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Monitoring Human Recources through People-Capability Maturity Model (P-
Cmm) in Ansar Bank
Zahra Vazifeh*, Bahram Tayerani Darbandi**, Fazlollah Khamari***
*Assistant Professor, Department of economic and management, Public Management branch, Sistan & Baluchestan
University, Zaheadn, Iran
**Co-Author MA Student, Department of economic and management, Public Management branch, Sistan &
Baluchestan University, Zaheadn, Iran
***MA Student, Department of economic and management, Public Management branch, Sistan & Baluchestan
University, Zaheadn, Iran
Abstract
Many consequences from researches about importance and role of human resource in
organizations’ improvement and growth and somehow in development of human
societies emphasize on this point that no society has not developed unless it has paid
attention to the development or human capital. Meanwhile, banks and knowledge
based financial institutes are easily able to take advantage of current opportunities
using different models of maturity of human resource in order to achieve competitive
advantages to survive and face with variable condition of e-payments market. One of
appropriate models in this field is People-Capability maturity model (P-CMM) which
has been designed to increase human force capabilities. This model helps
organizations to identify maturity of its human forces; creates a continuous program
to develop human resource and prioritize more important performances. Current study
is cross-descriptive research and in terms of research methodology, it is applied
research. Statistical population includes employees of Ansar bank in Zahedan city who
are almost 42 persons. Due to limitation of statistical population, all of statistical
population was chosen as sample. The main means to collect data is questionnaire.
Banks and financial institutes are able to identify maturity of human resource and
determine their critical issues using People-Capability maturity model (P-CMM).
Keywords: People-Capability maturity model (P-CMM), Organizational Maturity,
Bank, Human resource
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Introduction
In recent years, various tools about human resource development have been suggested to the
managers. Development of competencies Model, evaluation and choosing people based on
intelligence and their competencies. 360 degree feedback, knowledge management, team
building, participatory decision making, performance-based payment, rote learning and reminder
system are such advices, but using these means in most of cases haven had a considerable result.
Why organizations are unsuccessful to use these means (Curtis, 2009)? This problem is in all
over the world, but undoubtedly, it is more transparent in developing countries like Iran. In our
viewpoints, the most important reason and the origin of these failures is "no real need of
organizations to perform some management tools" and " development of fashion phenomenon”
in these areas (Ghafarian and Emadzadeh, 2004). Changes in global markets of e-commerce
have made many challenges for organizations, banks and other financial institutes. Even to
survive in local markets necessitates competition. Organization maturity knows the root of each
kind of ability and flourishing the human attempts domain in “human maturity” and also
accounts human as the major basis and fundamental factor of any changes. Now, organizational
maturity is one of the important and underlying lessons of educational courses in many schools
of behavioral sciences especially management in all over the world (Moosa Khnai and Monshi
Zade, 2006).
Literature Review
Organizations in order to move toward strategic management of human capital have applied
different techniques. Some of them are: Combined downsizing with restructuring, , re-
engineering and process improvement, improve information sharing, promoting the
organization's mission clearly throughout the organization, employees’ participation, establish
formal procedures for dealing with complaints, profit sharing or implementing motivational
plans, workforce training, performance management and feedback processes, Analysis and
Design jobs, support job rotation, teamwork design, formal mentoring programs and ultimately
align HR strategies with business objectives (Mirvis, 1997, Becker, 1998, Becker, 1996).
Until a few years ago, most of the strategic planning projects with following the prescriptive
approaches, moreover use the SWOT approach to develop and plan their strategies, pioneer
organizations with using organizational excellence model encourage their employees to have a
long-term and beyond the needs look at organization and personal capabilities (Jack, S &
Hyman,J 2006). Basically, a maturity capability model is a framework that describes main
factors of effective operational management. It can be financial management or project
management. In fact, this model creates strategic management framework of special processes. A
maturity capability model directs organization in order to reach its goals and subsequently
promote to the upper levels of maturity (Colin A, sharp, 2003).
General framework of organizational maturity models
Capability maturity model is applied in different areas. This model was firstly developed by
Humphrey for continuous improvement of software productions. This model has 5 levels which
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move from inconsistent management to learning level (Humphrey, 2000). Following the
development of this model, various maturity models developed based on this framework which
can be referred as People-Capability maturity model (PCMM) and Business Process Maturity
Model (BPMM). Framework of these models is based on Humphrey’s model and their contents
due to the discussed area are changing. 5 maturity levels in Humphrey’s model and evolution
nature of passing different maturity levels of this model have been shown in figure 1.
Figure 1. Five-Level Maturity Humphrey Model (Curtis Et Al., 2009)
Maturity network of quality management by Crosby (1996) expresses the underlying principle of
maturity model in this way: an action is not improved until it is repeated. After that, maturity
models have been applied in broad activities including software development, suppliers’
relationship, research and development activities, production development, innovation,
cooperation, production design as well as reliable information procedure.
People-Capability maturity model (P-CMM):
People-Capability maturity model is the path map that helps with implementation and
improvement of human resource capabilities in organization. P-CMM model establishes
integrated system of HR activities that knows the organization maturity based on alignment of
“development objectives and plans” with “changes needs” in organization. This model is based
on principles which are listed as following:
1) Human force capability has a direct relationship with organization’s performance.
2) Human force capability is a strategic and competitive resource in the organization.
3) Human force capability is defined according to organization strategic goals.
4) Competency has more importance than job task and elements.
5) Capability can be developed in different personal, group and organizational levels.
6) Organization has to develop capabilities in its employees in order to help with
organization’s key competency.
7) Operations managements are responsible for human force capabilities.
8) To promote capabilities, used and experienced procedures have to be applied.
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9) Organization provides promotion opportunity and people are responsible for using
provided opportunity.
10) Due to fast changes, continuous development and ongoing review is necessary.
In any level of maturity, especial processes and activities are needed which are based on built
infrastructure from previous level. Figure 2 shows the processes of maturity levels in P-CMM.
In HR’s viewpoint, this pattern is a kind of HR strategic management which emphasizes on HR
processes due to strategic orientations (Prahalad, 1990).
Figure 2. Process Model Of P-Cmm (Curtis Et Al., 2009)
In following of maturity levels, internal processes and relationships will be studied. Since, most
of Iranian organizations are in maturity levels 1 or 2; these 2 levels will be more detailed.
P-CMM history
The primary model was developed by Watts Humphrey in 1980 in IBM firm (Radice, 1985).
This firm due to low performance in structure of produced software was faced with downturn in
sales. So as, research team after reviewing numerous studies and according to obtained results,
the framework of processes maturity was proposed. This framework was presented by Software
Engineering Institute of Carnegie Mello University supported by the Ministry of Defense in
America (Crosby, 1979). This model was firstly published in 1995. Since then, it was used in
throughout of USA, Australia, Canada, Europe and India to direct and guide organizational
improvement activities so as since 2001, most rate of applying P-CMM has happened in the
India. Some of well-known firms which have used this model are: IBM, Citibank, Ericsson,
Boeing, Oracle (Curtis, 2001).
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Maturity levels: It indicates a new level of HR capability which has been created through
designing and developing one or some of HR processes.
Maturity level1 (initial level, inconsistent management): most transparent organizations’ feature
in this level is their problems in maintaining talented people. Despite of emphasize on this issue,
organization’s attempts in this regard are incoherent and aimless (Rothman, 2001).
Organizational characteristics which are at the first maturity level are:
1) Incoherency HR activities
2) Replacement and irresponsibility.
3) Unclear tasks
4) Human force and emotional environment
Organizations In this maturity level develop forms and tools, but training and required following
to take advantage of is not happened. Managers of such organizations don’t have common vision
about management responsibilities and most of them consider management to reach
predetermined results not people development. So that, HR activities would have less importance
than real activities and it is not taken seriously (Buckingham, 1999).
Maturity level 2 (managed level, people management): In this level, managers pay attention to
the issues like coordination, commitment, resource supply, performance management and skills’
development. Reasons which force managers to pay attention to HR activities are:
Low spirit of employees
Weak organizational communications
Lack of required knowledge and skill among employees
Obscure performance objectives
High workload
This level aims to accept the responsibility of people and foster them. Some of features in this
level can be summarized including: 1) Organization has to provide a basis to apply common
processes, 2) Management has to establish a sustainable environment for professional
occupations, 3) Required condition has to be provided to basically control management, 4)
Enable people to repeat activities.
Activities which have been regarded in this level are: 1) Staffing, 2) Communication and
coordination, 3) Safety and work environment, 4) Performance management, 5) Employees
training and development, 6) Compensation. Mutual relationships between these processes have
been shown in fig 3. In following, each of 5 processes of management maturity levels have been
described.
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Figure 3. Relationships Among Competency Management Process Areas(Curtis Et Al.,
2009)
Maturity level 3 (defined level, competency management): After implementation of HR activities
in units, the next step is to develop organizational infrastructures which link HR capabilities to
strategic goals. This level is mainly aimed to help with achieving competitive advantages with
required competency development in employees. The conception of human force competencies
in People-Capability maturity model (P-CMM) is different with what has been proposed by
Prahalad and Hamel. “Core competency” points to the combination of technology and
production skills which lead to create services and goods and provide competitive advantages in
markets. In P-CMM, human force competencies point to one of abstraction levels in the
organization shown in figure 4.
Figure 4. Hierarchy Of Competency Abstractions (Curtis Et Al., 2009)
Each competency of human force needs a different combination of knowledge, skill, required
abilities in market and business which ultimately leads to “Core competency” (Prahalad, 1990).
So as with linking HR activities to competencies, human benefits would be in service of
organizational targets. Some of Iranian organizations have stepped toward competency
management using model of competencies and implementation of assessment centers, but they
are at the beginning of their way. This level aims to set and foster human force capabilities and
integrate them with enterprise strategic orientation. Characteristics of this level can be named as
following:
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1. Organization identifies the best activities and aligns them with common processes.
2. Processes especial for exclusive environment are combined, documented and integrated
with activities especial for sustainable environment.
3. Organization defines standard processes to do activities leaded to establish underlying
context for professional culture.
Activities regarded in maturity level 3, competency management, are: 1) Competency analysis,
2) Workforce planning, 3) Competency development, 4) Career development, 5) Competency
based practices, 6) Workgroup development and 7) Participatory culture. Mutual relationships
between these processes have been shown in fig 5.
Figure 5. Relationships Among Competency Management Process Areas (Curtis Et Al.,
2009)
Maturity level 4 (predictable level, capability management): the important feature of this level is
quantity-oriented approach. This approach should be dominant on the design, implementation
and operation of human resource systems. Therefore, organization can predict its future trend
due to performance and past results. Empowerment and integration capabilities of human force
and quantitative performance management are the skills of this level. Processes regarded in
maturity level4, capability management, are: 1) Competency integration, 2) Empowered
workgroups, 3) Competency based assets, 4) Quantitative performance management, 5)
Organizational capability management, 6) Mentoring. Mutual relationships between these
processes have been shown in fig 6.
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Figure 6. Relationships Among Capability Management Process Areas (Curtis Et Al., 2009)
Maturity level 5 (optimization, organizational learning and change management): In this level,
change management has become a permanent process and information in units and organization
levels are analyzed and any kind of non-alignment is identified and action is taken to resolve it.
Characteristics of this level include following cases:
1) Organizations use deep and quantitative knowledge for continuous improvement in
processes.
2) Organization, based on data, finds which process can better exploit continuous
improvement practices.
3) Development management is built as a standard organizational process and process
improvement and like sustainable and permanent thought in all over the world. Processes
regarded in maturity level 5, change management, are: 1) Continuous capability
improvement, 2) Organizational performance alignment 3) Continuous workforce
innovation. Mutual relationships between these processes have been shown in fig 7.
Figure 6. Relationships Among Change Management Process Areas (Curtis Et Al., 2009)
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Implementation advantages of P-CMM
Implementation advantages of P-CMM have been theoretically shown in numerous studies
(Huselid, 1995, Labor, 1993, Kling, 1995, Appleby, 2000, Delaney, 1996).
Organizations which have applied HR integrated strategy have considerably stood in world-class
organizations level (Appleby, 2000). In some cases, even the influence of their reputation
relevant to HR practices has been directly related to the increase in their share value ، (Hannon,
1996). Analysis of different samples in 1990 shows a strong (positive) relationship between high
performance of job activities and organization’s financial performance (Becker, 1998). In a study
about job force activities which has been done in almost 100 companies, it is brought that
applying such activities causes 7.05 percent decrease in job quitting and at the expense of each
employee, it is along with 27.044 dollars more sale, 18.841 dollars increase in market value and
3.814 dollars increase in profit (Huselid, 1995).
Now, according to aforementioned descriptive cases, advantages of P-CMM have been
categorized as following:
1) Regarding capabilities rather than job elements
2) Establishing an appropriate context to implement excellence systems
3) Having comprehensible HR systems
4) Repeatability of activities
5) Accurate and clear practices to implement systems
6) Decrease deviation in performance
7) Continuous improvement of activities
8) Spread best practices throughout the organization
9) Institutionalizing systems
P-CMM applications
Organizations use P-CMM for different objectives which the most important ones are:
Determining extent of maturity practices of HR
Continuous development of HR practices
Determining improvement priorities (development projects of HR management)
Integration HR development and processes improvement
Establishing excellence culture
We follow 2 aims with organization evaluation based on HR capability model:
1. Evaluate HR practices based on standards and take advantage of these standards to solve
problems of HR practices. In another words, we compare current and desirable situations
described in the model and program corrective actions to improve practices.
2. According to the organization’s maturity steps and conducted evaluation, they are used as
a HR strategy guides and alignment of HR activities with goals and needs of organization
changes.
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Research Hypothesis
1) There is difference between current and expected situations of staffing system.
2) There is difference between current and expected situations of communication and
coordination system.
3) There is difference between current and expected situations of work environment system.
4) There is difference between current and expected situations of performance management
system.
5) There is difference between current and expected situations of education and
development system.
6) There is difference between current and expected situations of compensation system.
Research Methology
In this research, at first after studying books, papers and different researches conducted in the
organizational maturity field and also using professors’ and experts’ opinion, theoretical basis
and literature review and questionnaires were provided and questionnaires’ reliability was
verified. This study in terms of research categorization based on their goals is accounted as an
applied research. In terms of the way that required data was obtained (research plan), this
research is accounted as cross-sectional one. Statistical population includes employees of Ansar
bank in Zahedan city who are almost 42 persons. Due to limitation of statistical population, all of
statistical population was chosen as sample. Out of this number, 37 reliable questionnaires were
collected. To test hypotheses, obtained data collected by questionnaire which has been measured
based on 5-point Likert scale was used for quantification the responses. It includes standard 42-
question questionnaire which has been originated from P-CMM introduced by Software
Engineering Institute (SEI). Reliability of questionnaire was verified by literature review and
scientific reliable references such as second volume of P-CMM which has been developed by
SEI in 2009 and also experts’ and professors’ opinion. Questionnaire durability also was
calculated using Cronbach’s alpha (0.878). Statistical methods used for data analysis is
descriptive one. To test hypotheses, single sample T-Test was used. To prioritize hypotheses,
Friedman test was used.
Finding
Research hypotheses test:
As it is seen in table1, to study current and expected (desirable) situations of research variables,
single sample T-Test was used and hypotheses ware analyzed.
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Table 1 - Mean (T One Sample) To Check The Status Varibles
Test Value = 21
Variable (M.D) (Sig) (df) t Mean N
Staffing 6.29008 .000 130 21.609 27.2901 131
Communication and coordination 6.82443 .000 130 27.265 27.8244 131
Work environment 6.75573 .000 130 32.581 27.7557 131
Performance Management 5.41985 .000 130 20.573 26.4198 131
Training and Development 2.90840 .000 130 10.435 23.9084 131
Compensation -1.43511 .000 130 -8.846 19.5649 131
Due to observations from table 1, the value of t statistic is 9.912, 12.972, 17.303, 9.596, 8.103
and -5.334 for 1, 2, 3, 4, 5, and 6, respectively. Freedom degree is equal to 37 and significance
level is 0.000. Since, significance level of the test is less than 0.0, so H0 is rejected. Therefore,
with 99 percent confidence it can be claimed that in viewpoint of Ansar bank employees in
Zahedan, there is a significant difference between current and expected situations of staffing
system, coordination and communication, work environment, performance management,
education and development and compensation. Due to this issue that the mean of variables of
staffing, coordination and communication, work environment, performance management,
education and development is more than expected value (21), therefore these variables are in
desirable level, but due to this issue that the mean of compensation is less than expected value
(21), so this variable is not in desirable level. Therefore, all of research hypotheses were verified,
but in terms of desirability, all of variables except compensation were desirable and among
desirable variables, the highest mean is relevant to coordination and communication and the least
mean is education and development variable.
Friedman test
To rank various variables existed in the second level of P-CMM, Friedman test was used.
Friedman test prioritizes variables using output of descriptive statistics including scores mean.
So as the lower the variables’ mean is, the more important they are and they have better rank. As
it is seen in table 3, the value of chi-square statistic is 2 and freedom degree is 5 and also
significance level is equal to 0 which shows H0 is rejected. Based on outputs in table 3, we came
to the final conclusion that each of variables of the second level of P-CMM in viewpoint of
Ansar Bank employees has different ranks.
According to table to table2, the work environment variable has the highest rank and
compensation variable has the least rank.
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Table 3. Freidman Test
N 131 Chi-square 358.890 df 5 Asymp. Sig. .000
Conclusion and Suggestions
In this paper, we firstly referred to the organizational maturity and its goals. Then People-
Capability maturity model (P-CMM) was detailed. At the end, the maturity level of employees in Ansar Bank in Zahedan was measured. Conducted studies show that Ansar Banks in Zahedan
city still hasn’t completely covered second level variables of P-CMM and are in this level. In this
study, it was determined that compensation variable is in undesirable level and also education
and development variable has the least desirability. According to the obtained results, it was
determined that Ansar Banks in Zahedan city haven’t paid require attention to the lower levels of
human needs such as compensation and education and development. Subsequently, people
capabilities were ignored and haven’t considered actions on the agenda which fostering them can
cause establishing competency based organization. To reach this purpose, suggestions as
following are presented:
1. Due to this issue that P-CMM has had evolution trend and the lower levels are the
context for upper levels, it is necessary for organizations to initially take an action
in order to implement processes which provide appropriate contexts.
2. To reach competitive advantage, organizations have to align HR strategies with
business objectives.
3. In compensation dimension, following suggestions are considered as organizations’
guidelines:
1) Decision making about person's salary and benefits packages are put in contact with him.
2) Modification about salary and benefits is done based on person’s success in achieving
performance goals.
3) Practices to modify or eliminate inequity in compensation or other deviation form the
plan, strategy and guidelines of organization are done.
4) Compensation package of each person is determined based on documented procedures
that comply with the strategy plan and policy of compensation.
Table 2. Prioritze Second-Level Varibles Model
Variables Mean Rank Rank
Work environment 4.58 1 Communication and coordination 4.54 2 Staffing 4.32 3 Performance Management 3.78 4 Training and Development 2.60 5 Compensation 1.18 6
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4. In the dimension of development and education, following suggestions are
considered in organization’s policies:
1) Education is done based on comprehensible educational plan.
2) Issues relevant to improvement shall be periodically done with each person and
required knowledge and skills are identified to promote current and future
performance.
3) Improvement opportunities relevant to each person’s support in implementation his
personal improvement objectives are provided.
5. The most important discussed issue is the executive belief in promotion HR
capabilities. In this context, executive can consider following alternatives in
organization’s policy: A) Responsibility to manage and develop people by people
managers. B) Develop job force competencies and workgroups. C) Empower and
integrate job force competencies and quantitative performance management.
6. To implement this model, it is necessary to determine person or persons to program
and control affairs.
7. In order to perform processes continuously, comprehensibly and effectively, it is
needed to institutionalize them correctly.
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