C-12 CBHRM_CBE Development (original) (raw)
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Boosting Employee Performance through Competency Development
2020
This study focuses on employees' perceptions of their competency development. The assumptions underlying employability are based on the assumption that the employees' perceived employability will lead to job success and organizational success. Perceived employability also concerns employees' perceptions of their opportunities to support organizational growth through competency development. This study aims to determine the effect of variables associated with competency development on performance. Furthermore, perceived employability is also tested. This study is a quantitative research done to 105 respondents and the analysis technique used is path analysis with data processing based on SmartPLS software.
Employee training and development
2002
Rapid changes in technology and job design, along with the increasing importance of learning-and knowledge-based organizations, make training and development an increasingly important topic in human resources development. In this course, the student will learn how to 1) identify training and development needs through needs assessments, 2) analyze jobs and tasks to determine training and development objectives, 3) create appropriate training objectives, 4) design effective training and development programs using different techniques or methods, 5) implement a variety a different training and development activities, and 6) evaluate training and development programs.
The research work reported in this paper focuses on Indian Pharmaceutical industry and attempts to study the new HR practices and approaches followed and adopted, particularly the Competency-based Training Needs Identification (CBTNI) and its impact on individual and organizational performance. The findings of the study are based on a case study of a pharmaceutical company that has recently taken up this initiative. Results of the study indicated that the system or the process of Competencybased TNI itself is good as against the traditional Job-Analysis based approach and improves the overall training function but failed to reflect the clear picture showing strong positive relationship between TNI and performance. Though not a very strong evidences were obtained regarding its impact on performance improvement based on the individual performance score of the employees, most of the departmental heads perceived that Competency based Training Needs Identification improved the individual performance and helped make the training function more effective. It was concluded that the organizations that view systematic Training Needs Identification as a serious practice and might achieve more concrete results by improving HR practices and contribution of human resources to business goals. The findings of the present study open up avenues for future research in this area. Key words Competitive Advantage; Intangible Assets; Human Resource Management; Competency; Training Needs Identification; Competency-based Training Needs Identification; CBTNU; Pharmaceutical Industry; Organization and Individual Performan
Training and development competency 43 The increasing scope of training and development competency
Organizations find it increasingly difficult to stay competitive in today's global economy. Leaders in the workplace are using benchmarking, competency, competency models, and competency studies to help make human resource decisions, such as hiring, training, and promotions. In training and development (T&D), it is helpful for competencies to focus on knowledge, skills and/or abilities. But neither the field of T&D, nor competency within the field, is static. Reported here is a careful review of literature showing the trends in competency over the past three decades in the training and development field, and provides some speculation regarding competencies needed in the near future for professionals in T&D. Two of the most apparent changes in T&D are the shift to performance improvement and the use of technology. Thus the skills, knowledge, and abilities involving these areas will continue to become increasingly necessary for T&D professionals. The field of training and development (T&D) has undergone changes that reflect the dynamic factors in the corporate world overall. T&D's objectives continue to shift from a focus on programmed instruction (and behavioral and task analysis), to performance-system analysis. Learning is now defined as a competitive strategy in the global workplace. Therefore, trainers must engage in defining strategic goals, analyzing organizational processes and providing better systemic performance within the business context. Increased need for improved performance requires more efficient ways to identify, recruit, measure, and improve the training and education of the workforce. As traditional, hierarchical organizational structures are increasingly transforming to self-directed, cross-functional, process oriented, and knowledge-based models, both organizations and individuals are increasingly faced with new challenges to maximize the organization's competitive edge, and to meet new standards of excellence in performance. Subsequently, many organizations are adopting competency-based models to The research register for this journal is available at
Competency-Based Training: A Staff Development Perspective
1999
Abstract: The impact of competency-based training (CBT) on the role and responsibilities of instructors across Australia's vocational education and training (VET) sector was examined. The study focused on the following: quality and nature of CBT instruction throughout ...
Evaluating the contribution of competency-based training: an enterprise perspective
International Journal of Training and Development, 2000
The article reports the findings of a national evaluation study conducted in 1998 of the contribution of competency-based training (CBT) to outcomes in vocational education and training in Australia. The study found that CBT has made significant contributions to employers, its main benefit being that learning can be achieved on-the-job. Thus the key advantage for enterprises is relevant training where relevance means 'specific skills for specific jobs'. The conclusion is drawn that three key issues in relation to the practice of competency training in Australia need to be addressed: (i) recognition of the role of the expert practitioner in augmenting, and thus improving, CBT; (ii) recognition of the limitations of CBT with regard to the provision of knowledgeable skill; and (iii) recognition of the importance of defining learning in terms of outcomes and process.
2021
Original Research Article The purpose of this study was to determine the development of Competency Based Training (CBT) Model in improving the Competency and Performance of Employees of PT Sari Ater Ciater Kab. Subang, West Java, by applying the Research and Development (R&D) method with reference to the ADDIE model conducted on employees at PT. Sari Ater as respondents as many as 30 people conducted in the Subang Regency, West Java. Based on the research that has been done, the results show that job training has a positive and significant effect on employee competence. That is, an increase in both the training contained in an agency, the competence of employees will also increase. Work has a positive and significant effect on employee training performance. This means that an increase in both job training contained in an agency will increase employee performance.
For various valid reasons, developing employee competence in the workplaces has become a preferred human resource development (HRD) option. High levels of competencies help organizations to focus on characteristics that their employees must possess in order for them to be successful. They also provide clear dimensions to measure employee performance and to align performance with business strategies. However, a question that consistently surfaces in relation to this HRD alternative is how organizations can structure their workplace training deliveries through which their employees will be able to meet specific standard competencies. Those employees who pass through workplace competence development programs within companies enter and re-enter the labor market at some point in time to join the skills pool available for other employers. Therefore, we understand that what happens within organizations in relation to employees' competence development directly contributes and gradually affects the shape, size, and composition of the labor market. From national labor market point of view, the integration of all national HRD actors is fundamental in order to create the desired type and size of skills mix within the labor market that is capable of supplying qualified workforce to the country's economic development progress. In Ethiopia, given the socioeconomic circumstances, it is a high time for all workforce development players to effectively coordinate at national level. So far, lots of efforts have been made to provide a platform for integration of all training deliveries-including in industries-in this country under TVET qualifications framework. However, in practice, most of the focus has been on the traditional TVET deliveries which in essence neglected the significant contributions that could have come from workplaces. We believe that part of the reasons come from lack of clear model to integrate workplace training deliveries with the Outcome-based Qualifications Framework. Therefore, in this article, we argue, the NQF has to provide a proper model that recognizes the role of developing employee competence within industries/organizations and clearly connect it with the growing needs of the labor market. By suggesting the used of structured workplace training delivery approach, we attempt to provide such a model that clearly shows how organizations will be able to develop employee competence with measurable outcomes. In this regard, key stakeholders will have to play meaningful roles in developing and providing qualified workforce to the labor market under the umbrella of Ethiopian National Qualification Framework. Finally, we strongly expect that the proposed model provides a significant input to the ongoing effort to develop and improve National Qualifications Framework in this country.
THE EFFECT OF TRAINING AND WORK COMPETENCE ON EMPLOYEE PERFORMANCE
Nurfadilah, 2020
Understanding the importance of human resources in the global era, currently an effort that must be supported by institutions to improve the quality of human resources. Human resources are central figures in organizations or companies. In order for management activities to run well, the company must have the knowledge and skills needed to manage the company as optimally as possible in order to improve the ability of employees to increase. According to Soelton & Hardiati's research (2017), human resources are people in the organization to achieve organizational goals. Competent human resources must be supported with a background in Education and Training. Education and training programs are conducted to develop and improve employee knowledge, skills and abilities that are in accordance with the needs and abilities of employees. Job training and education programs provide good results on the performance of these employees as individuals.