- Hardcover: 384 pages
- Publisher: Wiley; 1 edition (March 22, 1993)
- Language: English
- ISBN-10: 047154809X
- ISBN-13: 978-0471548096
- Product Dimensions: 6.3 x 1.2 x 9.3 inches
- Shipping Weight: 1.4 pounds (View shipping rates and policies)
- Average Customer Review: 13 customer reviews
- Amazon Best Sellers Rank: #358,486 in Books (See Top 100 in Books)
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Competence at Work: Models for Superior Performance 1st Edition
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From the Publisher
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.
Top customer reviews
The several competency models included in the book are well-documented and cover a variety of occupational families, including technicians, professionals, salespeople, service workers, managers and entrepreneurs. The multi-chapter Competency Dictionary is a helpful starting point for current modeling in some occupations, but is too dated to be used without revision. Readers should compare the book's leadership models with contemporary products such as those in FYI: For Your Improvement, A Guide for Development and Coaching. Many competencies remain relatively unchanged with time while others have evolved with technological and social changes in the workplace. Such comparison yields insight about which competencies may represent basic human abilities and which are defined more in response to the demands of work and its organizational setting.
The book's description of JCA methodology includes an introductory chapter on Behavioral Event Interviewing. Much of the advice in this chapter is general to all interviews that elicit job-related information. The chapter may be helpful to practitioners collecting critical incidents for job analysis or developing questions for a structured hiring interview. The book also describes how to conduct Thematic Content Analysis that captures key concepts from volumes of interview-generated text data. This disciplined application of content analysis set the stage for later innovations in text mining and computer-aided content analysis. All of this is fascinating as part of the history of job analysis methods. Readers less interested in historical roots than in current best practices might be better served by A Practical Guide to Job Analysis.
It is unfortunate that the second and third companion books planned to create a competency modeling series did not materialize. In their absence, competency modeling and job analysis have continued to evolve, with subsequent innovations described largely in professional and HR journals. Interested readers will find these authors' influences in the emotional intelligence literature, such as Working with Emotional Intelligence and The EQ Interview: Finding Employees with High Emotional Intelligence.
I recommend borrowing this book from the library and reading sections of it if you are interested in the history of competency modeling and job analysis.
My HR savvy told me that it must be good.
I have used it constantly ever since.
It has been my defense when arguing with Union Officials about what is and what isn't a Competency.
It enhanced a propriety Recruitment System
I have used in Sales Mangers coaching
I have used in Sales Training programs
It supports a a new and different way of designing Position Descriptions
It supports a behavioral based Performance Management System
It is a question I ask when interviewing aspiring HR professionals
It helped my daughter obtain a number of HD's in her University course
It is now 15 years since I bought the book and I am still using it
Michael Minns Australia ++ 64 2 98991564
Some insights and tools in the book are particularly valuable:
Compare high performers to average performers in order to understand how each performance group achieves their different levels of success.
Measure how people operate in the real world as opposed to how they respond to a list of multiple-choice items. It describes Behavioral Event Interviewing (BEI) as the preferred approach, but you might have to access other sources for a complete understanding of the BEI.
Competency definitions and scales:
These alone are worth the price of the book. Based on behaviors that are empirically related to performance in a wide variety of jobs, they provide a quick-start to comparing performance groups and developing competency models, and they provide a framework for both assessing and developing competencies in people.
The principles and methods outlined in this book allow one to construct and apply competency models and human resource practices that get results. If I could have only one book on human resources, it would be this one! If I could have only three, the other two would also be by Spencer: Reengineering Human Resources and Calculating Human Resource Costs and Benefits.