TY  - JOUR
TI  - Interpersonal perception vs. Competency model: How manager's implicit patterns of interpersonal perception influence on perceptions of subordinates
T2  - Organizational Psychology
IS  - Organizational Psychology
KW  - evaluation of subordinate
KW  - factors of interpersonal perception
KW  - model of the competences
KW  - the matrix of perception
KW  - the method of «repertory grids»
AB  - Purpose.  This research paper aims to explore the connection between the corporate competency models and personal patterns of interpersonal perception in personnel assessment. This study examines the phenomenon of employing or refusing of the competency model and possible difficulties in applying this tool in practice. Study design. The paper uses a sample of 204 managers from all managerial levels of the large Russian telecommunication company. The study has been conducted in 2009 by ECOPSY consultants and company’s HR function. The initial constructs have been allocated with structured interviews and content analysis.  The cognitive structure of identified characteristics has been also examined. Factor analysis and the comparison individual ratings matrices perception were conducted to determine the basic perceptive factors in the subordinates’ evaluation process. These factors have been compared with typical competency models. Findings. The results indicate that in some cases current corporate competency model does not correspond to the implicit model of interpersonal perception. It brings some difficulties to employing of the competency model and prevents its implementation in organizational practice.  The four key factors of interpersonal perception identified on the based on the evidence: Professionalism, Influence, Honesty and Ambition.   Furthermore, the Honesty and the Professionalism factors are usually poorly reflected in the corporate competency model. There is ambivalent attitude of employees to the Ambition factor. Research implications for practice. The gap between the implicit patterns of interpersonal perception and competence model not only prevents them from adopting, but also blocks the ability to reflect them and apply it consciously. The larger difference between the implicit patterns and the competency model, the higher the probability of error estimation. Value of the results. This paper describes the possible difficulties in applyingcompetency model in organizational practice and providesconditions for the successful implementation.
AU  - Andrey Onuchin
UR  - https://orgpsyjournal.hse.ru/en/2011-1-1/33929268.html
PY  - 2011
SP  - 59-67
VL  - 1