Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

If You Use a Screen Reader

This content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.

Does alignment elicit competency-based HRM? A systematic review

Mieke Audenaert, Alex Vanderstraeten, Dirk Buyens and Sebastian Desmidt
Management Revue
Vol. 25, No. 1 (2014), pp. 5-26
Published by: Rainer Hampp Verlag
Stable URL: http://www.jstor.org/stable/24331299
Page Count: 22
  • Read Online (Free)
  • Download ($19.00)
  • Subscribe ($19.50)
  • Cite this Item
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Does alignment elicit competency-based HRM? A systematic review
Preview not available

Abstract

Internationally, human resource practice is committed to competency-based HRM. HR practitioners and management consultants expect the outcomes of competency-based HRM to include improved employee and organizational performance. However, research indicates that a commitment to the use of competency-based HRM does not automatically guarantee these outcomes. Therefore, HR practitioners have called for academic work to enhance our understanding of the process of effective competency-based HRM. This paper addresses this call by systematically reviewing the existing body of evidence. The conducted systematic review indicated that the effectiveness of competency-based HR depends on the degree of several types of alignment. More specifically, we first identified four crucial types of alignment in this process: (1) vertical alignment, (2) internal alignment, (3) alignment of line managers, and (4) alignment of employees. Subsequently, based on these drivers of effectiveness and drawing from the HRM literature, we developed a process model of competency-based HRM. This process model interlinks the identified types of alignment and acknowledges the conditions in which this process occurs.

Page Thumbnails

  • Thumbnail: Page 
[5]
    [5]
  • Thumbnail: Page 
6
    6
  • Thumbnail: Page 
7
    7
  • Thumbnail: Page 
8
    8
  • Thumbnail: Page 
9
    9
  • Thumbnail: Page 
10
    10
  • Thumbnail: Page 
11
    11
  • Thumbnail: Page 
12
    12
  • Thumbnail: Page 
13
    13
  • Thumbnail: Page 
14
    14
  • Thumbnail: Page 
15
    15
  • Thumbnail: Page 
16
    16
  • Thumbnail: Page 
17
    17
  • Thumbnail: Page 
18
    18
  • Thumbnail: Page 
19
    19
  • Thumbnail: Page 
20
    20
  • Thumbnail: Page 
21
    21
  • Thumbnail: Page 
22
    22
  • Thumbnail: Page 
23
    23
  • Thumbnail: Page 
24
    24
  • Thumbnail: Page 
25
    25
  • Thumbnail: Page 
26
    26