Pioneering work on competencies provided evidence that traits, motives, and self-concepts predict success in a particular job context. Research furthered this line of investigation by identifying competencies that apply across jobs. Together, these competency studies introduced a question that endures today: “Are competencies situational or universal?” This research examines this question in the context of collaborative competencies. Given the contemporary emphasis on working effectively across boundaries, this state-level investigation identifies differentiating competencies and behavioral indicators that both support and expand existing federal-level research findings on collaborative competencies. This study’s answer to the enduring question is yes: There are universal collaborative competency dimensions and context matters in terms of application and interpretation.
AgranoffR. (2003). Leveraging networks: A guide for public managers working across organizations (New Ways to Manage Series). Arlington, VA: IBM Endowment for The Business of Government.
2.
BanduraA. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice Hall.
3.
BanduraA. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
4.
BardachE. (1998). Getting agencies to work together: The practice and theory of managerial craftsmanship. Washington, DC: Brookings Institution Press.
5.
BattaglioR. P.LlorensJ. J. (2010). Human resource management in a human capital environment. In CondreyS. E. (Ed.), Handbook of human resource management in government (3rd ed., pp. 27-44). San Francisco, CA: Jossey-Bass.
6.
BoyatzisR. E. (1982). The competent manager: A model for effective performance. New York, NY: Wiley.
7.
CapaldoG.IandoliL.ZolloG. (2006). A situationist perspective to competency management. Human Resource Management, 45, 429-448.
8.
CareyM. P. (2012, September). The senior executive service: Background and options for reform (CRS Report No. R41801). Congressional Research Service. Retrieved from http://fas.org/sgp/crs/misc/R41801.pdf
9.
DaleyD. M. (2002). Strategic human resource management: People and performance management in the public sector. Upper Saddle River, NJ: Prentice Hall.
10.
DaleyD. M. (2010). Designing effective performance appraisal systems. In CondreyS. E. (Ed.), Handbook of human resource management in government (3rd ed., pp. 555-586). San Francisco, CA: Jossey-Bass.
11.
DuboisD. D. (Ed.). (1998). The competency casebook: Twelve studies in competency-based performance improvement. Amherst, MA: Human Resource Development Press.
12.
DunphyD.TurnerD.CrawfordM. (1997). Organizational learning as the creation of corporate competencies. Journal of Management Development, 16, 232-244.
13.
FordJ. (2008, June10). Federal employees say they need training: Are the most critical competencies trainable?Paper presented at the IPMA-HR Assessment Council Annual Conference, Oakland, CA.
14.
Getha-TaylorH. (2008). Identifying collaborative competencies. Review of Public Personnel Administration, 28(2), 103-119.
HalleyA. (1997). Applications of boundary theory to the concept of service integration in the human services. Administration in Social Work, 21(3-4), 145-168.
17.
HayGroup. (1998). Using competencies in the public sector. London, England: Hay Management Consultants.
JanS. L.ShiehG. (2014). Sample size determinations for Welch’s test in one-way heteroscedastic ANOVA. British Journal of Mathematical and Statistical Psychology, 67, 72-93.
20.
Kansas Department of Transportation. (2011). KDOT’s traffic records upgrade receives national award for technical innovation. Topeka, KS: Kansas Department of Transportation.
21.
LawlerE. E. (1994). From job-based to competency-based organization. Journal of Organizational Behavior, 15, 3-15.
22.
LindenR. M. (2010). Leading across boundaries: Creating collaborative agencies in a networked world. San Francisco, CA: Jossey-Bass.
23.
MarrelliA. F. (1998). An introduction to competency analysis and modeling. Performance Improvement, 37(5), 8-17.
24.
McClellandD. C. (1973). Testing for competence rather than intelligence. American Psychologist, 28, 1-14.
25.
McClellandD. C. (1998). Identifying competencies with behavioral event interviews. Psychological Science, 9, 331-339.
26.
MTG Management Consultants. (2007). State of Kansas Traffic Records Coordinating Committee: Current report on the traffic records strategic plan. Austin, TX: Author.
27.
National Academy of Public Administration. (1997). New times, new competencies, new professionals: A guide for implementing a competency model for HR professionals: A strategy for becoming a high performance organization (HRM Series III). Washington, DC: National Academy of Public Administration.
28.
National Association of State Personnel Executives (NASPE). (2015). NASPE announces its top 5 issues for 2015. Lexington, KY: NASPE.
29.
NyboG. (2004). Personnel development for dissolving jobs: Towards a competency-based approach?International Journal of Human Resource Management, 15, 549-564.
PrahaladC.HamelG. (1990, May-June). The core competence of the corporation. Harvard Business Review, 3, 79-91.
33.
RodriguezD.PatelR.BrightA.GregoryD.GowingM. K. (2002). Developing competency models to promote integrated human resources practices. Human Resource Management Review, 41, 309-324.
34.
SanchezJ. I.LevineE. L. (2009). What is (or should be) the difference between competency modeling and traditional job analysis?Human Resource Management Review, 19, 53-63.
35.
SandbergJ. (2000). Competence—The basis for a smart workforce. In GerberR.LankshearC. (Eds.), Training for a smart workforce (pp. 47-72). London, England: Routledge.
36.
SandelowskiM. (2000). Combining qualitative and quantitative sampling, data collection, and analysis techniques in mixed-methods studies. Research in Nursing & Health, 23, 246-255.
37.
SargentA. (1983). Competency-based management. In UlschakF. L. (Ed.), Human resource development: The theory and practice of need assessment (pp. 153-164). Reston, VA: Reston Publishing Company.
38.
SeldenS. (2009). Human capital: Tools and strategies for the public sector. Washington, DC: CQ Press.
39.
SpencerL. M.McClellandD. C.SpencerS. M. (1994). Competency assessment methods: History and state of the art. Hay/McBer Research Press.
40.
SpencerL. M.SpencerS. M. (1993). Competence at work: Models for superior performance. New York, NY: John Wiley.
41.
State of Kansas Competency Model. (n.d.). State of Kansas competency model: Definitions and examples of behavioral competencies. Department of Administration, Division of Personnel Services.
42.
TorresC. R.Jr. (2012). Examining competencies for the human resources professional within Idaho state government (Doctoral dissertation). University of Nevada, Las Vegas.
43.
U.S. Government Accountability Office. (2013). Critical skills and competency assessments should help guide DOD civilian workforce decisions (GAO-13-188). Retrieved from http://www.gao.gov/assets/660/651341.pdf
Van VelsorE.TurreganoC. (2011). Managing in a fishbowl: Closing federal leadership gaps. The Public Manager. Alexandria, VA: Association for Talent Development.
48.
VirtanenT. (2000). Changing competences of public managers: Tensions in commitment. The International Journal of Public Sector Management, 13, 333-341.
