From competence to capability: the implications for human resource development and management
From competence to capability: the implications for human resource development and management
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从能力到能力：对人力资源开发和管理的影响
DOI：
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发表时间：
1999
期刊：
影响因子：
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通讯作者：
L. Davis
中科院分区：
文献类型：
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作者：
S. Hase;L. Davis
在上世纪90年代，组织需要寻找新的方式来应对全球化和动荡的环境，这是一个老生常谈的概念。特别是，沿着人文主义路线开发和管理人力资源的重要性一直是管理文献中的一个重要主题。然而，有趣的是，我们的许多人力资源开发和管理实践仍然保持不变，基于旧的控制和权力范式。本文描述了发展和管理个人和组织能力的想法，这是一个起源于英国并在澳大利亚得到发展的概念。本文所定义的有能力的人不仅仅是有能力的人。他们有创造力，知道如何学习，有很高的自我效能感，可以在新的和熟悉的情况下使用能力，并在团队中工作得很好。我们的论点是，能力的概念为更好的人力资源开发和管理提供了一个易于理解的框架，并且可以使人们克服对变化的阻力。本文的基础是对十个澳大利亚组织的研究，以及他们如何在瞬息万变的世界中发展自己的能力。本文提供了一个建筑业和采矿业的具体案例研究来说明这一概念。
The notion that organisations need to find new ways to manage in a global and turbulent environment is now a well worn concept in the 1990s. In particular the importance of developing and managing human resources along humanistic lines has been an important theme in the management literature. However, it is interesting how many of our human resource development and management practices still stay the same, based on old paradigms of control and power. This paper describes the idea of developing and managing for individual and organisational capability, a concept originating in the UK and being progressed in Australia. Capable people, as defined in this paper, are more than competent. They are creative, know how to learn, have a high level of self-efficacy, can use competencies in novel as well as familiar situations and work well in teams. It is our contention that the idea of capability provides a framework for better human resource development and management that is easily understood, and may enable people to overcome resistance to change. The basis of this paper is a study of ten Australian organisations and how they have developed their capability in a rapidly changing world. A specific case study from the construction and mining industry is provided as an illustration of the concept.