Towards a multidimensional competency‐based managerial performance framework: A hybrid approach

This paper reports on the development of a new, more balanced approach to managing the performance of key employees in project-based organizations. Following the establishment of the role-based criteria for performance excellence through focus groups and subsequent factor analysis, performance profi...

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Bibliographic Details
Published in:Journal of managerial psychology 2005, Vol.20 (5), p.380-396
Main Authors: Cheng, Mei-I, Dainty, Andrew R J, Moore, David R
Format: Article
Language:English
Subjects:
Competence
Construction industry
Core competencies
Human resource management
Human resources management
Management development
Managers
Occupational psychology
Performance management
Roles
Studies
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Summary:This paper reports on the development of a new, more balanced approach to managing the performance of key employees in project-based organizations. Following the establishment of the role-based criteria for performance excellence through focus groups and subsequent factor analysis, performance profiles of a range of superior and average performing managers were compiled. These were based on behavioral event interviews from which job, person and role-based aspects were derived. The final performance model was validated through assessments with an expert panel of human resource management specialists. This research has developed and demonstrated the potential of a more holistic approach to managing performance, which includes reference to the job requirements, personal behaviors and the role context. It was found to be particularly suitable to measuring managers' performance in dynamic team-based environments.
ISSN:0268-3946
1758-7778
DOI:10.1108/02683940510602941