Developing a Competency Model for Middle Class Managers at Weaverly Clothing Company in Zimbabwe

The paper focuses on developing a competency model for middle class managers at Weaverly Clothing Company in Zimbabwe. A mixed approach and case study design were used in this study. The targeted population of 30 managers was used with a sample of 25 middle managers. Methods: An open and closed ended questionnaire was used as a data collection tool. Findings: A competency model for middle class managers at Weaverly Clothing Company is a key tool that contributes to employee performance. A competency model with a set of eight competencies was developed and the elements are as follows: financial competences; leadership competences; communication competences; technical competency; strategic competences; team building competences; professional competencies; and networking competences. Challenges: Middle class managers at Weaverly Clothing Company faces some challenges and these are: inability to network with others; lack of interpersonal competences; lack of technical competences and lack of strategic competences and lack of leadership competences. Recommendations: Weaverly Clothing Manufacturing Company must add value either through merit compensation or promotion opportunities. Without the organization valuing the competencies, employees and supervisors will not pay the appropriate attention to competency development; there is also a need for an integrated approach to leadership and management selection and development use the developed competency model for middle class managers in order to reduce training costs, reduce staff turnover or increase employee productivity, enhance performance, and as well invest in the competencies of individuals working in the organization in order to increase performance.