competitive advantage dimension of Organisational health is the indication that the managers of these companies feel that the competence of the staff is not valuable, rare, inimitable and non-substitutable. Lucia and Lepsinger (1999), elaborated competence as required knowledge, skills, and characteristics of individual employees, which are necessary for effectively performing a role as well as meeting the performance goals of an organization. From the extensive empirical study conducted by Crook et al. (2011) on the human capital performance, they put forward that the understanding start point and environmental conditions under which human capital starts losing its value is a critical focal point to begin strategic resource based research. Addressing such
imbalance in competence is essential because unlike other organizational resources, employees can choose to exit the firm (Coff, 1997). These findings above that competence adequacy is positively and significantly related to organisational health is once again attributable to the declined competence levels of the company due to varying technology environment as evidence from the results of this study. With such fierce and fast changes in competence landscape, Indian telecommunication organisations will have challenges unless they find alternative ways to build competence and embed innovation capacity as one of the organisational priorities. Further in the next
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- Summer '17
- Management, Firm, high score