Title: Managers' perception with reference to the Durand's model of competency development

Authors: M. Kameshwar Rao; Sasmita Palo

Addresses: Department of Management Studies, National Institute of Technology, Tiruchirappalli-620015, India. ' School of Management and Labour Studies, Tata Institute of Social Sciences, Mumbai, India

Abstract: Organisations to be competitive must strive to produce the better results constantly. The ways in which the work is done requires a need for upgrading workplace knowledge, skills and competencies. Developing a competent workforce is a key component for any organisation; despite this it is understood that little attention has been paid to the competence development especially in India. This article attempts to explore the way competencies are developed by the executives of two large public sector organisations in India with reference to the Durand's model. This study uses the quantitative methodology with a sample size of 375 managers of two public sector units to analyse the objective. ANOVA and Tukey HSD test were employed to see the mean difference across these managerial levels and to statistically test the significance of this assertion with the 12 styles. The findings of the study reveal that not all the elements are equally important for managers belonging to one of the four levels. The research analyses the justification and rationale on the integration of the competency developmental elements of the model into practice to provide a road map for the HRD interventions.

Keywords: managerial competencies; competency development; elements of competency; managerial perceptions; India; Durand; public sector management; HRD; human resource development.

DOI: 10.1504/IJBPM.2013.050509

International Journal of Business Performance Management, 2013 Vol.14 No.1, pp.19 - 37

Available online: 19 Nov 2012 *

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