Scribd Logo
Upload

Welcome to Scribd!

  • 32 views

    Case Study 5-3 - PRM

    Uploaded by

    Shourya Roy
    The document discusses competencies and measuring competencies at the Department of Transportation. It provides characteristics that objectives and performance standards should demonstrate, such as being specific, challenging, agreed upon, and reviewed regularly. It also lists behaviors that may occur when someone does not demonstrate a competency effectively, like aggressiveness, lack of credibility, passivity, disorganization, and resistance to change. The document focuses on defining competencies and how to properly measure them.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd

    Case Study 5-3 - PRM

    Uploaded by

    Shourya Roy
    32 views7 pages
    The document discusses competencies and measuring competencies at the Department of Transportation. It provides characteristics that objectives and performance standards should demonstrate, such as being specific, challenging, agreed upon, and reviewed regularly. It also lists behaviors that may occur when someone does not demonstrate a competency effectively, like aggressiveness, lack of credibility, passivity, disorganization, and resistance to change. The document focuses on defining competencies and how to properly measure them.

    Original Title

    Case Study 5-3_PRM

    Copyright

    © © All Rights Reserved

    Available Formats

    DOCX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses competencies and measuring competencies at the Department of Transportation. It provides characteristics that objectives and performance standards should demonstrate, such as being specific, challenging, agreed upon, and reviewed regularly. It also lists behaviors that may occur when someone does not demonstrate a competency effectively, like aggressiveness, lack of credibility, passivity, disorganization, and resistance to change. The document focuses on defining competencies and how to properly measure them.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    32 views7 pages

    Case Study 5-3 - PRM

    Uploaded by

    Shourya Roy
    The document discusses competencies and measuring competencies at the Department of Transportation. It provides characteristics that objectives and performance standards should demonstrate, such as being specific, challenging, agreed upon, and reviewed regularly. It also lists behaviors that may occur when someone does not demonstrate a competency effectively, like aggressiveness, lack of credibility, passivity, disorganization, and resistance to change. The document focuses on defining competencies and how to properly measure them.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 7

    PRM 21BM61K21

    CASE STUDY 5-3


    MEASURING COMPETENCIES AT THE DEPARTMENT OF TRANSPORTATION

    Solution 1

    Answers will vary based on


    objectives and standards met.
    The greater the number of
    boxes
    checked in the table, the better
    the objectives and standards.
    Objectives must have the
    following
    characteristics: Comments
    X Specific and clear
    X Challenging
    X Agreed upon
    Have to assume that the
    manager and
    PRM 21BM61K21

    employee agreed on all


    objectives.
    X Significant
    X Prioritized
    X Bound by time
    X Achievable
    X Fully communicated
    Again, have to assume that the
    supervisor
    communicated objectives to
    subordinate and
    to all stakeholders involved in
    objectives.
    X Flexible
    Assume that the manager takes
    into
    PRM 21BM61K21

    consideration any valid


    reasons that the
    subordinate may not have met
    the objectives
    X Limited in number
    Performance standards must
    have the
    following characteristics:
    Comments
    X Related to the position
    X Concrete, specific, and
    measurable
    X Practical to measure
    X Meaningful
    X Realistic and achievable
    X Reviewed regularly
    PRM 21BM61K21

    Answers will vary based on


    objectives and standards met.
    The greater the number of
    boxes
    checked in the table, the better
    the objectives and standards.
    Objectives must have the
    following
    characteristics: Comments
    X Specific and clear
    X Challenging
    X Agreed upon
    Have to assume that the
    manager and
    employee agreed on all
    objectives.
    PRM 21BM61K21

    X Significant
    X Prioritized
    X Bound by time
    X Achievable
    X Fully communicated
    Again, have to assume that the
    supervisor
    communicated objectives to
    subordinate and
    to all stakeholders involved in
    objectives.
    X Flexible
    Assume that the manager takes
    into
    consideration any valid
    reasons that the
    PRM 21BM61K21

    subordinate may not have met


    the objectives
    X Limited in number
    Performance standards must
    have the
    following characteristics:
    Comments
    X Related to the position
    X Concrete, specific, and
    measurable
    X Practical to measure
    X Meaningful
    X Realistic and achievable
    X Reviewed regularly
    Competency are the traits and specific qualities that are needed to be effective.

    Capabilities may incorporate dynamic ability, great team soul, certainty , self-motivation ,
    emotional knowledge and so forth.

    Following are specific behaviours that are likely to occur when someone does not
    demonstrate a competency effectively -
    PRM 21BM61K21

    A) Aggressiveness -

    People or workers in an organization show Aggressiveness as they don't finish their task on
    time according to the deadline, they enjoy name calling, they engage in verbal and physical
    abuse, they appear late in important gatherings and so forth

    B) Lack of believability -

    If individuals are not skilled, they generally become inconceivable. They cannot be
    depended upon. Their associates, managers and so forth don't depend on them. Also, they
    don't fill in as expected and, in this way, fail to fulfil the time constraints and expectations.

    C) Passivity -

    Employees when don't have competency, become passive. They don't show enthusiasm
    towards their work and are motivated by wages and concentrate more on equilibrium
    between fun and serious stuff.

    D) Disorganization and chaos -

    People who are not skilled demonstrate chaos in their work and life and their work and
    career is disorganized.

    E) Resistance to change -

    People who are not skilled generally oppose all changes. They like to have the same
    workplace around them. They don't innovate and don't think out about the container to
    bring change.

    You might also like