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Competency-Based Training and Assessment Center: Strategies, Technology, Process, and Issues

Advances in Developing Human Resources , Volume 8 (2): 141 – May 1, 2006

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Publisher
Sage Publications
Copyright
Copyright © 2006 by SAGE Publications
ISSN
1523-4223
eISSN
1523-4223
D.O.I.
10.1177/1523422305279687
Publisher site
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Competency-Based Training and Assessment Center: Strategies, Technology, Process, and Issues

Abstract

Issue Overview Competency-Based Training and Assessment Center: Strategies, Technology, Process, and Issues Michael Burnett Jacqueline V. Dutsch The term competency has multiple definitions. The term sometimes refers to outputs of competent performers and sometimes refers to underlying character- istics that enable an individual to achieve outstanding performance (Dubois & Rothwell, 2004; McLagan, 1997). And in the expertise literature, competency means only safe performance. Most definitions of competency, however, relate to exemplary performers or performance in a specific job or job level, (Boyatzis, 1982), whereas a relevant term, core competency is tied to strategic, future- oriented, collective functions in organizational level (Hamel & Prahalad, 1994; Prahalad & Hamel, 1990). Thus, the authors have adopted an overarching per- spective that combines both the performance and strategic aspects associated with the various definitions found in the literature. They consider competency to refer to the underlying, individual, work-related characteristics (e.g., skills, knowledge, attitudes, beliefs, motives, and traits) that enable successful job per- formance where "successful" is understood to be in keeping with the organiza- tion's strategic functions (e.g., vision, mission, uniqueness, future orientation, success, or survival). A similar construct, competency development or competency modeling, refers to the process of identifying a set
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