Designing a Competency Framework Based on Organizational Strategies (Case Study: The Electricity Deputy of Minister of Energy)

Document Type : Research Paper






Objective: The purpose of this research, which is in the field of applied research, was to design a competency framework for the deputy of electricity of the Ministry of Energy's staff.
Methods: This research was classified in the group of "mixed research" in terms of purpose and how to collect data. The statistical population of this study included experts in the IRAN's electricity industry. Semi-structured interviews were designed and conducted to identify organizational capabilities related to 12 strategies of the Ministry of Energy in the field of electricity and renewable energy. After analyzing the interview with theme analysis techniques and identifying organizational capabilities, their relationships were determined by using a structural-interpretive model (ISM). To determine the personal competencies related to each of the organizational capabilities, experts' opinions were gathered and analyzed by using a fuzzy multi-criteria decision-making model (FAHP).
Results: From the study and induction of codes obtained from the analysis of interviews, 20sub-theme and 6 main themes including organizational capabilities such as: "Electricity supply and demand-side management", "Supply of equipment and technology", " Development of Energy's market, Goods, and Services ", "Improving Economy of Electricity Industry ", "Productivity Improvement" and "Clean Energy Production"; were identified. Also, from the analysis of pairwise comparison matrices, 23 competencies related to each capability were determined.
Conclusion: The study of capability relationships showed that "electricity supply and demand management" was the most effective and "clean energy production" was the less effective capabilities. It was also found that out of the 23 competencies, 12 competencies include: "Vision and Strategic Thinking", “Environmental monitoring”, “Building /Making Partnerships”, “Financial / Fiscal Management”, “Technology management”, “Negotiation”, “Managing Conflict”, “Planning and Coordinating”, “Professional Knowledge and Skills”, “Teamwork”, “Organizational Awareness “, and “Political wit” have a total of more than 82% impact on the implementation of electricity and renewable energy sector strategies.


Abbas Pour, A., Rahimian, H., Ghiasi Nodooshan, S., Nargesian, J. (2018). Presenting a Model to Select Talented Employee in State Organizations. Journal of Public Administration, 10(4), 605-628. (in Persian)
Anderson, R. J., & Adams, W. A. (2019). Scaling leadership: Building organizational capability and capacity to create outcomes that matter most. John Wiley & Sons.
Arman, Mohammad Hossein., Salehi Sedghiani, Jamshid., Mojdehi, Sara., Nazarli, Ali. (2012). Measuring pair wised comparisons matrix inconsistency ratio in fuzzy hierarchical structure. Industrial Management Studies, 10(27), 89-112. (in Persian)
Asadifard, R., Khaef Elah, A., rezaeiyan, A. (2011). Competency Model of Iranian Public Administers: Grounded Theory Approach. Journal of Public Administration, 3(8), 75-92. (in Persian)
Brans, M., & Hondeghem, A. (2005). Competency framework in the Belgian governments: cause, construction and contents. Public Administration, 83, 823-837.
Besson, Dominique & Haddadj, S. (2000). Towards a post-Taylorian approach to Taylorism. Journal of Organizational Change Management. 13. 419-422.
Danaei Fard, H., Barzagar, F., Ahmadi, H. (2015). Mechanism of organizational abilities, improvement in public sector. Quarterly Journal of Public Organzations Management, 3(3), 91-106. (in Persian)
Delamare Le Deist, F., & Winterton, J. (2005). What Is Competence? Human Resource Development International, 8, 27-46.
Hafeez, K., Essmail, A. (2007). Evaluating organisation core competences and associated personal competencies using analytical hierarchy process. Management Research News, 30(8), 530-547.
Harris, Roger. (2007). Unravelling the notion of organisational capability: What do writers say it is and VET providers think it is? Australian VET Research Association Annual National Conference. Melbourne, Australia.
Hase, S. (2000) ‘Measuring organisational capability: beyond competence’, 3rd National AVETRA Conference, Canberra, March
Hasirchi, A., Soltani, M., Farahi Boozjani, B. (2011).Competency Model of Government's Managers in the Thinking of Leadership (Ayatollah Khamenei). Supervision & Inspection, 5(17), 7-39. (in Persian)
Hashemi, S. (2012). Designing the competency model of Iranian human resource managers, Journal of Business Management, 4(16), 115-141. (in Persian)
Helfat, C.E. (2003) ‘Stylized facts regarding the evolution of organizational resources and capabilities, in Helfat, C.E. (ed.), The SMS Blackwell handbook of organizational capabilities: emergence, development, and change. Blackwell Publishing, Malden, MA, 1-11
Hong, J. & Stahle, P. (2005) ‘Workplace learning and competence development’, paper presented to the 4th International Conference on Researching Work and Learning, University of Technology, Sydney, 11-14 December,
Hondeghem, A., Horton, S., & Scheepers, S. (2005). Competence management models in Europe. French journal of public administration, 16, 561-576.
Horton, S. (2000). Competency management in the British civil service. The International Journal of Public Sector Management, 13, 354-368.
Isle, P. (1993). Achieving strategic coherence in HRD through competence-based management and organization development. Personnel Review, 22, 63–80.
Kavousi Khameneh, R., Pourezzat, A., Abbasi, T. (2017). Identify and codify appropriate features for verification competencies of Science, Research and Technology Minister of Republic Islamic of IRAN. Journal of Public Administration, 9(1), 35-60. (in Persian)
Knasel, E. and Meed, J. (1994) Becoming Competent: Effective Learning for Occupational Competence. Sheffield: Employment Department.
Mahbanooei, B., Gholipour, A., Abooyee Ardakan, M. (2016). A competency model for general health managers (Case: Iran medical of health and education). Iranian Journal of Management Studies, 9(2), 217-241.
Meglich, P., Valentine, S., & Eesley, D. (2019). Perceptions of supervisor competence, perceived employee mobility, and abusive supervision. Personnel Review. 48(3).1-20.
O’Regan, N. & Ghobadian, A. (2004) ‘The importance of capabilities for strategic direction and performance’, Management Decision, 42(2), 292-312.
Paulienė, R. (2017). Interaction between managerial competencies and leadership in business organisations. Regional Formation and Development Studies, 21(1), 97-107.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68, 79–91.
Ulrich, D. (1997). Organizing around capabilities. San Francisco: Jossey-Bass.350
Ulrich, D., & Lake, D. (1990). Organization Capability. Toronto: John Wiley and Sons, Inc.371
Ulrich, D. (2011), Human Resource Competencies: A Deep Understanding of People-Business Interaction. Human Resource Managemen, 44.
Ranaee, H., Soltani, M., Yazdani, H. (2012). Identifying and ranking the dimensions and components of managers 'competence: Content analysis of managers' competency models. Journal of Human Resource Management, 2(1), 27-50. (in Persian)
Rothwell, W. (1994), Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, New York, AMACOM.
Rothwell, W. J., Prescott, R., & Taylor, M. (1998). Strategic Human Resource Leader: How to Prepare Your Organization for the 6 Key Trends Shaping the Future. Palo Alto, CA: Davies-Black.1-200
Rothwell, W., & Kazanas, H. (1998). Mastering the Instructional Design Process: A Systematic Approach (2nd ed.). San Francisco: Jossey-Bass.412
Rothwell, W. J., & Lindholm, J. E. (1999). Competency identification, modeling and assessment in the USA. International Journal of Training and Development, 3, 90 – 105.
Sadri,S. Ramezani Ardi, O. Asghari, P. (2019). General competency model for Iranian executive managers. Journal of Administrative Transformation. 2(56), 33-50. (in Persian)
Sandberg, J. (2000). Understanding Human Competence at Work: An Interpretative Approach. The Academy of Management Journal, 43, 9-25.
Spencer, L., & Spencer, S. (1993). Competence at Work: A Model for Superior Performance. New York: Wiley.1-19
Tannenbaum,  S. and Yukl, G. (1992), ‘Training and development  in work organizations’,  Annual Review of Psychology,  43, 399–441.
Tarigan, N. M. R., & Setiawan, H. (2020). The Effect of Employee Competence on Increasing Employee Motivation in Sumut Bank of Sharia Unit, North Sumatera. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences3(2), 858-867.
Taslimi, M., Raee, R., Farzinvash, A., Barghi, M. (2013). Design and Explanaion of National Projects Managers’ Competencies, Focusing on Risk. Journal of Public Administration, 5(4), 57-78. (in Persian)
Wang,C. Ahmed,P. (2007). Dynamic Capabilities: A Review and Research Agenda. International Journal of Management Reviews. 9(1). 450-467.
White, R. (1959). Motivation reconsidered: the concept of competence. Psychological Review, 66, 279 –333.
Zandbergs, U., Brike, S., Namsone, D., & Butkevica, A. (2018, July). Model of Linking Organization Goals to Employee Competence Management for Formal and Non-Formal Education Providers. In Doctoral Consortium/Forum@ DB&IS (pp. 74-83).
Zemke, R. (1982). Job competence: Can they help you design better training? Training, 19