu, W. Y. (2010). The relationship between human resource management practices, business strategy and firm performance: evidence from steel industry in Taiwan. The International journal of human resource management, 21(9), 1351-1372.
[35] Bourne, M., Pavlov, A., Franco-Santos, M., Lucianetti, L., & Mura, M. (2013). Generating organisational performance: The contributing effects of performance measurement and human resource management practices. International journal of operations & production management, 33(11/12), 1599-1622.
[36] Baro, E. E. (2012). Job rotation program evaluation: the Niger Delta University library. In Aslib Proceedings (Vol. 64, No. 4, pp. 388-404). Emerald Group Publishing Limited.
[37] Adomi, E. E. (2006). Job rotation in Nigeria university libraries. Library Review, 55(1), 66-74
[38] Karatepe, O. M., & Olugbade, O. A. (2016). The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria. International Journal of Contemporary Hospitality Management, 28(10), 2350-2371
[39] Wong, C. Y., Boon-Itt, S., & Wong, C. W. (2011). The contingency effects of environmental uncertainty on the relationship between supply chain integration and operational performance. Journal of Operations management, 29(6), 604-615.
[40] Mariappanadar, S., & Kramar, R. (2014). Sustainable HRM: The synthesis effect of high performance work systems on organisational performance and employee harm. Asia-Pacific Journal of Business Administration, 6(3), 206-224.
[41] Chand, M., & Katou, A. A. (2007). The impact of HRM practices on organisational performance in the Indian hotel industry. Employee Relations, 29(6), 576-594.
[42] Youndt, M. A. (2000, August). Human resource considerations and value creation: the mediating role of intellectual capital. In Paper delivered at National Conference of US Academy of Management.
Author Information
  • Department of Human Resource Management, School of Business, Kenyatta University, Nairobi, Kenya

  • Department of Business Administration, School of Business, Kenyatta University, Nairobi, Kenya

Cite This Article
  • APA Style

    Idowu Owoeye, Stephen Makau Muathe. (2018). Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review. Journal of Human Resource Management, 6(2), 67-77. https://doi.org/10.11648/j.jhrm.20180602.14

    Copy | Download

    ACS Style

    Idowu Owoeye; Stephen Makau Muathe. Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review. J. Hum. Resour. Manag. 2018, 6(2), 67-77. doi: 10.11648/j.jhrm.20180602.14

    Copy | Download

    AMA Style

    Idowu Owoeye, Stephen Makau Muathe. Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review. J Hum Resour Manag. 2018;6(2):67-77. doi: 10.11648/j.jhrm.20180602.14

    Copy | Download

  • @article{10.11648/j.jhrm.20180602.14,
      author = {Idowu Owoeye and Stephen Makau Muathe},
      title = {Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review},
      journal = {Journal of Human Resource Management},
      volume = {6},
      number = {2},
      pages = {67-77},
      doi = {10.11648/j.jhrm.20180602.14},
      url = {https://doi.org/10.11648/j.jhrm.20180602.14},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.jhrm.20180602.14},
      abstract = {The basic assumption in Human resource management is that people remain significant to the attainment of performance that an organisation desires. To achieve performance, it is requisite to invest in the competencies of individuals working in the organisation. The investment entails mobilising the necessary interventions to enhance the competencies of organisational workforce towards achieving organisational performance. While efforts have been concentrated on the studies of interventions for enhancing the skill and knowledge which constitute an aspect of individual competency, the other areas of competency as described by competence iceberg model has been largely unattended to. Therefore, this study presents the review of theoretical and empirical literature of the various interventions for enhancing the competencies of employees and organisational performance. Based on the reviewed theoretical and empirical literature, the study proposes a conceptual model that advances knowledge on what constitutes employee’s competencies and organisational performance, and their relationship, especially in the field of Human resource management.},
     year = {2018}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Competence-Enhancing Interventions and Organisational Performance: A Theoretical Review
    AU  - Idowu Owoeye
    AU  - Stephen Makau Muathe
    Y1  - 2018/08/23
    PY  - 2018
    N1  - https://doi.org/10.11648/j.jhrm.20180602.14
    DO  - 10.11648/j.jhrm.20180602.14
    T2  - Journal of Human Resource Management
    JF  - Journal of Human Resource Management
    JO  - Journal of Human Resource Management
    SP  - 67
    EP  - 77
    PB  - Science Publishing Group
    SN  - 2331-0715
    UR  - https://doi.org/10.11648/j.jhrm.20180602.14
    AB  - The basic assumption in Human resource management is that people remain significant to the attainment of performance that an organisation desires. To achieve performance, it is requisite to invest in the competencies of individuals working in the organisation. The investment entails mobilising the necessary interventions to enhance the competencies of organisational workforce towards achieving organisational performance. While efforts have been concentrated on the studies of interventions for enhancing the skill and knowledge which constitute an aspect of individual competency, the other areas of competency as described by competence iceberg model has been largely unattended to. Therefore, this study presents the review of theoretical and empirical literature of the various interventions for enhancing the competencies of employees and organisational performance. Based on the reviewed theoretical and empirical literature, the study proposes a conceptual model that advances knowledge on what constitutes employee’s competencies and organisational performance, and their relationship, especially in the field of Human resource management.
    VL  - 6
    IS  - 2
    ER  - 

    Copy | Download

  • Sections