Developing a job performance-oriented competency model of employees (National Iranian Drilling Company)
alireza soveidi
1
(
PhD candidate, Department of Public Administration, Birjand Branch, Islamic Azad University, Birjand, Iran
)
Mohammad Mohammadi
2
(
Assistant Professor, Department of Public Administration, Birjand Branch, Islamic Azad University, Birjand, Iran
)
NourMohammad Yaghoubi
3
(
Professor, Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran.
)
Keywords: job performance, task performance, contextual performance, employee competence,
Abstract :
The current research has been done with the aim of providing a model of competence development aimed at the functional dimensions of employees. In terms of orientation, this research is of an applied type, which is carried out with an inductive approach. The strategy of this research is qualitative and exploratory, and it has been done in a cross-sectional way in terms of time. The statistical sample in this research includes 14 human resource management experts, including managers of National Iranian oil drilling and university professors, who were selected with a non-random purposeful method and snowball technique. A semi-structured interview was used to collect data. Qualitative data analysis has been done with thematic analysis approach using Attride-Stirling coding method. The findings of data coding showed that the competency development model aimed at the functional dimensions of employees includes 80 basic themes, which are categorized into 22 organizing themes and five comprehensive themes. Overarching themes include functional competencies (knowledge, technical skills, appropriate behavior, work commitment, coaching and leadership); mental competences (being absorbed in work, job calling, psychological ability, collectivism spirit and job attachment); Contextual competences (organizational citizenship behavior, helping colleagues, selflessness, openness); and being innovative (proactivity, creativity, ability to solve problems, present ideas); and adaptive competencies (adaptability, emotional intelligence, resilience and job stress management.(
Keywords: job performance, task performance, contextual performance, employee competence
- Introduction
Competence is considered as one of the main elements in determining the overall productivity of the organization. For any business, ensuring that team members have the necessary skills and qualities for their assigned roles is critical to success. 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 the field of performance, which is referred to as performance-oriented competence. One of the main goals of any professional, whether a manager or an employee, is to deliver high performance at work and support colleagues and teams to do the same. 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. With this description, it seems more logical that instead of emphasizing the job performance, the competencies focused on performance dimensions should be considered. This study has been conducted with the aim of providing a model of competencies aimed at the functional dimensions of employees. The main goal of this research is to answer the question, what are the characteristics of the competency development model aimed at the functional dimensions of your employees.
- literature review
There is a broad consensus in the scientific community that job performance consists of two interacting components. According to Putra et al. (2024), job performance consists of two main parts: 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, 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 comes back 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.(
Putra et al. (2024) showed in a research 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 in a research. While emphasizing the negative impact of stress on performance, this study showed 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.
- Methodology
In terms of orientation, this research is of an applied type, which was carried out with an inductive approach and thematic analysis strategy. The statistical population of the qualitative section includes human resource management experts, including university professors. Sampling was done in a non-random purposeful way with the snowball technique. Sampling continued until reaching the level of theoretical saturation and data sufficiency. In this way, a sample of 14 experts were invited for an interview. The main tool of data collection is semi-structured in-depth interview. The proposed Etrid-Sterling method is one of the conventional coding methods in thematic analysis. The network of themes includes three categories of codes and concepts, including basic themes, organizing themes, and comprehensive themes. Data analysis was done using Maxqda software.
- Result
In the first stage of analysis (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 open codes into basic themes. In this way, the 80 counted codes were categorized into 21 basic themes. Based on the analysis of qualitative data obtained from in-depth and exploratory interviews and the coding of the interviews, according to the opinion of the participants, the dimensions and components of competences related to the functional dimensions of employees were identified. Task competencies have been 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 are related to the attitudinal competencies of the employees. Contextual competencies are the third theme of the organizer in the competency development model aimed at the functional dimensions of employees. Being innovative is another theme identified in the competency development model aimed at the functional dimensions of employees. Adaptive competencies have been the last organizational theme identified in the development model of competencies aimed at the functional dimensions of employees.
- Discussion
The model presented in this research is one of the first models to explain the competencies aimed at the performance of employees, which was developed in the country. The knowledge-enhancing contribution of this research is that it has gone beyond the well-known model of task performance/contextual performance and has presented a model with more elegance and complexity (including 5 main components and 22 subcategories) through an exploratory approach.
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