Explaining the Dimensions and Components of Employees’ Organizational Competencies: A Meta-Synthesis of Iranian Research

Abstract

This study aimed to identify, explain, and synthesize the dimensions and components of employees’ organizational competencies based on Iranian research and to develop an integrated conceptual framework applicable to human resource management. This qualitative secondary study was conducted within an interpretive paradigm using the qualitative meta-synthesis method based on the Sandelowski and Barroso framework. A systematic search was performed in four major Persian scientific databases for studies published between 2021 and 2025 using the keywords “competency” and “competencies.” Of 624 initially identified articles, 71 studies were retained after thematic screening, abstract and full-text assessment, application of inclusion and exclusion criteria, and methodological quality appraisal using criteria adapted from CASP. Concepts and findings were extracted and synthesized through coding and thematic analysis. Inter-coder reliability was assessed by independently coding approximately 15% of the included studies; Cohen’s kappa was 0.82, indicating strong agreement and acceptable reliability of the analytical process. The synthesis demonstrated that employee organizational competency is a multidimensional construct comprising five interconnected domains: individual and personality competencies, interpersonal and communication competencies, cognitive and perceptual competencies, managerial and leadership competencies, and professional and specialized competencies. Inferential interpretation of the thematic structure indicated that individual and ethical competencies constitute the foundational layer upon which other competencies develop. Cognitive and professional competencies operate primarily as enabling capacities that support informed judgment and effective task performance, whereas interpersonal, managerial, and leadership competencies function as driving mechanisms through which individual capabilities are translated into coordinated organizational performance. Accordingly, competency cannot be conceptualized solely in terms of technical knowledge or job-specific skills; rather, effective organizational performance emerges from the interaction of personal attributes, cognitive capabilities, communication skills, leadership capacity, and professional expertise. The findings support a multidimensional and integrated approach to employee competency management. Human resource systems should simultaneously incorporate individual, interpersonal, cognitive, managerial, and professional competencies into recruitment, assessment, training, development, and succession planning. Quantitative validation of the proposed framework is recommended to strengthen its applicability across Iranian organizational contexts.