Redefinition of the Competency in HRM of Japanese Companies: Proper Use of the Concept and the Model of the Competency

Abstract

The aim of this paper is to redefine “competency” in HRM of Japanese companies, by reviewing the previous papers concerning the competency in Japan. In addition, the influence that the competency has brought to HRM of Japanese companies after 2000 is discussed. There are two meanings to redefine the competency. First, it would be possible to unite a definition by reviewing many definitions of the competency. Second, it would be possible to do another new definition limited to HRM of Japanese companies. It is said that a Japanese original concept of the competency has been composed since ten years or more passed after it was imported from the United States in Japan.

The definitions are confused in the point that what the components of competencies are, as the concept has spread after the paper of McClelland (1973) came to be paid attention by the business field of the United States. In addition, the competency in Japan is confused in the point of whether competencies are abilities or behaviors before discussing their components. It makes more confusion in the Iceberg Model of the competency. The original iceberg model of the competency by Spencer & Spencer (1993) indicates the surface knowledge and skills are relatively easy to develop, but core motive and trait competencies are at the base of the personality and are more difficult to assess, and so they are more important as competencies. However, some iceberg models of competency in Japan show that potential abilities are below the surface and competency is above the surface, which means completely opposite interpretation of original iceberg model.

The competency confusion in Japan has been caused from the extreme exclusion of the potential abilities, which were paid much attention in the skill grade system (Sanshu no Jingi) and led the system to a critical situation after the Bubble Burst. However, in recruiting, the competency interview values the personality such as motive and traits that is paid much attention in the traditional concept of competency in the United States. Therefore, it is insisted that the definition of the competency in Japan distinguish between the concept of the competency used in recruiting and the competency model used in other HRM.

Then, the concept of competency is defined as “it is an underlying characteristic of an individual such as motives, traits, self-concept, knowledge and skills analyzed by behaviors which are causally related to effective and/or superior performance in a job”. The competency model is defined as “it is a model of behaviors that are causally related to criterion-referenced effective and/or superior performance in a job. However, the components of competencies differ from each company since they reflect its sense of values and its strategies”.

It could be concluded that the influence that the competency has brought to HRM of Japanese companies is a behavior revolution. The existence of the companies is paid more attention to, since they have introduced the competency concept and the competency model into HRM without using the term of competency. It could be said that competency is not a temporary boom but is accepted essentially. HRM of Japanese companies is/was based on three kinds of sacred treasures (Sanshu no Jingi) of the Japanese employment practices and since 1970s on skill grade system. By the introduction of the competency concept and the competency model, the outcomes of the behavioral science finally appear in HRM of Japanese companies.