Status
Available
Call number
Publication
New York : Wiley
ISBN
9780471548096
Description
Provides analysis of 650 jobs, based on 20 years of research using the McClelland/McBer job competence assessment (JCA) methodology. Includes generic job models for entrepreneurs, technical professionals, salespeople, service workers and corporate managers. Defines JCA and describes in detail how to conduct JCA studies. Suggests future directions and uses for competency research.
Local notes
CONTENTS:
pt. I. Concept of Competence -- Ch. 1. Introduction -- Ch. 2. Definition of a "Competency" -- pt. II. Competency Dictionary -- Ch. 3. Developing a Competency Dictionary -- Ch. 4. Achievement and Action -- Ch. 5. Helping and Human Service -- Ch. 6. Impact and Influence Cluster -- Ch. 7. Managerial -- Ch. 8. Cognitive -- Ch. 9. Personal Effectiveness -- pt. III. Developing a Model -- Ch. 10. Designing Competency Studies -- Ch. 11. Conducting the Behavioral Event Interview -- Ch. 12. Developing a Competency Model -- pt. IV. Findings: Generic Competency Models -- Ch. 13. Technicians and Professionals -- Ch. 14. Salespeople -- Ch. 15. Helping and Human Service Workers -- Ch. 16. Managers -- Ch. 17. Entrepreneurs -- pt. V. Competency-Based Applications -- Ch. 18. Selection: Assessment and Job-Person Matching for Recruiting, Placement, Retention, and Promotion -- Ch. 19. Performance Management -- Ch. 20. Succession Planning -- Ch. 21. Development and Career Pathing -- Ch. 22. Pay -- Ch. 23. Integrated Human Resource Management Information Systems -- Ch. 24. Societal Applications -- Ch. 25. Competency-Based Human Resource Management in the Future.
pt. I. Concept of Competence -- Ch. 1. Introduction -- Ch. 2. Definition of a "Competency" -- pt. II. Competency Dictionary -- Ch. 3. Developing a Competency Dictionary -- Ch. 4. Achievement and Action -- Ch. 5. Helping and Human Service -- Ch. 6. Impact and Influence Cluster -- Ch. 7. Managerial -- Ch. 8. Cognitive -- Ch. 9. Personal Effectiveness -- pt. III. Developing a Model -- Ch. 10. Designing Competency Studies -- Ch. 11. Conducting the Behavioral Event Interview -- Ch. 12. Developing a Competency Model -- pt. IV. Findings: Generic Competency Models -- Ch. 13. Technicians and Professionals -- Ch. 14. Salespeople -- Ch. 15. Helping and Human Service Workers -- Ch. 16. Managers -- Ch. 17. Entrepreneurs -- pt. V. Competency-Based Applications -- Ch. 18. Selection: Assessment and Job-Person Matching for Recruiting, Placement, Retention, and Promotion -- Ch. 19. Performance Management -- Ch. 20. Succession Planning -- Ch. 21. Development and Career Pathing -- Ch. 22. Pay -- Ch. 23. Integrated Human Resource Management Information Systems -- Ch. 24. Societal Applications -- Ch. 25. Competency-Based Human Resource Management in the Future.