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New Zealand HRD practitioner competencies: application of the ASTD competency model

人力資源發展研討 (1) ， 3/7

Model vs. practice

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APA style

• 遵守你的指導教授要求的格式寫 reference.• 遵守要投稿的期刊規定• APA style, AMJ style• Gray, L. (1999). New Zealand HRD practition

er competencies: application of the ASTD competency model. International Journal of Human Resource Management, 10(6), 1046-1059.(SSCI)

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Introduction

• Problems in New Zealand’s HRD professionals: – the competence of HRD practitioners has

been a concern.• Establish standard• Shortage of professional

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Introduction

• Established certification programs by 2 institutions– IPMNZ- Institute of Personnel Management

New Zealand– NZATD- New Zealand Association for Train

ing and Development

• No national recognition– For example- the IPD (Institue of Personnel

and Development) in UK established standards and qulailty check.

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Definition

After reviewing 337 citations, the competence was defined as:

Page and Wilson （ 1994 ）• “the skills, abilities, and personal charac

teristics required by an effective or good manager”.

• 將職能定義為「一個好的經理人所要求的技能、能力及個人特質。」

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Definition

Boyatizs （ 1982 ）• An underlying characteristic of a person whic

h results in effective and/or superior performance in a job.

• 認為「職能是指一個人所具備的潛在特質，而這些潛在特質是導致及影響個人在工作上能有傑出表現的原因。」

• An underlying characteristic– Include a motive, trait, skill, an aspect of one’s self

image or social role, or a body of knowledge.– 動機、特性、自我概念、知識及技能。

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Definition

延續 Boyatizs, Spencer 及 Spencer （ 1993 ） defined competence as : “underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance ina job or situation”.

強調 competence 與 performance 要相關，如此才使是 practical implications for HRM.Eg. Motive: strong desire for money, not necessar

y related to job success.

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Definition

• Seligman’s example of selecting for key personal competencies (1991)

• Superior insurance sales vs. poor sales– Personal characteristic of optimism.– 易將挫折合理化– 傳統選才基於專業保險知識– Metropolitan Life ( 美商大都會人壽 ) 有 50% turno

ver.– 改用 competence 選才， turnover 降到 20%– (min. require for industry-knowledge)

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Definition

• Moy (1991) examined 10 HRD competency studies (1976-1989)– 8 studies focused on what HRD actually do;

McLagan (1983, 1989) prescribe current and future practice.

• Boam and Sparrow’s (1992) review managerial competency

• 以上研究都較著重 interpersonal/personal competencies, 呼應了 Spencer & Spencer 的理論。

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AIM 目的1. To examine the relevance of the model

to New Zealand HRD practice2. To see exactly what types of competen

cies employers were seeking from HRD practitioners.

3. Model used: ASTD 1987 model.4.記得補充 ASTD 發展回顧 5.選用求職廣告中雇主刊登之職能來檢驗

文獻中之發現。

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Method

Data collection: • HRM job advertisements from 3 newspapers

(Wednesday and Saturday in 1996).• Source: secondary data: microfilms from libra

ry• Coding: 用 Moy (1991) and McLagan (1989)

發展之 HRD categories• 587 HRM job advertisements• (Moy (1991) and McLagan (1989) 的文獻為本文作者主要之 the

oretical frameworks)

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Results

• 200 HRD jobs (34%) from 587 HRM jobs.– Indicated 在 NZ, HRD 佔不少比例

• 1113 comp. ( 平均每個工作 needs 6 comp.) 分屬於 5 個職能群 (see Table 8)– Technical, business, interpersonal, intellect

ual and personal

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Results-technical skills

• Table 2 可看出 HRD 求才廣告仍主訴 technical competency (36%)

• technical competency 中最常需要的 comp. 為1. SME

2. Needs analysis

3. Presentation skills

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Results-Interpersonal skills

• 對 Interpersonal skills 之需求佔第二 (26%)

• 其中 training adminisrators 所需 Interpersonal skills 比 HRD manager 高

• Team-player (17%) 未出現在 McLagan的文獻中，但出現在 MOY 的文獻中。

• Relationship building (19%)• ( 檢視自己的 Data 有無 interesting, controversial 之結

果報告並解釋之 )

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Results-personal competencies

• McLagan’s (1989) model omits personal competencies.

• Similar to Redman and Mathews (1997)’s study

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Results-business skills

• Business competencies have management, economics, and administration base.

• 5 out of 9 comp. in McLagan’s were identified.

• Project management

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Results-Intellectual skills

• The least demanded in job ad.

• The job ad is not seen as an appropriate place to request such competencies.

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Conclusions and implications

• ASTD model should be the important tool for HRD practitioners to develop themselves, but it failed to provide one important comp.=>personal

• Employer job ad must be viewed with some caution => no thorough analysis

• Job ad with personal com. Is more effective than traditional ad.

• Selecting for personal com. is much simpler than trying to develop them.

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Conclusions and implications

1. The ASTD model neglects personal competencies that employers and the literature suggest are crucial to success as a practitioner

2. The prevalence of technical skills in job advertisements is logical given their ability to discriminate quickly between possible applicants

3. There is a need to investigate whether competencies in general, and personal competencies in particular, are related to any thorough competency analysis of the job in question.

4. Given the significance of personal competencies, employers need to be aware that selecting for personal competencies is more important than trying to develop them in practitioners.

結論是否從發現中衍生出 ?

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Comments

• 用很簡單的方法探討有意涵的問題研究，結果對學術界實務界皆有意義，值得學習。

• 為何選擇 ASTD 1987 Model?– 美國 model 在 NZ 代表性 ( 外部效度 )?

• Data collection 來源太單一• See Table 1: 沒有 entry level position (eg.: as

sistant)– 宜增加哪些資料收集管道 ?

• Method 未解釋清楚– 何謂 HRM job– 多少人做 coding? 如何避免 coder bias?

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• Selection for

Knowledge-based competences

or

Personal competences

What are the pros or cons?