Competency Management: Balancing Between Commitment and Control

Hanneke Heinsman; Annebel H.B. de Hoogh; Paul L. Koopman; Jaap J. van Muijen

doi:10.5771/0935-9915-2006-3-292

Contents
- Chapter Expand | CollapseAuthorsPage
- 215–218 Titelei/Inhaltsverzeichnis 215–218
- 219–222 The Value of HRM?! Optimising the Architecture of HRM Karin Sanders, Jan Kees Looise Karin Sanders, Jan Kees Looise 219–222
- 223–240 Human Resource Practices and Organisational Performance: Can the HRM-Performance Linkage be Explained by the Cooperative Behaviours of Employees? Mattijs Lambooij, Karin Sanders, Ferry Koster, Marieke Zwiers Mattijs Lambooij, Karin Sanders, Ferry Koster, Marieke Zwiers 223–240
- 241–255 HRM, Company Performance and Employee Well-being Sinikka Vanhala, Kaija Tuomi Sinikka Vanhala, Kaija Tuomi 241–255
- 256–273 Implementing Human Resource Management Successfully: A First-Line Management Challenge Anna C. Nehles, Maarten van Riemsdijk, Irene Kok, Jan Kees Looise Anna C. Nehles, Maarten van Riemsdijk, Irene Kok, Jan Kees Looise 256–273
- 274–291 Getting the HR Message Across: The Linkage between Line – HR Consensus and “Commitment Strength” among Hospital Employees Luc Dorenbosch, Renee de Reuver, Karin Sanders Luc Dorenbosch, Renee de Reuver, Karin Sanders 274–291
- 292–306 Competency Management: Balancing Between Commitment and Control Hanneke Heinsman, Annebel H.B. de Hoogh, Paul L. Koopman, Jaap J. van Muijen Hanneke Heinsman, Annebel H.B. de Hoogh, Paul L. Koopman, Jaap J. van Muijen 292–306
- 307–327 Explaining Company-level Influences on Individual Career Choices: Evidence from Belgium Nele Soens, Ans De Vos, Dirk Buyens Nele Soens, Ans De Vos, Dirk Buyens 307–327
- 328–343 Organizational Justice Perceptions and Employee Attitudes among Irish Blue Collar Employees: An Empirical Test of the Main and Moderating Roles of Individualism/Collectivism Claire Murphy, Nagarajan Ramamoorthy, Patrick C. Flood, Sarah MacCurtain Claire Murphy, Nagarajan Ramamoorthy, Patrick C. Flood, Sarah MacCurtain 328–343
- 344–366 Work Experience, Work Stress and HRM at the University Liesbeth Adriaenssens, Peggy De Prins, Daniël Vloeberghs Liesbeth Adriaenssens, Peggy De Prins, Daniël Vloeberghs 344–366
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mrev management revue , page 292 - 306

Competency Management: Balancing Between Commitment and Control

Autoren

Hanneke Heinsman Annebel H.B. de Hoogh Paul L. Koopman Jaap J. van Muijen

DOI
- doi.org/10.5771/0935-9915-2006-3-292
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This study investigated the relationships between commitment and control approaches and the use of competency management by adopting the theory of planned behavior. Questionnaires were filled out by 43 human resource experts working in different organizations. We expected components of the theory of planned behavior to mediate the relationship between commitment and control approaches and the use of competency management (behavior). Regression analysis showed that perceived behavioral control mediated the relation between commitment approach and behavior. Furthermore, the data revealed that attitude towards competency management was more positive and perceived behavioral control was higher when competency management was implemented with a commitment instead of a control approach. Subjective norm was strongly related to behavior. Based on the results, for competency management to be frequently used, we argue for increased behavioral control, and for an organizational climate in which competency management is widely accepted.
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