Document Type : Exploratory
Authors
1 Department of Business Management, UAE.C., Islamic Azad University, Dubai, United Arab Emirates
2 Department of Educational Management and Higher Education, Central Tehran Branch, Islamic Azad University, Tehran, Iran
3 Department of Management, WT.C., Islamic Azad University, Tehran, Iran
Abstract
The aim of this research is to design a competency model for managers of the Tejarat Bank in Lorestan province with an emphasis on avoiding competency traps. The research is applied in terms of purpose and qualitative in terms of method and is based on data-based theory (Strauss and Corbin method). The research field included all managers of the Tejarat Bank in Lorestan province, 21 of whom were selected through purposive and judgmental sampling until theoretical saturation. The data were collected through in-depth and semi-structured interviews and analyzed in three stages of open, axial and selective coding. The validity of the findings was assessed and confirmed using the four criteria of Guba and Lincoln (validity, generalizability, reliability and confirmability).The findings showed that the competency trap avoidance model includes seven causal conditions (transformational-oriented individual and personality competencies, dynamic communication and interpersonal, future-oriented technical, dynamic cognitive, executive, predictive knowledge, and future-oriented self-regulation), five contextual factors (organizational culture supporting change, transformational strategies, formal and informal structure supporting change, organizational climate free from inertia, and competency-based appointment processes), four intervening factors (competence of adaptation to the environment, the presence of transformational CEOs, an output- and competency-based compensation system, and transformational values), five strategies (future-oriented talent management, learning future-oriented career behaviors, education based on transformational thinking, socialization of change, and future-oriented change management), and six outcomes (cultivation of competent and future-oriented managers, intrasystem dynamics, improvement of efficiency and productivity, future-oriented succession planning, and development of leaders).
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