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Human resource management (HRM) is the strategic andcoherent approach to the management of an organization's most valued assets - the people working there who individually andcollectively contribute to the achievement of the objectives of thebusiness. The terms "human resource management" and "human

resources" (HR) have largely replaced the term "personnelmanagement" as a description of the processes involved inmanaging people in organizations. In simple sense, HRM meansemploying people, developing their capacities, utilizing,

maintaining and compensating their services in tune with the joband organizational requirement.

Dante O. Lubis, Ph. D.

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Synonyms such as personnel management are often used in a more

restricted sense to describe activities that are necessary in the recruiting oa workforce, providing its members with payroll and benefits, andadministrating their work-life needs. So if we move to actual definitions,Torrington and Hall (1987) define personnel management as being:

“aseries of activities which: first enable working people and theiremploying organisations to agree about the objectives and nature of their 

working relationship and, secondly, ensures that the agreement is fulfilled" 

 While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management oemployees at all levels in the business and which are related to theimplementation of strategies directed towards creating and sustainingcompetitive advantage" 

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  According to wikipedia, competence is a standardizedrequirement for an individual to properly perform a specific job. Itencompasses a combination of  knowledge, skills and behavior utilizedto improve performance. More generally, competence is the state orquality of being adequately or well qualified, having the ability  to

perform a specific role.For instance, management competency includes the traits of 

systems thinking and emotional intelligence, and skills in influence andnegotiation. A person possesses a competence as long as the skills,abilities, and knowledge that constitute that competence are a part of 

them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, askill, or an ability, but still lose a competence if what is needed to do a

 job well changes.

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Dreyfus and Dreyfus has introduced a language of the levels of competence in competence development. The causative reasoning of such a language of levels of competence may be seen in their paper onCalculative Rationality titled, "From Socrates to Expert Systems: TheLimits and Dangers of Calculative Rationality ." The five levels proposed

by Dreyfus and Dreyfus were:a. Novice: Rule-based behaviour, strongly limited and inflexible

b. Experienced Beginner: Incorporates aspects of the situation

c. Practitioner: Acting consciously from long-term goals and plans

d. Knowledgeable practitioner: Sees the situation as a whole and actsfrom personal conviction

e. Expert: Has an intuitive understanding of the situation and zooms in

on the central aspects

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 Within a specific organization or professional community,professional competence, is frequently valued. They are usually the same competencies you have to show in an interview for a job.But today there is another way of looking at it: that there arecertain general areas of  occupational competence required if 

 you want to keep a job or get a promotion. For all organizationsand communities there is a set of primary tasks that competentpeople have to contribute to all the time. For a university student,for example, the primary tasks could be:

1. Handling theory 2. Handling methods

3. Handling the information of the assignment

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The four general areas of competence are:

1. Meaning Competence: You must be able to identify with the purposeof the organization or community and act from the preferred future inaccordance with the values of the organization or community.

2. Relation Competence: You must be able to create and nurture

connections to the stakeholders of the primary tasks.3. Learning Competence: You must be able to create and look forsituations that make it possible to experiment with the set of solutionsthat make it possible to complete the primary tasks and reflect on theexperience.

4. Change Competence: You must be able to act in new ways when it will promote the purpose of the organization or community and makethe preferred future come to life.

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Competencies are characteristics which drive outstanding performance in a

given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total.The number and type of competencies in a model will depend upon the natureand complexity of work along with the culture and values of the organisation in

 which the work takes place.

Since the early 70’s, leading organizations have been usingcompetencies to help recruit, select and manage their outstanding performersafter Dr David McClelland, Harvard Business School Professor of  Psychology ,found that traditional tests such as academic aptitude and knowledge tests, didnot predict success in the job.

More recent research by individuals such as Daniel Goleman inEmotional Intelligence and Richard Boyatzis, in The Competent Manager, havereinforced and emphasised the importance of competencies as essentialpredictors of outstanding performance.

Dante O Lubis Ph D