Training Needs Assessment of Urban Managers Based on the Competency-Based Approach

Abstract

This study aimed to identify and explain the training needs of urban managers based on a competency-based approach and to develop an integrated framework for managerial competency development. This qualitative study employed thematic analysis. The study population consisted of current and former senior managers of Qom Municipality, of whom 16 were selected through purposive sampling. Data were collected through individual and group semi-structured interviews. Following recording and transcription, the interviews were analyzed using Attride-Stirling’s thematic network model. Meaningful units were identified, initial codes were generated and refined, and related codes were subsequently organized into basic, organizing, and global themes. The trustworthiness of the findings was enhanced through prolonged engagement with the data, member checking, peer review, systematic documentation of the analytical process, and attention to credibility, transferability, and confirmability. The analysis yielded three global themes: knowledge, attitudes, and skills. Knowledge comprised five organizing themes: specialized knowledge; knowledge of laws, duties, and authorities; financial and resource-management knowledge; knowledge of the urban and social environment; and strategic and foresight-oriented knowledge. Attitudes comprised seven themes: responsibility and action orientation, citizen-centeredness and accountability, ethical orientation and value-based beliefs, continuous learning and scientific thinking, organizational commitment and belonging, resilience and flexibility, and belief in professional expertise. Skills consisted of eight themes: talent development and employee empowerment, team building and participation, negotiation and consensus building, networking and intra- and inter-organizational interaction, planning and organization, organizational problem analysis and solving, courageous and decisive decision-making, and organizational synergy and alignment. Urban managers’ training needs are multidimensional and require the simultaneous development of knowledge, attitudes, and practical skills. Accordingly, municipal training systems should move beyond fragmented and conventional courses toward competency-gap assessment and integrated, performance-oriented development using problem-based learning, simulations, coaching, teamwork, case-based exercises, and practice in authentic managerial situations