The idea for this paper emerged out of a discussion about the problems inherent in the use of the concept of competence/ competency in developing the system of measurement for training needs. The measuring system for the training needs don't largely c...
The idea for this paper emerged out of a discussion about the problems inherent in the use of the concept of competence/ competency in developing the system of measurement for training needs. The measuring system for the training needs don't largely consider the levels of analysis, even so the new approaches such as job competency or core competencies. They could, therefore, encounter some analytical difficulties for identifying the training gap for effective performances.
This paper emphasizes that we have to consider the multi-layerings of job characteristics in identifying training needs in order to cope with the performance problems. If we have differential training needs at the levels of analysis of a job, we could easily find out the performance problems of job incumbents. And we could provide different training programs with respect to the levels of analysis of job more effectively. In particular, since (core) competencies approach is both multi-dimensional and multi-layered measuring system, we must make clear which human resource management function is to be needed as relevant. Which policy is relevant to solve the performance problems in organizations, training-oriented or selection-oriented policy? This paper recommends a differential validity approach.