Publication: İnsan kaynakları yönetimi çalışanları için yetkinlikler ve bir araştırma
Abstract
TEZ ÖZETİ Son yıllarda örgütler hedefledikleri başarıya ulaşmada ve sektörlerindeki rakiplerine karşı rekabet üstünlüğü sağlamada, çalışanlarının sahip olduğu bilgi, beceri ve davranış özelliklerinin çok büyük önem taşıdığını farketmişlerdir. Kısaca yetkinlikler adı verilen bu özellikler, çalışanların hem yaptıkları işi tam ve kaliteli yapmalarında, hem de örgüte değer eklemede rol oynamaktadırlar. Geleneksel iş dünyasının değer ve yöntemleri, gittikçe hızlanan değişim rüzgarları ve küreselleşme yüzünden bu yeni ortamda bir bir etkisiz kalmaktadır. Artık iş tanımları, örgüt şemaları ve örgüt içi kurallar yeni çıkan işlere ve örgüt yapılarına cevap verememekte ve eğitim düzeyi gittikçe artan işgücü, örgütün olduğu kadar kendi bireysel gelişimlerini de düşünen ve sahip oldukları bireysel özellikleri dikkate alan yapılar ve yöntemler talep etmektedirler. Bu çalışmada, yetkinliklerin genel bir tanımı yapıldıktan sonra, İnsan Kaynakları fonksiyonlarıyla yetkinlikler arasındaki ilişki incelenmiştir. Yetkinlik bazlı yaklaşımın tüm örgüte yayılıp, etkin bir şekilde uygulanabilmesi için, öncelikle çalışanları en çok ilgilendiren fonksiyonlarda eksiksiz ve uyumlu bir şekilde kullanılması gerekmektedir. Bu nedenle bu çalışma yetkinliklerle ilgili literatürdeki sınırlı sayıdaki çalışmalardan sözetikten sonra, İnsan Kaynakları çalışanları için gerekli olan yetkinlikler üzerinde yoğunlaşmıştır. Çünkü İnsan Kaynakları uygulamaları örgütteki her seviyedeki çalışanı doğrudan etkileyen uygulamalardır. Bu uygulamalar aynı zamanda üst yönetimin çalışana nasıl yaklaştığının da canlı bir göstergesidir. Bu çalışmada İnsan Kaynakları çalışanları için daha önce yapılan çalışmalarda elde edilen yetkinliklerden bir liste oluşturuldu. Bu listedeki yetkinlikler Ulusal Bank T.A.Ş. çalışanlarına bir anket olarak sunuldu ve her bir yetkinliğin belirtilen İnsan Kaynakları pozisyonları için gerekli olup olmadığı sunuldu. Araştırma sonuçları farklı pozisyonlardaki İnsan Kaynakları için farklı yetkinliklerin öncelik taşıdığı görüşünü ortaya çıkardı. Ayrıca bazı yetkinliklerin tüm çalışanlar için üst sıralarda yeraldığı ve ünvan arttıkça çalışanın sahip olması gereken yetkinliklerin de sayısının arttığı ortaya çıktı.
In the last decade, companies noticed that the knowledge, ability and the behavior of their employees played very important role in gaining a competitive advantage in the face of rivals and in reaching their business objectives. These knowledge, abilities and behaviors can be called as “competencies” in short and they have an important role in improving the employees’ work quality and in increasing the value added to the company as a whole. Traditional and accustomed methods and values of business world became useless in front of the globalization and pacing winds of change. Nowadays, job descriptions, organization charts, policies and procedures cannot respond the requirements of new types of businesses and companies. Furthermore, highly educated and more demanding work force began to request methodologies and organization structure which take into account their personal development as well as business success of a company. In this study, after mentioning the general definition of what a competency is, their relationship between HR functions was examined. They are needed to be used very effectively and efficiently in the functions like HR which is mostly interested in by all employees in order to be accepted and diffused as a whole in the company. Therefore, after mentioning the limited number of studies in the literature, it was focused on the required competencies for HR people. This was because HR applications affect directly every employee in the company. These applications are also the mirror which shows the attitude of top management towards to work force in general. In this study, first the competencies which were mentioned in the previous studies were listed. This list was shown to the employees of Ulusalbank and they were asked that whether each competency in the list was necessary for the HR people or not. The results have shown that the holder of different HR positions was expected to have different competencies. Furthermore it was seen that some competencies were believed necessary for all the positions in HR. Another result was that as the position in the HR hierarchy goes up, the number of competencies demanded also increases.
In the last decade, companies noticed that the knowledge, ability and the behavior of their employees played very important role in gaining a competitive advantage in the face of rivals and in reaching their business objectives. These knowledge, abilities and behaviors can be called as “competencies” in short and they have an important role in improving the employees’ work quality and in increasing the value added to the company as a whole. Traditional and accustomed methods and values of business world became useless in front of the globalization and pacing winds of change. Nowadays, job descriptions, organization charts, policies and procedures cannot respond the requirements of new types of businesses and companies. Furthermore, highly educated and more demanding work force began to request methodologies and organization structure which take into account their personal development as well as business success of a company. In this study, after mentioning the general definition of what a competency is, their relationship between HR functions was examined. They are needed to be used very effectively and efficiently in the functions like HR which is mostly interested in by all employees in order to be accepted and diffused as a whole in the company. Therefore, after mentioning the limited number of studies in the literature, it was focused on the required competencies for HR people. This was because HR applications affect directly every employee in the company. These applications are also the mirror which shows the attitude of top management towards to work force in general. In this study, first the competencies which were mentioned in the previous studies were listed. This list was shown to the employees of Ulusalbank and they were asked that whether each competency in the list was necessary for the HR people or not. The results have shown that the holder of different HR positions was expected to have different competencies. Furthermore it was seen that some competencies were believed necessary for all the positions in HR. Another result was that as the position in the HR hierarchy goes up, the number of competencies demanded also increases.