An integrative model for competency development in organizations: the Flemish case

Ans De Vos, Sara De Hauw*, Ine Willemse

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

The prominent role of competency development in enhancing the success of employees and organizations has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resource practices. Unfortunately, this strong managerial interest has not been fully translated into the academic world, creating a gap between theory and practice. The main purpose of this study is to fill this gap by exploring the nature of competency development in 22 Flemish organizations through a longitudinal multiple case study design. By using a grounded theory approach, a framework has emerged mapping out the different steps of competency development in the participating organizations. As such, this study can be an important first step toward closing the gap between practice and theory concerning competency development in organizations.

Original languageEnglish
Pages (from-to)2543-2568
Number of pages26
JournalInternational Journal of Human Resource Management
Volume26
Issue number20
DOIs
Publication statusPublished - 13 Nov 2015

Keywords

  • training
  • competency development
  • career management
  • on-the-job learning
  • competencies
  • self-directedness
  • HUMAN-RESOURCE MANAGEMENT
  • SUSTAINED COMPETITIVE ADVANTAGE
  • FIRM PERFORMANCE
  • CAREER-DEVELOPMENT
  • MEDIATING ROLE
  • IMPACT
  • EMPLOYABILITY
  • BUNDLES
  • PERSPECTIVE
  • TURNOVER

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