Competence at work : models for superior performance

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. The Concept of Competence Introduction Definition of a "Competency" A Competency Dictionary Developing a Competency Dictionary Achievement and Action Helping and Human Service The Impact and Influence Cluster Managerial Cognitive Personal Effectiveness Developing a Model Designing Competency Studies Conducting the Behavioral Event Interview Developing a Competency Model Findings: Generic Competency Models Technicians and Professionals Salespeople Helping and Human Service Workers Managers Entrepreneurs Competency-Based Applications Selection: Assessment and Job-Person Matching for Recruiting, Placement, Retention, and Promotion Performance Management Succession Planning Development and Career Pathing Pay Integrated Human Resource Management Information Systems Societal Applications Competency-Based Human Resource Management in the Future Bibliography Index