Adoption of competence management practices by industries in an emerging country: an analysis via fuzzy TOPSIS

Santos, JVBD, Sigahi, TFAC ORCID: https://orcid.org/0000-0002-2595-5220, Rampasso, IS ORCID: https://orcid.org/0000-0003-1633-6628, Moraes, GHSMD ORCID: https://orcid.org/0000-0001-5238-0314, Ávila, LV, Leal, W ORCID: https://orcid.org/0000-0002-1241-5225 and Anholon, R ORCID: https://orcid.org/0000-0003-3163-6119 (2024) Adoption of competence management practices by industries in an emerging country: an analysis via fuzzy TOPSIS. Personnel Review, 53 (6). pp. 1459-1478. ISSN 0048-3486

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Abstract

Purpose: The purpose of this paper is to examine competence management practices in Brazilian industries using ISO 10015 as a framework of analysis, which establishes guidelines for competence management and people development. Design/methodology/approach: A survey was conducted with 22 high-qualified human resources management (HRM) professionals (81.8% of participants hold a PhD) with extensive experience in the Brazilian industrial sector (an average of 20.4 years). The experts assessed 13 practices (P) elaborated based on the ISO 10015:2020, considering two categories: large industries (LI) and small and medium-sized industries (SMI). Data analysis was performed using Hierarchical Cluster Analysis, frequency analysis, Fuzzy TOPSIS and sensitivity analysis. Findings: The practice “individual competences are correctly defined by organizations at all hierarchical levels” was deemed the best practice for LIs, while the practice “clear definition of activities and their specificities when structuring competence management and people development programs” was considered the best practice for SMIs. The practice “organizations map employees' future competence and development needs on a regular basis” received the lowest rating for both LIs and SMIs. When compared to LIs, SMIs have more severe deficiencies in applying competence management practices. The study's findings can be of great value in assisting managers in implementing structured competence management systems and people development initiatives. Practical implications: The findings of this study can be used by managers of businesses of all sizes and economic sectors to analyze their critical points in order to identify opportunities to improve their competence management systems and people development programs. Originality/value: This study fills a knowledge gap by analyzing the adoption of competence management practices in Brazil, answering the call for HRM research in developing countries. By using ISO 10015 as a framework of analysis, this study also addresses the literature gap regarding this important and relatively new management tool.