lity and resilience4 Result orientationEnergy and initiative, achievement motivation, business sense(Source:Dulewicz,1989)A critical review of competence/skill classifications reveals that we have listing of only generic skills applicable to any industry. Human capital theory research on managerial work too does not provide a comprehensive classification of skills needed in specific task, industry, and firm level. A more meaningful classification of competence has been proposed by combining the dimensions of task specificity, firm specificity and industry specificity ( Nordhaug, 1993).Whether a set of competencies can be used to achieve a single task or range of tasks. High task specificity means that these competencies can be utilised for limited number of tasks and may be irrelevant for a majority of tasks. Low task specificity will suggest that the competence may not be relevant to a particular task, but may be useful for a variety of tasks. Similarly, if a competence is firm specific, then it may not be very useful for other firms, thus has no value in external labour market. Competencies that are non-firm specific can be sold in external market. Hence the higher the firm specificity of competencies, the lower will be the competence mobility. The third dimension of competencies is industry specificity. Competencies useful to a single industry, will be considered as high industry specific competence than competencies usage of which may not be particularly limited to specific industry (Becker,1983). This classification scheme is quite comprehensive, and includes competencies of not only managerial and professional employees but that of non-managerial employees also.Firm SpecificityLowHighIndustry SpecificityLow HighI IIIIILow Meta- IndustryIntra-organization CompetenciescompetenciescompetenciesTaskSpecificityHigh IV V VI StandardTechnical Unique Technical Trade Co...
