Horton SThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 4. Start page: 354. No of pages: 15
Investigates the extent of competency-based management in the British civil service based on a survey of civil service departments. Reports the widespread use of competency frameworks but the lack of a common framework, the introduction tending to be fragmented and ad hoc. Also states that it would appear to be difficult to develop competency frameworks. Details the holistic approaches to competency management adopted by four departmental agencies and one government department before outlining other developments in competency management, such as the introduction of national vocational qualifications, the Citizen’s Charter, the Investors in People award and, most importantly, the benchmarking of all departments and departmental agencies based on the European Business Excellence Model.
Subject(s): COMPETENCES, CIVIL SERVICE, UNITED KINGDOM, BENCHMARKING
Database: HRMA: Human Resource Management Abstracts PS: Public Sector Management
Style: Survey. ISSN: 0951-3558. Reference: 29AZ415
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm