Premium
From job‐based to competency‐based organizations
Author(s) -
Lawler Edward E.
Publication year - 1994
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030150103
Subject(s) - knowledge management , selection (genetic algorithm) , human resource management , face (sociological concept) , focus (optics) , job analysis , human resources , competitive advantage , psychology , business , computer science , management , marketing , sociology , job satisfaction , social psychology , economics , social science , physics , artificial intelligence , optics
The efficacy of designing organizations around job structures is challenged. Although this approach has dominated the fields of organizational behavior and human resource management for decades, a number of forces have converged to suggest that a competency‐based approach often is more appropriate. In the global competitive environment which large, complex organizations face, the competency‐based approach and the capabilities that individuals need to acquire and develop should be the major focus. Reward systems, career tracks, selection systems, and the structure of organizations need to change to focus on competencies. The challenges and opportunities for research, theory, and practice development that a change to a competency‐based approach raises are many and diverse. For example, new pay systems are needed, new selection systems are needed, indeed whole new concepts about what constitutes selection validity and career development are needed.