Competencies And Effectiveness: Rater Perspectives And Relationships

The competency based approach to human resource management has gained popularity. Despite this popularity, there is still no unequivocal answer to the question whether and, if so, which competencies are actually related to effectiveness when different rater sources are considered. Therefore, this study examines relationships between managerial competencies and perceived managerial effectiveness focusing on the perspectives of subordinates, peers, and supervisors using a 360-degree feedback inventory. Results revealed that different rater sources assess competencies and managerial effectiveness differently. That is, comparing ratings of different sources showed little to no similarity. Furthermore, within source competency ratings were found to be more similar than between source competency ratings. Overall, competencies appeared to be related to perceived managerial effectiveness. In addition, results showed that in the eyes of subordinates, peers, and supervisors, different competencies are considered predictors of perceived managerial effectiveness. The results are discussed and several potentially fruitful avenues for future research on the link between competencies and effectiveness are presented.