Developing a job performance-oriented competency model of employees (National Iranian Drilling Company)

Subject Areas : Human resources management)

alireza soveidi ¹ , Mohammad Mohammadi ² , NourMohammad Yaghoubi ³

1 - PhD candidate, Department of Public Administration, Birjand Branch, Islamic Azad University, Birjand, Iran
2 - Assistant Professor, Department of Public Administration, Birjand Branch, Islamic Azad University, Birjand, Iran
3 - Professor, Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran.

Received: 2024-04-06 Accepted : 2024-06-02 Published : 2025-12-22

Keywords: job performance, task performance, contextual performance, employee competence,

Abstract :

The present study was conducted to develop a competency model focused on the performance dimensions of employees. This research was applied in terms of orientation and was conducted using a mixed-exploratory method. The qualitative part was conducted with an inductive approach, using the thematic analysis strategy. The statistical sample of this part were 14 human resource management experts, including managers of the human resource management unit of the National Iranian Drilling Company and university professors, who were selected using a non-random, purposeful method and snowball technique. Semi-structured interviews were used to collect the data. Qualitative data analysis was conducted with the thematic analysis approach using the Atread-Stirling coding method. The quantitative part was conducted using a survey strategy in order to validate the proposed model. The statistical sample of this part included 154 employees with superior performance in the National Iranian Drilling Company in the last 5 years, who were selected using the convenience sampling procedure. Quantitative data analysis was conducted using Smart PLS3 software and confirmatory factor analysis method. The findings from the data coding showed that the competency development model, focused on employee performance dimensions, includes 80 basic themes that are categorized into 22 organizing themes and five overarching themes. The overarching themes include task competencies (i.e., knowledge, technical skills, appropriate behavior, work commitment, coaching, and leadership); attitudinal competencies (including engagement in work, career calling, psychological competence, collectivism, and job commitment); contextual competencies (i.e., organizational citizenship behavior, helping colleagues, selflessness, and enthusiasm); innovativeness (encompassing proactivity, creativity, problem-solving ability, and idea presentation); and finally adaptive competencies (i.e., adaptability, emotional intelligence, resilience, and job stress management). The quantitative data analysis confirmed the validity and fit of the model.

Key Words: job performance, task performance, contextual performance, employee competence

 

1.Introduction

Competence is considered as one of the main elements in determining the overall productivity of the organization. For any business to succeed, ensuring that its team members have the necessary skills and qualities for their assigned roles is critical. It is common for businesses to define specific areas of competency that ensure success in specific situations or roles. An important part of employee competence is related to performance, which is referred to as performance-oriented competence. A primary goal of any professional, whether a manager or an employee, is to achieve high performance at work while supporting the success of colleagues and teams. Consequently, the concept of employee performance (sometimes called job performance) is an important element in management. However, although the term job performance is a widely used tool in management, organizations rarely address what job performance actually is, what dimensions it includes, and in which areas of organizational performance it is important. Given this description, it seems more logical, it seems more logical to prioritize competencies related to performance dimensions rather than focusing solely on job performance. This study is an attempt to develop a model of competencies aimed at the functional dimensions of employees. The main goal of this research is to answer the following research question:  What are the characteristics of a competency development model aimed at the functional dimensions of employees.?

2. Literature Review

There is a broad consensus in the scientific community that job performance consists of two interacting components: task performance and contextual performance. According to Putra et al. (2024), task performance describes the main job responsibilities of an employee. It is also called "role prescribed behavior" and is reflected in specific work results and outcomes as well as their quality and quantity. Contextual performance goes beyond formal job responsibilities. Also known as "optional extra-role behavior", contextual performance is reflected in activities such as coaching colleagues, strengthening social networks in the organization, and doing more for the organization (Potra et al., 2024). A part of the employees' functional competencies is related to the issue of compatibility and adaptability. Previous studies have shown that when employees achieve a certain amount of perfection in their assigned tasks, they try to adapt their attitude and behavior to the different requirements of their job roles (Soni et al., 2022).

In their study, Putra et al. (2024) showed that the attitudinal preparation of employees - for example, through empowerment - plays an effective role in improving performance in both task and extra-role dimensions. Sharma et al. (2024) investigated the effect of workplace stress on employees' job performance. While emphasizing the negative impact of stress on performance, this study revealed that people who have the power to manage workplace stress show better job performance. Mazzetti et al. (2023) in a meta-analysis study showed that job involvement has a negative relationship with turnover intention among employees. Gunawan et al. (2023) conducted a study titled the effect of leadership style on the contextual performance of employees. The results of this survey study showed that leadership style has a significant effect on the contextual performance of employees.

3. Methodology

This research was applied in terms of orientation and was conducted using a mixed-exploratory method. The qualitative part was conducted with an inductive approach, using the thematic analysis strategy. The statistical sample of this part were 14 human resource management experts, including managers of the human resource management unit of the National Iranian Drilling Company and university professors, who were selected using a non-random, purposeful method and snowball technique. Semi-structured interviews were used to collect the data. Qualitative data analysis was conducted with the thematic analysis approach using the Atread-Stirling coding method. The quantitative part was conducted using a survey strategy, in order to validate the proposed model. The statistical sample of this part included 154 employees with superior performance in the National Iranian Drilling Company in the last 5 years, who were selected using the convenience sampling procedure. Quantitative data analysis was conducted using Smart PLS3 software and confirmatory factor analysis method.

4. Result

In the first stage of the analyses (open coding), the data were examined at the sentence and phrase level for each of the interviews. A total of 80 primary codes were extracted from the transcripts. In the next step, we convert these open codes into basic themes. In this way, the 80 counted codes were categorized into 21 basic themes. Based on the analysis of the qualitative data, obtained from in-depth and exploratory interviews and subsequent coding, the dimensions and components of the competences related to the functional dimensions of employees were identified according to the participants’ insights. Task competencies emerged as the first category of themes identified in the competency development model aimed at the functional dimensions of employees. Based on the data analysis, it was found that part of the performance-oriented competencies is related to the attitudinal competencies of the employees. Contextual competencies represent the third theme in the competency development model aimed at the functional dimensions of employees. Moreover, innovation emerged as another key theme identified in the competency development model. Lastly, adaptive competencies were identified as the last organizational theme identified in the competency development model focused on the functional dimensions of employees.

5. Discussion

The model presented in this research is one of the first models developed in the country that specifically addresses the competencies contributing the performance of employees. The knowledge-enhancing contribution of this research lies in advancing beyond the well-known model of task performance/contextual performance by offering a more sophisticated and comprehensive model. This model, developed through an exploratory approach, encompasses five main components and 22 subcategories.

Conflict of interests: none

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