Competency Models as Management Tools: Conciliating Deterministic and Constructivist Contributions
Competency management, which has marked Human Resource Management (HRM) over the last few decades, uses competency models to establish the competencies to be mastered and deployed. These management tools are part of an evolving and interactive organizational context that raises questions, particularly about how to deploy them so that they reflect the competencies effectively deployed and valorized by the stakeholders. These questions underlie a two-step qualitative research design. Firstly, a grounded theory approach was taken that allowed us to identify five propositions coming from writings on management tools and competency models: these are 1-limits of a deterministic approach; 2-interactions between instruments and users; as well as 3) between individuals and work performed; 4-socio-political, psycho-cognitive and symbolic appropriations arising from these interactions; 5-relevance of creating feedback on lived experiences and the revision of competency models. Secondly, additional information providing a theoretical basis for the appropriation processes emerged from an analysis of different streams of thought belonging to the constructivist paradigm. The frame of reference resulting from these two contributions was illustrated, during the second step of the research by four case studies rooted in relevant theoretical contributions, logically related to the appropriation processes, and satisfying methodological standards. Research results indicate that fruitful complementary information can arise from the deterministic and constructivist approaches when the relationships between competencies deployed, competencies included in a competency model, and work requirements are considered.