This book provides analysis of 650 jobs, based on 20 years of research using the McClelland/McBer job competence assessment (JCA) methodology. It 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.
Acknowledgments
Preface
Part I : The Concept of Competence
Chapter 1 : Introduction
Chapter 2 : Definition of a "Competency"
Part II : A Competency Dictionary
Chapter 3 : Developing a Competency Dictionary
Chapter 4 : Achievement and Action
Chapter 5 : Helping and Human Service
Chapter 6 : The Impact and Influence Cluster
Chapter 7 : Managerial
Chapter 8 : Cognitive
Chapter 9 : Personal Effectiveness
Part III : Developing a Model
Chapter 10 : Designing Competency Studies
Chapter 11 : Conducting The Behavioral Event Interview
Chapter 12 : Developing a Competency Model
Part IV : Finding : Generic Competency Models
Chapter 13 : Technicians and Professionals
Chapter 14 : Salespeople
Chapter 15 : Helping and Human Service Workers
Chapter 16 : Managers
Chapter 17 : Entrepreneurs
Part V : Competency-Based Applications
Chapter 18 : Selection : Assessment and Job-Person Matching for Recruiting, Placement, Retention, and Promotion
Chapter 19 : Performance Management
Chapter 20 : Succession Planning
Chapter 21 : Development and Career Pathing
Chapter 22 : Pay
Chapter 23 : Integrated Human Resource Management Information Systems
Chapter 24 : Societal Applications
Chapter 25 : Competency-Based Human Resource Management in The Future
Bibliography
Index
