International Comparative Study on Competency Management for High Performance Global Managers

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  • 高業績グローバルマネジャーのコンピテンシー活用に関する国際比較調査

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Abstract

In accordance with the progress in overseas business expansions undertaken by enterprises, there is an increasing need for the effective development of human resources in order to select excellent global managers at an early stage, to assign them with global positions in line with their aptitudes, and to promote their display of talents. In light of such conditions, companies, consultants, and researchers, with the initiative taken mostly by European and American companies, are focusing on global competencies (job behavior characteristics on a global scale), and are developing and introducing its definitions and standards. However, it has also been pointed out that the introduction of a uniform competency system, so far led by the headquarters of European and American companies, gives rise to a sense of discrepancy, in the case of transfers to regions with different social and cultural environments. Consequently, in the face of future developments of global competencies, it is considered essential to categorize global competencies into those having cross-regional universality and into those having regional idiosyncrasies, and to conduct competency management by effectively combining these two categories. The objectives of this study are, in light of the awareness of issues as mentioned above, to clarify the crossregional universality and regional idiosyncrasies, and to also test empirically the relationship between competencies and job performance relationships common to various regions. Activities for research and studies were conducted from September 2001 in a 3-year plan over the following three phases. In the first phase, a review was made over pre-studies, upon which a hypothesis for global leadership competency was established. In the second phase, as a preliminary research, the validity of the hypothesis was verified based on interview surveys to 30 global managers from 10 countries, and the reliability of the hypothesis based on the results of a short questionnaire to 138 senior human resources managers from 19 countries. In the third phase, a main questionnaire survey via website was conducted to approximately 2,000 middle managers and their superiors from 20 multi national companies in the manufacturing industries (automobile, electric & electronic, chemical, oil). The results of this research, subject to an analysis of variance made by comparing the average value of the use of competencies in various regions, indicate that no significant regional differences were identified in competencies "Commitment to Success" and "Creative Thinking", while significant regional differences were confirmed in the remaining 16 competencies. Moreover, a comparison of the average use of competencies between the high performance managers and low-to-average performance managers shows that there is a significant difference in their use of competencies.

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