Measuring Change Orientation as a Key Competence: A Proposed Framework
Purpose: The article presents the concept of an Integrated Competency Model (ICM) as a basis for examining a group of 756 employees in terms of their readiness to change. Design/Methodology/Approach: The modern market is constantly changing. Scope and pace of the changes put enormous pressure on employees to be ready for the one. As a result, Change Orientation has become a key competence of a modern employee. Employee’s approach to changes determines the effectiveness of its implementation throughout the organization and, as a result, determine if organization is successful or not. The methodology used in the article is based on qualitative questionnaire research aimed at recognizing the respondents' perception of the researched issue. Findings: The results were discussed in light of both: the basic components of (ICM) – abilities and attitudes, and the components supporting employee development – knowledge, understanding, values and convictions. The results obtained in the study allowed to illustrate the author's concept of measuring the level of employee competence on the example of Change Orientation. Practical Implications: The considerations presented in the article are based on a critical analysis of literature sources and questionnaire research. As a result, the method of measurement proposed in the article may provide support for the managers in their decisions regarding the support of employee development. Originality/Value: It can also be the basis for tracking long-term trends in the development of the discussed competence and, as a result, assessing the effectiveness of the implemented development activities to support the one.