Competency model for human resource managers in crises

Document Type : Research Paper


1 Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.

2 Department of Industrial and Mechanical Engineering, Qazvin Branch, Islamic Azad University, Qazvin, Iran.


Human resource (HR) managers are the most decisive factors in the success or failure of organizations and realize the organization’s goals with their competency.  Since managers competency under crisis is completely different from that under normal circumstances and recognizing these competencies seems essential for effective management, this research was conducted to propose a competency model for human resources management [HRM] under crisis. This study applied a descriptive survey in terms of methodology and objective. The population comprised 35 experts and 2430 employees of Red Crescent, Municipality, and Provincial Government of Tehran, Iran. Two methods used to analyze research data and obtain results were the Delphi technique with interpretive structural modelling and factor analysis. According to the analysis, as viewed by experts, 5 factors, including Iranian-Islamic, personality, interpersonal, organizational, and extra-organizational components, along with 18 subcomponents were determined as components of competence for HR managers in crises.   Results showed that the following were accepted as priority indices from each component: domination of religious values, Iranian-Islamic morality, and fairness from the Iranian-Islamic components; pragmatism, adherence to morality, and assiduousness from the personality components; strategic leadership, efficient resource allocation, organizational intelligence, citizen orientation, and crisis management from the organizational component; and political intelligence, business acumen, and cultural Intelligence from the extra-organizational components.


[1] A. Aghajani, Explaining managers characteristics from Imam Ali perspective, Sadegh Thought Quart. 24 (2006)
[2] A. Ahmadi, H. Darvish, J. Sobhanifar and H. Fazli Kebria , Modeling Human Resource Competencies Based on
Lessons of Nahjolbalaghah.Case of study: Imam Sadegh University. Public Organizations Management Journal,
1 (2) (2013) 83–108.
[3] R. Asadi Fard, A. Khaef Elahi and A. Rezaeian, Competency model of Iranian public administers Grounded theory
approach, Public Admin. J. 3(8) (2011) 75–92.
[4] A. Birou, Social Sciences Culture, Translation by Bagher Saroukhani, Tehran, Kayhan Publishing, 1991.
[5] R.E. Boyatzis, The Competent Manager, John Wiley and Sons, New York, 1982.
[6] M. Celina and E. Ziemba Critical success factors for implementing business intelligence systems in small and
medium enterprise on the example of upper silesia, Interdis. J. Inf. 7(2) (2012) 129–150.
[7] S. Y. Chyung, D. stepich and D. Cox, Building a competency-basedcurriculum architecture educates 21st century
bussiness practitioners, J. Educ. Busin. 81(6) (2006) 307–314.
[8] J. Clark and K. Armit, Leadership competency for doctors: a framework, Lead. Health Serv. 23 (2) (2010) 115–129.
[9] M. Keremi , Training of managers with competency model, Tadbir Month. 18(1) (2007).
[10] Y. Lee, Exploring high-performers required competencies, Expert Syst. Appl. 37 (2010) 434–439.
[11] M. Lei and M. Hu, Developing a core competency model of innovative culinary development, Int. J. Hosp. Manag.
29 (2010) 582–590.
[12] A. D. Lucia and R. Lepsinger, The Art and Science of Competency Models: Pinpointing Critical Success Factors
in Organizations, San Francisco: Jossey-Bass/Pfeiffer, 1999.
[13] I. Mitroff, P. Shrivastava and F.E. Udwadia, Effective crisis management, the academy of management executive,
Acad. Manag. Persp. 1(4) ( 1987) 283–292.
[14] A. Mohammadi, A. Abedi and Y. Heidari, Examination of the competence of the faculty managers, Manag.
Develop. Mag. 72 (2012) 42–22.
[15] F. Mojab, R. Zaefarian and A.H. Dazian Azizi , Applying competency based approach for entrepreneurship education, Procedia Soc. Behav. Sci. 12 (2011) 436—447.
[16] Z. Mosazadeh and M. Adli, Selection and Appointment Criteria with Meritocracy in Nahjolbalaghah, Manag.
Thought 3(1) (2001) 103–132.
[17] T. Pauchant and I. Mitroff, Transforming the Crisis-Prone Organization: Preventing Individual, Organizational,
and Environmental Tragedies Jossey-Bass, San Francisco, CA, 1992.[18] V. Rai, A Study of Management Training And EducationalInstitutes In Pune, PhD Thesis, University Of Pune,
India, 2007.
[19] N. Ramazani, M. Panahi and M. Pardakhtchi, Surveying the management competencies of managers of universities in Tehran, Quart. J. Res. Planning in Higher Educ. 15(1) (2009) 51–72.
[20] M. Raybould and H. Wilkins, Over-qualified and under-experienced: Turning graduates into hospitality managers,
International J. Contemp. Hosp. Manag. 17(3) (2005) 203-–216.
[21] Y. Rezaei Aghdam, Prioritization of key competencies required by the directors of the Agricultural Bank Branches
of Tehran Province, Master’s thesis, Faculty of Management and Economics, Tarbiat Modares University, 2010.
[22] L. Spencer and S. M. Spencer, Competence at Work: Models for Superior Performance, John Wiley and Sons,
New York, 1993.
[23] R. Viitala, Perceived development needs of managers compared to an integrated management competency model,
J. Workplace Learn. 17(6) (2005) 436–451.
[24] J. Wallace and H. James, An analysis of managerial competencies across hierarchical levels and business secfors:
A ontemporary Australian perspective, J. Manag. Organ. 2(1) (1996) 36–47.
[25] D.A. Whetten and K.S. Cameron, Developing management skills, 3rded, Harper Collins, Psych. Rev. 66 (1995)
[26] H. Zarei Matin, M. Rahmati, S. Mosavi and A. Vedadi, Developing managers competency model in cultural
organizations, Public Organ. Manag. 2(8) (2014) 19–36.
Volume 12, Special Issue
December 2021
Pages 399-414
  • Receive Date: 10 March 2021
  • Revise Date: 29 May 2021
  • Accept Date: 25 June 2021