Dear Omoniyi

Definitely the productivity and competency shared common link.

The nature of link is very subjective and vary person to person.

Link is also very contextual also.

please read more research article on it, then you may be able to describe the link which you really trying to explain. one research article link is of Journal of Dental Education: http://www.jdentaled.org/content/62/6/409.short

one article is also in file as attachment.

Hope you find it helpful..

Omoniyi,

Your answer is simple to ask, yet complex to answer. A lot is dependent on how you define productivity and how you define competency. With the new established metric systems used to measure performance within organizations... it is harder to determine one's productivity level. It is even harder to determine competency.

For example, in academia. Do we measure productivity by number of classes tougher per semester? Number of students per class? Number of articles published? Number of citations from articles published? Does the quality of the journal factor into one's productivity level? How does service to the department, college, and university factor in?

A logical follow-up question is "who is more productive: 1) a faculty member teaching 4 classes per semester or 2) a faculty member publishing 4 papers per year?"

Depending on how you methodologically define these constructs, you will likely find different answers.

This is why I stress to my HR students to be clear about performance expectations.

I hope this helps.

Please let me know if you need anything else.

competencies are different traits that a human has. there may be situations where these competencies are not utilised properly and hence poor productivity.However for improving productivity, it is essential that proper competencies should imuted.

competencies include knowledge, ability and skill (KAS). Organisations increase these three components to enhance their productivity through training, which is based on task/need analysis.

Hi Omoniyi,

there is ample research on this topic. It has been stated by colleagues above that "productivity" can be hard to measure - this doesn’t not hold true to my mind for competencies, as Spencer and Spencer describe them as “`Underlying characteristics` an individual that [are] causally related to criterion-referenced effective and/or superior performance in a job or situation.” (Spencer & Spencer, 1993, p. 9)

• Spencer, L. M. & Spencer S. M. (1993). Competence at Work: Models for Superior Performance. New York: John Wiley & Sons.

Thus we talk about “ingredients” of competencies as there are: KSAOs, knowledge, skills, abilities and other job related personality aspects, pro-active behavior for instance. See e.g.

• Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90, 1185-1203.
• Campion, M.A., Fink, A. A., Ruggenberg, B. J. Carr, L., Phillips, G.M., & Odman, R.B. (2011). Doing competencies well: Best practices in competency modeling. Personnel Psychology, 64(1), 225-262.

All these predictors explain variance in terms of criterion like supervisor ratings (of productivity) and sometimes hard facts like turnover but also counter productive work Behavior (CWB as “inverse” measure of productivity) etc.

Start with the link potential/ability-productivity (“IQ”):

• Burke, E. (2005). The return on investment from personality testing. Business issues series, 7. SHL Group plc.

or more independent research:

• Alonso, A., Viswesvaran, C. & Sanchez, J. I. (2008). Comparing the Validity and Cognitive Ability for Predicting Task and Contextual Performance: A Meta-Analysis. In J. Deller, Research Contributions to Personality at Work (p. 3-13). Muenchen: Rainer Hampp. 
• Ones, D. S., Dilchert, S., Viswesvaran, C., Salgado, J. F. (2010). Cognitive Abilities. In J. L. Farr and N. T. Tippins (Eds.), Handbook of Employee Selection (pp. 255-275). New York: Routhledge.
• Salgado, J. F., Anderson, N., Modcoso, S. Bertua, C. & de Fruyt, F, (2003). International Validity Generalization of GMA and Cognitive Abilities: A European Community Meta-Analysis. Personnel Psychology, 56, 553-605.

See for personality-productivity link:

• Barrick, M. K. & Mount, M. R. (2009). Select on Conscientiousness and Emotional Stability.  In E. A. Locke (Ed.), Handbook of Principles of Organizational Behavior (pp 19-39). Chichester: Wiley.
• Brandstätter, H. (2011). Personality aspects of entrepreneurship: A look at five meta-analysis. Personality and Individual Differences, 51, 222-230.
• Fay, D. & Frese, M. (2001). The Concept of Personal Initiative: An Overview of Validity Studies. Human Performance, 14(1), 97-124.
• Hough, L. & Dilchert, S. (2010). Personality. Its Measurement and Validity for Employee Selection. In J. L. Farr and N. T. Tippins (Eds.), Handbook of Employee Selection, 299-319. New York: Routledge.
• Huang, J. L., Ryan, A.M., Zabel, K.L. & Palmer, A. (2013, September 9). Personality and Adaptive Performance at Work: A Meta-Analytic Investigation. Journal of Applied Psychology. Advance online publication. doi: 10.1037/a0034285
• Ones, D. S., Viswesvaran, C. & Schmidt, F. S. (2003). Personality and Absenteeism: A Meta-Analysis of Integrity Tests. European Journal of Personality, 17, 19-38.
• Salgado, J. F. (2003). Predicting job performance using FFM and non-FFM personality measures. Journal of Occupational and Organizational Psychology, 76, 323–346.

For more or less maladaptive aspects of personality and performance indicators:

• Chatterjee, A., & Hambrick, D. C. (2007). It’s all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52, 351–386.
• O’Boyle, E. H. Jr., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A metaanalysis of the Dark Triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97, 557–579.

Including questions of measurement method:

• Salgado, J. F. & Táuriz, G. (2014). The Five-Factor Model, forced choice personality inventories and performance: A meta-analysis of academic and occupational validity studies. European Journal of Organizational Psychology, 23(1), 3-10.

Have fun with the reading :)

Regards,

Lothar

Dear Omoniyi,

We most likely tend to think that more competences mean higher productivity. But is it correct?  We also know that some incompetent bureaucrats are enormously productive while other very competent people are simply lazy, thus with low level of productivity.  Sometimes we become confident as to high comeptences of a person only after a lot of work is done by this person, not earlier.  Therefore, no matter what units you choose to measure competences and productivity, be it even fuzzy numbers, all we can expect is some kind of correlations (hopefuly positive!) but not a strict dependency (is this 'link' in your terminology?).  A hard task, indeed.

My dear Omoniyi,

The three domains in the General Employee Competency Model are Interpersonal Skills, collaboration skills and self-management skills. Kindly follow the to my research work titled: Employee Core Competencies for Effective Talent Management as shown below or d one on my researchgate publications

http://journal.sap.org/hrmr