人力资源发展和基于资源的核心竞争力模型：诊断和评价的方法外文翻译.docVIP

外文翻译 原文 Human Resource Development and the Resource-Based Model of Core Competencies: Methods for Diagnosis and Assessment Material Source：Human Resource Development Review 2008 7: 387 Author：Alan Clardy The resource-based theory of organizational performance emphasizes the sustained competitive advantages gained from production capabilities that are rare and hard to imitate. Under certain conditions, such capabilities become core competencies and tend to involve the firm’s human resources.There is not yet a standard research protocol for how to research core competencies.Based on a review of existing studies on core competencies from a variety of fields, a framework for studying core competencies is proposed here based on four questions: Does the firm have a competitive advantage?If so, is it based on capabilities? What is the nature of the specific core competencies involved? Does the competition have core competencies, and if yes, what are they? The implications of this model for researchers and practitioners are discussed. Keywords: resource-based theory; human resource development; diagnosis and research; core competencies One standard, recommended human resource development (HRD) practice is needs or front-end assessment, whereby the knowledge, skills, and abilities(KSAs) needed for job or task performance are identified and then used as the basis for assessing the extent to which individuals in those jobs possess those KSAs (Goldstein Ford, 2002; Rothwell Kazanas, 1992). The KSA construct has been expanded to the broader concept of competency as any “underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job situation” (Spencer Spencer, 1993, p. 9). As such, competencies are more than learned KSAs but include qualities such as motives, traits, self-concept, values, and so on. Because of the obvious connections to performance, competency has been a theoretical and research focus