ISSN: 2225-8329
Open access
The study was conducted in March 2010 at Bank of Khyber Main Head office, Peshawar with an object to assess competency based job performance. A stratified random sample of 60 employees from a total of 200 employees was taken for this study. Out of which 9 respondents were from top level, 36 from middle level and 15 respondents were from lower level of management. Competency of the respondents was judged in term of knowledge, skill and attitude using Likert scale. Further, a chi-square test was used to assess the association between competency (knowledge, skill, and attitude), job analysis and performance. The estimated results showed that performance and job satisfaction were strongly associated. Similarly knowledge (shared and priorities) and skill (training and willingness) were strongly associated with job performance. However, attitude (tolerated and productive) of the respondent were insignificantly associated with job performance. Finally, it is recommended that organization may focus on knowledge, skill and particularly on attitude by arranging training to improve performance level of the respondents.
Alan, M. S., and David, A. W. (1998). The relationship between age and job performance evaluations for entry level professionals, the journal of Human Resources. 19(4): 409419.
Alison, Barber, E. M., and Roehling, V. (1993). Job postings and the decision to interview: A verbal protocol analysis. Journal of Applied Psychology. 78 (5): 845-856.
Burnet, J. (2007). An Analysis of employee recognition: Perspective on human resources practices. The International Journal of Human Resource Management. Volume 19, pp. 716-730.
Day, V. D., and SUverman, B. S. (2006). Personality and job performance, Evidence of Incremental Validity. 42(1); 25-36.
Francis, J. Y., and David, A. W. (1993). Performance in relation to job skill importance: A consideration of rater source. Journal of Applied Psychology. 78 (2): 242-249.
Gist and Marilyn. (1987). Implication for organizational behavior and human resource management, The Academy of Management Review.12 (3): 472-485.
Hack Man, J., and Otdham. (1975). Development of job diagnostic survey, Journal of Applied Psychology. 60, 159-170.
Lawler, E. E. (1994). From job based to competency based organizations, Journal of Organizational Behavior. 15(1): 3-15.
Mansfield, S. R. (1998). Building competency models: Approaches for HR professionals. Journal of Human Resource Management. 36(1 ): 7-18.
Neuman, A. G., Wagner, H. S., and Christiansen, D. N. (1999). The relationship between work team personality composition and the job performance of teams, Journal of Organizational Behavior. 24(1): 28-45.
Peier, T. (1979). A comparative analysis of job satisfaction. The Official Journal of the National Network for Social Work Managers. 3, 193-206.
Rodriguez, D., Patel, R., and Andrea, B. (2002). Developing competency models to promote integrated human resource practices. Office of Personnel Management, 41,(2):309-324.
Schumann, P. L., and Ahlburg. (1994). The effect of human capital and job characteristics on pay. The Journal of Human Resources. 29(2): 481 -503.
Simons and Robert. (2005). Designing high performance jobs. Harvard Business Review, Business School Press, pp, 55-62.
Somers, J. (1998). Work related commitment and job performance. It's also the nature of the performance that counts, The Journal of Organizational Behavior. 19 (6): 621-634.
Stewart, and Rosemary. (1982). A model for understanding managerial jobs and behavioral, The Academy of Management Review. 7(1): 7-13.
Susan, J., and Patrick. (2006). Adopting job analysis methodology to improve evaluation practice, American Journal of Evaluation. 27 (4): 485-494.
Taber, D., and Peters, D. (1991). Assessing the completeness of a job analysis procedure. Journal of Organizational Behavioral. 12(1): 581-593.
In-Text Citation: (Saif et al., 2013)
To Cite this Article: Saif, N., Khan, M. S., Rehman, K., Rehman, S. ur, Zia-Ur-Rehman, Nawa, T., & Naqeeb, M. (2013). Competency based Job Analysis. International Journal of Academic Research in Accounting Finance and Management Sciences, 3(1), 463–472.
Copyright: © 2021 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode