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.
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A Competency Dictionary
Helping and Human Service
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ability achievement motivation Achievement Orientation action analysis Analytical Thinking average performers Behavioral Event Interview behavioral indicators characteristics client coded cognitive competency assessment competency model competency requirements competency-based complex Conceptual Thinking critical incidents Customer Service Orientation distinguish superior effective employees entrepreneurs example experiential education expert system Expertise explanatory style feedback firm firm’s future jobs goals human resource human service identify Impact and Influence Information Seeking Initiative Interpersonal Understanding job-person matching knowledge Learners learning Level Behavioral Description Malawi managerial McBer McClelland measure one’s organization organization’s Organizational Awareness organizational climate Organizational Commitment percent performance appraisal person positions predict problems professional programs ratings Relationship Building Requisite organization responsibility salespeople scores selection self-concept Self-Confidence situations skills specific strategy subordinates succession planning superior performers supervisors Table tasks Team Leadership Teamwork and Cooperation technical tencies tion U.S. Navy workers