Development of Managerial Competency Scale: A Telecom Sector Study.

AuthorVaishya, Rashmi

Introduction

As stated by Brophy and Kiely (2002), competency-based employee job performance defines what skills, experience, and behavior the candidates must possess for the job in alignment with the company's goals (Spencer & Spencer, 1993). Competency constitutes a complex and multifaceted concept in a particular professional context (Brandao & Borges-Andrade, 2008) derived from personality attributes (Durand, 2000; Gonczi, 1999), which becomes evident through the individual's behavior at work (Brandao et al., 2012; Whiddett & Hollyforde, 1999). It gives a practical insight to the employer about when they need to search for a talent outside of the organization (Martone, 2003). Competencies include varied factors that influence job success but are not included in the job description (Steyn & Staden, 2018; Hsieh et al., 2012).

Measurement of managerial competencies is a method of knowing what the underlying characteristics of an employee are and how much it is conducive for a particular job (Boyatzis, 1982; Klemp, 1980). This would help in showing managers what skills they have compared to what they need in order to perform superiority (Veliu & Manxhari, 2017; Soderquist et al., 2010; Antonacopoulou & Fitzgerald, 1996; Spencer & Spencer 2008, 1993; Boyatzis, 1982). As suggested by researchers, competency is a great tool for exploring the unknown potential of the employee and employing the known one correctly by implementing right human resource practices (Spencer & Spencer, 2008; 1993; Boyatzis, 1982). It would give insights to the employer about when they need to search for a talent outside of the organization, forecasting the types of managers suitable for organization's long-term needs and success (Steyn & Staden, 2018; Martone, 2003; Boyatzis, 1982; Spencer & Spencer, 1993).

The purpose of this study is to develop a scale to gauge the presence of managerial competencies in managers which contribute in the success of organization through their individual job performance.

Review of Literature

According to Adult Learning Theory understanding people is the key to remain competitive both inside and outside organizational settings. Though 'competence is said to be a function of learners' (Rothwell et al., 1999), still there is lack of researches noted on assessment and identification of managerial competencies (Steyn & Staden, 2018; Liang, Howard & Leggat, 2017; Bakanaus-kiene & Bartnikaite, 2006). Which particular managerial competencies are necessary for management specialists, in order to work successfully, is yet to be framed (Veliu and Manxhari, 2017; Bakanauskiene & Martinkiene, 2015; Bakanauskiene & Martinkiene, 2011). Over the past decade, the conception of competency has been considered a foundation for human resource management (Hsieh et al., 2012). Still, the problem of doubtfulness about the Competency Models being "fit" for the organization is prevailing (Liang, Howard & Leggat, 2017; Pierce, 1994; Burgoyne, 1990). Understanding of how competency management fits into employees' career development is yet unabsorbed. There is lack of empirical support on concept definition and behavioral manifestation of elements of each competency with language appropriateness (Naseem, 2018; Adsule & Berad, 2014; Shirazi & Mortazavi, 2009; Woodruffe, 1992).

Studies in different fields linking the cause and effects of competencies and performance management lack empirical support (Hsieh, et al., 2012; Shirazi & Mortazavi, 2009; Wickramasinghe & Kumara, 2009; Drucker, 1991). As seen in the review of related literature of competency management, it can be registered that the field has been ploughed by several researchers with different seeds of conceptions and conceptual additions. It is also noticed that no comprehensive and standard accepted list of competencies or managerial competencies have come up till date, especially not in the Indian context. We may underline the list of managerial competencies provided by Boyatzis (1982) and Spencer and Spencer (1993) which mirrors a combined composite framework of all levels of managerial competencies. Boyatzis (1982), in his study, presented managerial competencies sometimes at motive level, sometimes at trait level, sometimes as self-conception and knowledge and sometimes as skills. The intent, action and outcome theory proposed by Spencer and Spencer (1993), too presented these levels but in the form of a 'causal relationship model' which indicates the building over of a competency, one level over the other (Sanghi, 2004). He elaborated on the causal relationships of personal characteristics (motives, traits, self-conception, and knowledge) becoming cause for the effect exhibited as behavior in action, which finally produces an outcome in the form of performance. It has been hypothesized and proven, that each competency at different levels of a person's personality gets manifested differently (Boyatzis, 1982:4). As shown in the 'causal flow model' by Spencer and Spencer (1993), a competency can be broken into three parts as intent, action, and outcome. This theory was advocated by Mumford et al. (2000) also through their, 'three component skill' model which shows the mediating effect of competencies producing leadership outcomes as performance while individual attributes are the cause effective 'leadership performance'

The understanding of managerial competency aspects which would be affecting management educators' and practitioners' needs is required (Naseem, 2018; Ko & Chan, 2017; Devkar & Kalidindi, 2013; Mistarihi et al., 2012; Zhang et al., 2012). Managers too perceive and complain that training programs imparted to them and other HR practices are not in line with future competency requirements (Hsieh, et al., 2012; Levy-Leboyer, 1997). Therefore, whether the assessment techniques for managerial competencies, currently in use are sufficiently sophisticated to measure employees complex behavior while delivering appropriate solutions to their job performance is doubted (Liang, Howard & Leggat, 2017; Leggat & Cathy, 2013; Testa & Sipe, 2012; Brandao, 2007). The present study has attempted to come out with a basic structure of constituents in managerial competencies with an objective of knowing what to measure and how to measure the credibility of an incumbent in terms of being a competent manager.

Study Context

This study has chosen services sector because of its contribution in the economic growth of India, and the increased influence of globalization on it. The gross value added (GVA) for services sector estimated at 73.79 lakh crore INR in 2016-17, accounted for 53.66% of total India's GVA of Rs.137.51 lakh crore (Middlemiss, 2017). According to the National Council of Applied Economic Research (NCAER), in Indian service sector the Telecom industry had been attracting a larger amount of foreign and domestic investments to the...

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