Competency-Based Human Resources Management in Sustainable Organizations
A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".
Deadline for manuscript submissions: closed (15 November 2022) | Viewed by 21182
Special Issue Editors
Interests: human resources management; knowledge management
Special Issue Information
Dear Colleagues,
One of the main objectives of any organization is to have efficient, committed, dynamic and integrated employees. For this reason, human resources policies (personnel selection, training, promotion and career development, motivation, remuneration, etc.) are of vital importance in the strategic management process of the company.
In this context, competency-based management is appropriate. Knowledge and experience are no longer considered differentiators that create competitive advantage and add value to the organization, once people's motivation, commitment, behavior, etc. must also be considered. In this way, excellent and not merely satisfactory performance of the tasks and job activities can be achieved and gain an advantage over competitors by being difficult to copy or imitate. Competency-based human resource management allows us to achieve this dual objective, as it integrates not only knowledge and experience, but also other human attributes, both objective and subjective, which are more complex.
With the competency-based management approach, the traditional job concept is blurred, organizational charts are simplified, and the different tasks can be compared with each other, so that the possibilities for mobility, promotion, career, replacement, rotation, etc., can be organized more rationally. Competency-based management has also affected decision-making processes, which have become more decentralized. Although autonomy has been encouraged and each person assumes his or her own responsibility, there are increasingly joint projects and work teams that need to combine the competences of their members to achieve the objectives, so there must be transparency and a greater exchange of information and knowledge between all.
Another relevant aspect of competency-based human resource management is its relation to knowledge management and to learning processes at individual, collective and organizational levels. Companies that want to enhance their competitiveness need to plan strategic models of human management based on learning, knowledge and competences as determining principles to create and maintain a sustainable organization.
The document adopted by the UN in 2015, “Transforming our world: the 2030 Agenda for Sustainable Development”, describes 17 Sustainable Development Goals (SDGs). SDGs must be achieved by multiple agents, including governments, public administrations, companies, citizens, etc. This includes foundations, associations, non-governmental organizations, etc., that seek social improvement, regarding the presented context. In this sense, any organization should encourage and promote sustainability. Therefore, we consider a sustainable organization the one that it is in line with the fulfilment of the SDGs, regardless of its public or private nature.
The topics of this issue include, but are not limited to, the following:
- Assessment;
- Challenges of competency-based human resources management in sustainable organizations;
- Contribution of competency-based human resource management to the SDGs;
- Entrepreneurial competences;
- Human resources planning;
- Internal communication;
- Job evaluation;
- Knowledge management;
- Learning culture;
- Managerial competences;
- Organizational learning;
- Promotion and career development;
- Recruitment and personnel selection;
- Reward systems;
- Socio-emotional competences;
- Staff restructuring;
- Teleworking;
- Training.
Dr. Lourdes Canós-Darós
Dr. Anielson Barbosa da Silva
Guest Editors
Manuscript Submission Information
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Keywords
- competency-based management
- human resources management
- sustainable organizations
