Cogenerating a Competency based HRM Degree: A Model and Some Lessons from Experience

Abstract

This article presents a case example of using a cogenerative process to revise a graduate human resource management (HRM) program around a competency-based model. The general status of HRM competencies is discussed in relation to the relevance of university curriculum. A process is presented illustrating how a synthesis of existing competency models was customized by six stakeholder groups using computer-mediated techniques. A competency model involving five broad areas emerged, with 84 specific exit competencies depicted. A four-phase curriculum development process based on cogenerative learning is discussed as well as new curriculum and ongoing evaluation.

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