Competency Model Essay

5613 Words Jul 24th, 2014 23 Pages
PROPOSAL FOR Ph.D. THESIS

Area of Study

MANAGEMENT IN THE LOCAL GOVERNMENT

Proposed Title:

FACTORS RELATED WITH THE IMPLEMENTATION OF MAINTAINING AND DEVELOPING COMPETENCIES IN THE MANAGEMENT OF HUMAN CAPITAL IN NEWLY ELECTED OFFICIALS IN LOCAL AUTHORITIES IN GREATER LONDON

1. Introduction:

A new term for managing employment is Human Resource (HR) has gained rapid and widespread acceptance in worldwide. But still there is some ambiguity remains in between HR and traditional Personnel management. HRM’s main principle is “our human resources are our most important asset”. Others emphasize that it is all about matching employment practices to an organization’s
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“The trouble with a large segment of American management is attributable to two misguided attitudes: American managers are too worried about short term profits and too little concerned about their workers” (The New York Times Sunday Magazine, 3 January 1981).

Clearly, both of these problems related to the human resource management of the firm. While the second is obvious, it is also true that the short-run outlook of managers is rooted in less obvious human resource issues involving the management of rewards and careers (Devanna M. Ann, 1981). In practice, the HR function within organisations in the UK (and elsewhere) is infinitely flexible, organisationally contingent over time and driven principally by the external contexts of the age; and these often change within short periods of time. Indeed, the history of HR in the UK and elsewhere shows that it has had to change its priorities and focus its activities by re-inventing itself continuously. This has been largely in response to external socio-economic factors beyond the immediate control of HR practitioners or senior managers. For these reasons a variety of definitions, frameworks and models can be found in any of the basic (or not so basic) texts and in the wide range of articles examining and exploring the functions, roles and antecedents of contemporary HRM in organisations (Farnham, 2010). It is this context that the study intends to investigate to what extent human resource

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