New Zealand HRD practitioner
competencies: application of the
ASTD competency model
人力資源發展研討 (1)，3/7
Model vs. practice
1
APA style
•
•
•
•
遵守你的指導教授要求的格式寫reference.
遵守要投稿的期刊規定
APA style, AMJ style
Gray, L. (1999). New Zealand HRD
practitioner competencies: application of the
ASTD competency model. International
Journal of Human Resource Management,
10(6), 1046-1059.(SSCI)
2 of 32
Introduction
• Problems in New Zealand’s HRD
professionals:
– the competence of HRD practitioners has
been a concern.
• Establish standard
• Shortage of professional
3 of 32
Introduction
• Established certification programs by 2
institutions
– IPMNZ- Institute of Personnel
Management New Zealand
– NZATD- New Zealand Association for
Training and Development
• No national recognition
– For example- the IPD (Institue of
Personnel and Development) in UK
established standards and qulailty check.
4 of 32
Definition
After reviewing 337 citations, the
competence was defined as:
Page and Wilson（1994）
• “the skills, abilities, and personal
characteristics required by an effective
or good manager”.
• 將職能定義為「一個好的經理人所要求
的技能、能力及個人特質。」
5 of 32
Definition
 Boyatizs（1982）
• An underlying characteristic of a person
which results in effective and/or superior
performance in a job.
• 認為「職能是指一個人所具備的潛在特質，而
這些潛在特質是導致及影響個人在工作上能有
傑出表現的原因。」
• An underlying characteristic
– Include a motive, trait, skill, an aspect of one’s self
image or social role, or a body of knowledge.
– 動機、特性、自我概念、知識及技能。
6 of 32
Definition
 延續Boyatizs, Spencer及Spencer（1993）
defined competence as : “underlying
characteristic of an individual that is causally
related to criterion referenced effective and/or
superior performance ina job or situation”.
 強調 competence 與 performance 要相關，如
此才使是practical implications for HRM.
 Eg. Motive: strong desire for money, not
necessary related to job success.
7 of 32
Definition
• Seligman’s example of selecting for key
personal competencies (1991)
• Superior insurance sales vs. poor sales
–
–
–
–
Personal characteristic of optimism.
易將挫折合理化
傳統選才基於專業保險知識
Metropolitan Life (美商大都會人壽) 有 50%
turnover.
– 改用 competence 選才，turnover降到 20%
– (min. require for industry-knowledge)
8 of 32
Definition
• Moy (1991) examined 10 HRD
competency studies (1976-1989)
– 8 studies focused on what HRD actually do;
McLagan (1983, 1989) prescribe current
and future practice.
• Boam and Sparrow’s (1992) review
managerial competency
• 以上研究都較著重
interpersonal/personal competencies,
呼應了Spencer & Spencer的理論。
9 of 32
AIM 目的
1. To examine the relevance of the model
to New Zealand HRD practice
2. To see exactly what types of
competencies employers were seeking
from HRD practitioners.
3. Model used: ASTD 1987 model.
4. 記得補充 ASTD 發展回顧
5. 選用求職廣告中雇主刊登之職能來檢驗
文獻中之發現。
10 of 32
Method
Data collection:
• HRM job advertisements from 3 newspapers
(Wednesday and Saturday in 1996).
• Source: secondary data: microfilms from
library
• Coding: 用Moy (1991) and McLagan (1989)
發展之HRD categories
• 587 HRM job advertisements
• (Moy (1991) and McLagan (1989) 的文獻為本文作者主要之
theoretical frameworks)
11 of 32
Results
• 200 HRD jobs (34%) from 587 HRM
jobs.
– Indicated 在NZ, HRD佔不少比例
• 1113 comp. (平均每個工作needs 6
comp.) 分屬於5個職能群 (see Table 8)
– Technical, business, interpersonal,
intellectual and personal
12 of 32
Results-technical skills
• Table 2可看出HRD 求才廣告仍主訴
technical competency (36%)
• technical competency中最常需要的
comp.為
1. SME
2. Needs analysis
3. Presentation skills
13 of 32
Results-Interpersonal skills
• 對Interpersonal skills 之需求佔第二
(26%)
• 其中training adminisrators所需
Interpersonal skills 比 HRD manager 高
• Team-player (17%)未出現在McLagan的
文獻中，但出現在MOY的文獻中。
• Relationship building (19%)
• (檢視自己的Data有無interesting, controversial之結果
報告並解釋之)
14 of 32
Results-personal competencies
• McLagan’s (1989) model omits personal
competencies.
• Similar to Redman and Mathews
(1997)’s study
15 of 32
Results-business skills
• Business competencies have
management, economics, and
administration base.
• 5 out of 9 comp. in McLagan’s were
identified.
• Project management
16 of 32
Results-Intellectual skills
• The least demanded in job ad.
• The job ad is not seen as an
appropriate place to request such
competencies.
17 of 32
Conclusions and implications
• ASTD model should be the important tool for
HRD practitioners to develop themselves, but
it failed to provide one important
comp.=>personal
• Employer job ad must be viewed with some
caution => no thorough analysis
• Job ad with personal com. Is more effective
than traditional ad.
• Selecting for personal com. is much simpler
than trying to develop them.
18 of 32
Conclusions and implications
1.
The ASTD model neglects personal competencies that employers and
the literature suggest are crucial to success as a practitioner
2.
The prevalence of technical skills in job advertisements is logical given
their ability to discriminate quickly between possible applicants
3.
There is a need to investigate whether competencies in general, and
personal competencies in particular, are related to any thorough
competency analysis of the job in question.
4.
Given the significance of personal competencies, employers need to
be aware that selecting for personal competencies is more important
than trying to develop them in practitioners.
結論是否從發現中衍生出?
19 of 32
Comments
• 用很簡單的方法探討有意涵的問題研究，結果
對學術界實務界皆有意義，值得學習。
• 為何選擇 ASTD 1987 Model?
– 美國model 在NZ代表性(外部效度)?
• Data collection來源太單一
• See Table 1: 沒有entry level position (eg.:
assistant)
– 宜增加哪些資料收集管道?
• Method未解釋清楚
– 何謂 HRM job
– 多少人做coding? 如何避免coder bias?
20 of 32
• Selection for
Knowledge-based competences
or
Personal competences
What are the pros or cons?
21 of 32