Introduction - the competency movement - its origins and impact on the public sector
By: Horton, Sylvia
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Material type: 
ArticlePublisher: 2000Subject(s): Competência | Setor Público | Skills | Gestão de PessoasThe International Journal of Public Sector Management 13, 4, p. 306-318Abstract: This introduction seeks to locate th origins of the competency management in American and British management concerns with declining international competitiveness and the need for more efficient and effective managers. It examines the distinctive American and Bristish approaches and identifies and defines the deas, concepts and techniques into the public sector accompanied the spread of new public management, which has increasd throughout the 1990s. The movement is now an international one prompted by both the OECD and the managemetn consultancy industry. The process of adoption and implementation has tended to be pragmatic and ad hoc but evidence suggests it is now becoming an important vehicle for organisational cultural chage. This introduction provides the backdrop for the remainng five articles in this special issue of the journal, which illustrate both developments in theory and practices of competency-based management withi public services
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This introduction seeks to locate th origins of the competency management in American and British management concerns with declining international competitiveness and the need for more efficient and effective managers. It examines the distinctive American and Bristish approaches and identifies and defines the deas, concepts and techniques into the public sector accompanied the spread of new public management, which has increasd throughout the 1990s. The movement is now an international one prompted by both the OECD and the managemetn consultancy industry. The process of adoption and implementation has tended to be pragmatic and ad hoc but evidence suggests it is now becoming an important vehicle for organisational cultural chage. This introduction provides the backdrop for the remainng five articles in this special issue of the journal, which illustrate both developments in theory and practices of competency-based management withi public services
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