The development and validation of a partial competency model for branch managers in the clothing retail industry
ENGLISH ABSTRACT: Understanding and measuring job performance constructs enables organisations to utilise their human resources more effectively. The job performance of workers can be conceptualised on two levels, namely on a job result or outcome level (e.g. sales figures, units produced) and on a behavioural level (e.g. planning a budget, attentiveness to customers). To the extent that the former is within the control of the worker responsible, its success is a function of the worker?s behaviour on the job. Successful performance on the job outcome level for which the job exists thus requires specific levels of performance (i.e., competence) on the behavioural competencies in that the latter complexly determines the former. The level of performance achieved on the outcome level could, however, also recursively feed back onto the level of performance reached on the behavioural competencies. A complex network of causal influences thus exist between the job outcomes for which the job exists and the latent behavioural competency variables.Although this multi-dimensional structural model between job behaviour and job outcomes are widely recognised in theory, it is not often developed or tested in practice. Such models will give credence to performance criteria used as part of performance management and will also assist organisations in selecting and evaluating job success predictors. In addition, these models can serve as diagnostic tools for organisational development.This research study develops and evaluates a performance or competency structural model for branch managers in the clothing retail industry. The results seem to suggest a reasonable good fit for the exogenous model (i.e. competency measurement model), but a poor fit for the endogenous model (i.e. job outcomes measurement model). Due to estimation problems with the endogenous model, multiple regression analysis is used instead of the more appropriate analysis in this case, structural equation modelling, for evaluating the structural model. The regression results confirm the importance of certain competencies in terms of unit performance and provide understanding of the rather complex performance domain.
Year of publication: |
2012-01-17
|
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Authors: | Van der Bank, Francois |
Other Persons: | Theron, C.C. (contributor) |
Institutions: | Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology. (contributor) |
Publisher: |
Stellenbosch : Stellenbosch University |
Subject: | Pep Stores (Firm) | Executives | Rating of | South Africa | Executive ability | Stores, Retail | Management | Clothing trade | Industrial psychology |
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