Identification of Managerial Competencies for Establishing a Conceptual Framework for HRD Practioners

The competency movement is gaining momentum and popularity in Indian organizations. There is a lack of clarity as to what is meant by the term ‘competence’, which is due to the lack of consensus in efforts to define effective management. Apart from this, there is also an underlying uncertainty about the practicability of establishing generic managerial competencies. Most sets of “management competencies” are developed without recognition of their inherent contradictions and without due regard to their contextuality (Steve McKenna, 1999). The first main aim of this article is to analyse the different competency studies done so far and other research findings related to the methodology used in identifying managerial competencies. Second, this study also examines the extent to which there are competencies that are generic to professions, through a review of literature and theories, on the competency perspective. Third, deriving from the previous theory and some empirical evidence, a new theoretical competency framework is suggested. And finally, the paper ends by drawing the conclusions about the necessity of having established managerial competencies and sheds a light upon the future implications for the HR practitioners.