Objectives and competences
Student will:
• understand the concept and the importance of the competencies in HRM,
• be able to identify the competencies,
• distinguish between actual and expected competencies,
• be able to evaluate the individual's competencies,
• understand the specifics of developing competency models,
• recognize the advantages of introducing competences,
• learn how to use the competency models in practice and
• getacquainted with the recent trends in competency modeling and job analysis.
Content (Syllabus outline)
- job analysis, job description and worker specification,
- definition of competency,
- individual and organizational competencies,
- competency levels,
- competency models,
- methods of identifying and measuring competencies,
- competency management in HRM subsystems,
- the role of the management in the competency management,
- implementation of competencies into practice.
Intended learning outcomes - knowledge and understanding
Knowledge and Understanding:
At the end of the course student will be able to:
• describe basic concepts related to the competencies,
• define the approaches to develop and apply competencies into HRM,
• define the advantages of introducing competencies in organization and
• differ between methods to use to identify competencies and weigh their importance.
Readings
- Boštjančič, E. (ur.) (2011). Merjenje kompetenc: metoda ocenjevalnega centra v teoriji in praksi, GV založba, Ljubljana.
- Kohont, A. (2011). Vloge in kompetence menedžerjev človeških virov v kontekstu internacionalizacije, Fakulteta za družbene vede UL, Ljubljana.
- Meijerink, Jeroen G., Bondarouk, Tanya, Lepak, David P. (2016). Employees as Active Consumers of HRM: Linking Employees' HRM Competences with Their Perceptions of HRM Service Value, Human Resource Management, Vol. 55 Issue 2, p219-240. 22p.
- Majcen, M. (2009) Menedžment kompetenc: izdelava modela kompetenc ter njegova uporaba za razvoj kadrov in za vodenje zaposlenih k doseganju ciljev. GV založba, Ljubljana.
- Pezdirc, M. S. (2005) Kompetence v kadrovski praksi. GV Izobraževanje, Ljubljana.
- Torres, P. Augusto, M. (2017) The impact of experiential learning on managers’ strategic competencies and decision style. Original Research Article. Journal of Innovation & Knowledge, Volume 2, Issue 1, January–April 2017, Pages 10-14.
- Vukasović Žontar, M., Korade Purg, Š. (2008) Ključne kompetence zaposlenih v praksi: vodenje korak za korakom s konkretnimi orodji, praktičnimi primeri in preverjenimi vzorci za hitro in učinkovito uporabo v podjetjih in ustanovah, Forum media, Maribor.
- Wesselink, R., Blok, V., van Leur, S., Lans, T., Dentoni, D. (2015) Individual competencies for managers engaged in corporate sustainable management practices. Original Research Article. Journal of Cleaner Production, Volume 106, 1 November 2015, Pages 497-506.
