Abstract [eng] |
The master's thesis examines the concept and main elements and features of the competences and competences model, the theoretical and practical aspects of the competences model used in Lithuanian public sector institutions and the importance of their application to the activities of the institutions and the human resources management process. The research problem is formed on the basis of the insights established in the previous studies of researchers, according to which the competence model is in most cases applied only in two stages of human resources management - selection and evaluation. During the research, it was aimed to find out what are the main reasons that depend on the application of the competence model of municipal managers in different scopes. Based on the theoretical insights, three hypotheses were formed, the essence of which included the dependence of the extent to which the competence model is applied on the period of stability in the positions of directors of municipal administrations, heads of personnel departments and chief specialists, and on the principle on which the model is presented for implementation by legislators. In order to achieve the goal of the research, three tasks were formed: 1) to find out the evaluation of the manager's competence management model in municipalities 2) to reveal the obstacles that prevent the full implementation of the manager's competence model 3) to identify the directions for improving the manager's competence model. In order to implement the established goals, an analysis of municipal documents was carried out, during which the main measures implemented in different municipalities in the implementation of competence management were identified. A questionnaire survey was also conducted among directors of municipal administrations, heads of personnel departments and chief specialists who implement competence management in municipalities and those whose competences are managed, during which the dependence between stability in positions and attitude towards the competence model and its scope of application in municipalities was revealed. Based on the results of the research, it was found that the first and second hypotheses of the study were fully confirmed, and the third was partially confirmed. Research conclusions and recommendations were formed on the basis of the collected expert data. It was found that in most cases, the competence model is not applied in all stages of human resource management in the municipalities of the research participants who have held positions for more than 10 years, and it was also observed that the municipalities apply a smaller amount of measures and programs for the management of competencies, compared to the research participants who have held positions for a shorter period of time. quantity, and it was found that those who have held positions for the longest time tend to be more skeptical about the content of the competence model and the possibilities of application in all stages of human resources management. Legislators and managers, chief specialists organizing the management of managerial competences in municipalities were recommended to clearly define as many possibilities for its practical application as possible when implementing the competence model, to apply it not only in the main stages of human resources management, but also to look for other places in the process where the competences model can be applied. |