Competency-Based Learning for Organizational Managers

Competency-Based Learning for Organizational Managers

Donta S. Harper (University of Washington, USA)
DOI: 10.4018/978-1-5225-5255-0.ch005

Abstract

The chapter focuses on the organizational manager's competency-based learning and the assessment of such learning. Through a broad assessment, the reading provides insights for approaches in learning institutions and corporate environments. Clear linkages are discussed for partnering to meet business needs. Competency-based learning in this chapter is addressed from behavioral perspectives, which are teachable and learnable approaches to develop talent. This assessment identifies problems and provides certain solutions to focus on, and offers key messages throughout the reading. The reader will grasp that competencies are measurable, that they must meet certain business needs, and are developed in partnership work best. Finally, the chapter provides readers with certain insights regarding behavioral competencies' future as a continued tool, and how innovations enhance the appeal of continued utilization and growth of behavioral competencies in businesses and education.
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Competency

In literature, there are various definitions for competencies, and there are various functions of competencies (Job & Robotham, 1997; Sangha, 2016; Schippmann, 2000). In the U.S., the idea of competencies dates to the seminal work of McClelland in the 1970s, Testing for Competence Rather than for Intelligence. McClelland described competencies as behavioral, and characteristics of competencies as knowledge, skill, self-concept, trait, and motive competencies, which represent the central personality. McClelland stated, “Competencies are underlying characteristics of people and indicate ways of behaving or thinking, generalizing across situations, and enduring for a reasonably long period of time” (McClelland, 1973, p. 10).

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