Competence at Work: Models for Superior Performance
- 7h 4m
- Lyle M. Spencer, Signe M. Spencer
- John Wiley & Sons (US)
- 1993
Managers and human resource professionals like you, who are diligently trying to match people and jobs, have suffered at the hands of traditional aptitude measures. Not only are the tests culturally biased, they repeatedly produce applicant scores that fail to predict later job performance. As you know too well, the unhappy result—working with the wrong people, however briefly—can be costly to your company’s bottom line.
The McClelland/McBer job competence assessment (JCA) methodology, whose wide success in the public and private sectors is summarized in Competence at Work, provides an accurate, objective, easy-to-learn way of predicting job performance and success. Developed by leaders in the field of competency research and testing the JCA methodology can now help you place the right people in the right jobs—whether you’re focusing on technical skills, sales jobs, entrepreneurial positions, or other employment opportunities.
Systematically, Competence at Work presents the components of the JCA approach, including the Competency dictionary, which lists, defines, and provides scoring criteria that can help you predict superior performance for most jobs. The book then goes on to show you how to:
- Adapt the JCA methodology to your own uses, using the book’s easy-to-follow how-to guidance
- Conduct the Behavioral Event Interview—a key to predicting employee performance
- Use the competency Dictionary to interview, survey, and incorporate expert panel data to develop competency models for specific jobs in your company
- Use generic competency models for sales, technical/professional, helping/human service, managerial, and entrepreneurial jobs
About the Authors
Lyle M. Spencer, Jr., Ph.D., is president and CEO of McBer and Company, and Technical Director of Hay Management Consultants’ Human Resource Planning and Development Practice Worldwide. McBer/Hay is an internationally recognized consulting firm providing competency-based human resource services in 30 countries. Dr. Spencer has worked for 20 years with Prof. David McClelland and Richard Boyatzis, author of The Competent Manager (Wiley), McBer’s earlier work on competency research. Dr. Spencer’s last book was Calculating Human Resource Costs and Benefits (Wiley). He received his Ph.D. in human development and clinical psychology from the University of Chicago, and his MBA from the Harvard Business School.
Signe M. Spencer, MA, is Senior Research Associate at McBer, where she developed and manages the McBery/Hay competency model data base, and a doctoral candidate in research methods at Harvard University.
In this Book
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Introduction
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Definition of a “Competency”
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Developing a Competency Dictionary
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Achievement and Action
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Helping and Human Service
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The Impact and Influence Cluster
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Managerial
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Cognitive
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Personal Effectiveness
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Designing Competency Studies
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Conducting the Behavioral Event Interview
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Developing a Competency Model
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Technicians and Professionals
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Salespeople
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Helping and Human Service Workers
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Managers
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Entrepreneurs
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Selection—Assessment and Job–Person Matching for Recruiting, Placement, Retention, and Promotion
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Performance Management
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Succession Planning
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Development and Career Pathing
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Pay
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Integrated Human Resource Management Information Systems
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Societal Applications
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Competency-Based Human Resource Management in the Future
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Bibliography
