Reliability and Validity Testing and Analysis of IPMA-HR Competency Model in China

By Zhang, Jin; Zheng, Quanquan et al. | Public Personnel Management, Spring 2012 | Go to article overview

Reliability and Validity Testing and Analysis of IPMA-HR Competency Model in China


Zhang, Jin, Zheng, Quanquan, Sun, Li "Linda", Zheng, Lu, Public Personnel Management


Introduction

With the approaching of the knowledge economy, the human resource has become the most significant and strategic core element in all resources. Compared with traditional HR management, today's human resources face new challenges, new roles and new functions in terms of its objectives, scope and purposes. (1) What is more, the study of employee's competency has become the driving engine that pushes forward the revolution of human resources. As early as in 1999, the Office of Personnel Management (OPM) in the United States indicated in one of its research reports that competencies bear important significance for the human resources in the economic transitional period.

The report concluded that competency dramatically improves employee's work performance, contributes to the communication of organization demand, and cost control as well as customer satisfaction. As a strategy, it enhances the linkage among organization culture, achievement and personal growth. As a tool, it helps clarify employees' responsibilities and required skills in a more general and integrated way. As a method, it integrates not only the performance of individuals and teams within organizations, but also vision, strategy and outside environment as well. (2)

The competency model, in particular, plays a fundamental and decisive role in human resource management as it clearly manifests a series of competencies with which an employee must be equipped with in doing certain tasks and achieving certain goals. In addition, it also recognizes all of the significant behaviors, skills and knowledge that exert a great impact on the individual success of certain occupations and posts. (3)

The competency model developed by IPMA-HR in 1997 is generally regarded as one of the most significant models that feature the human resources in a transitional period, which identifies HR competencies in an effective manner (www.ipma-hr.org).

The IPMA-HR competency model is made up of 22 HR competencies in total and maintains its foresight in designing the HR Professional into four main roles, namely Expert, Business Partner, Change Agent and Leader. Every role, with certain competencies, carries out its own responsibilities in the working context and organization environment. Each role also has specialization with work and close association with each other. To be specific, Business Partner requires 12 competencies; Change Agent 14 competencies and the leader 8 competencies. Expert has one competency identified which is closely related to its career.

The formation of the IPMA-HR Competency Model marks a fundamental revolution of HR management responsibility through a paradigm change. Traditionally, enterprises and public agencies mostly follow such a HR management pattern, in which human resource managers are in charge of people while business managers take responsibility for conducting the business. As a result, human resource managers are not held liable for the enterprise's performance. However, in the IPMA-HR Competency Model, HR Professionals must accept more important responsibilities to lead and manage change and performance of the organization and individuals for successful results. (4)

Application and Testing of IPMA-HR Competency Model in China

Since 2004, in partnership with IPMA-HR, the Training Center of State Administration of Foreign Experts Affairs (TCSAFEA) in China has introduced the IPMA-HR competency model and IPMA-HR Professional training and certification program for HR management institutions of Chinese commercial and industrial companies as well as China's governmental HR agencies (www.tcsafea.org.cn).

This introduction will surely upgrade China's HR management to be more scientific, knowledgeable, systematic and international. Also, it will help develop a large number of the contemporary HR Professionals and thus improve Chinese HR management level. (5)

According to the information from IPMA-HR, up to late 2011, there have been almost 4,000 managers who come from Chinese enterprises and public agencies have enrolled in IPMA-HR training program and certification tests. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Reliability and Validity Testing and Analysis of IPMA-HR Competency Model in China
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.