Abstract
Human resource management (HRM), in contrast to “personnel
management” and “personnel administration”, is often
held to be proactive rather than reactive, strategic rather than
tactical, and integrated with corporate strategy rather than marginal or
peripheral. Argues that it is important to distinguish several
dimensions of “integration” ‐internal, external and
institutional – and that the strategic integration of human
resource development (HRD) is achievable through the adoption of
career‐focused, competence‐based models. However, existing competence
frameworks are criticized for their generic character, their
retrospective orientation, their abstract nature and their focus on the
individual job rather than the career stream or wider organizational
role. Prospective, organization‐specific, anchored, collaborative and
career‐focused models seem more promising vehicles for achieving not
only “internal integration” – the consistent, coherent
application of a range of HR policy levers – but also
“external integration”, the integration of HR strategies
with corporate strategies. Explores such a framework in relation to two
empirical studies of competence‐based approaches to managerial
assessment and development, one a management development programme in
the National & Provincial Building Society, the other a senior
management development workshop in Oxford Regional Health Authority.
Subject
Organizational Behavior and Human Resource Management,Applied Psychology
Cited by
32 articles.
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