CHANGE OF THE ORGANISATION CULTURE – THE MAIN DRIVER FOR IMPLEMENTING COMPETENCY FRAMEWORKS

Alina Profiroiu and Roxana HURDUBEI (ionescu) ()
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Roxana HURDUBEI (ionescu): Administration and Public Management Faculty, Bucharest University of Economic Studies

Proceedings of Administration and Public Management International Conference, 2014, vol. 10, issue 1, 91-99

Abstract: More and more companies across the Middle East consider vital for their success to streamline their human resources processes and one area of particular focus is the development and implementation of competency frameworks. The purpose of this research is to show that regardless of the type of organisation, the change of the organisation culture is the main driver for implementing competency frameworks. The study was conducted by analysing the interviews of business leaders from companies that decided to implement competency frameworks across their main human resources processes. The companies are from government and private sectors in United Arab Emirates and Oman. They conduct their businesses locally or regionally across a wide range of industries and have a very diverse workforce in terms of size, nationalities and qualifications. Many business leaders consider, as Peter Drucker said, that “Culture eats strategy for breakfast. Therefore, if a company wants to be successful, it is essential to develop a relevant competency framework and embed it in the human resources processes for supporting its strategy and achieving its business objectives.

Keywords: organizational culture; change; competency frameworks (search for similar items in EconPapers)
Date: 2014
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