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An 11 page paper. The writer begins with an introduction to the competency based model of assessment. This is followed by a description and explanation of workplace assessment models. Competency based assessment is a focus of the essay and is described comprehensively with steps outlined for developing such a model. 2 illustrations are included. Bibliography lists 6 sources.
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11 pages (~225 words per page)
File: MM12_PGwkcp.msw
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illustrations are included. Bibliography lists 6 sources. PGwkcp.msw WORKPLACE AND COMPETENCY BASED ASSESSMENT MODELS , September, 2001 for more information on using
this paper properly! Introduction Work assessment models, including competency based assessment models are being used more often in both the private and public sector. As with all innovations, there
are both positive and negative sides to the issue of using competency based approaches as the primary evaluation model. First of all, there is a lack of a uniform definition
regarding the terms: competence, competency, and competencies (Cooper et al, 1998). Exactly what does it mean to be competent in a job, to have the appropriate competencies for the job?
The American Compensation Association defines competencies as "individual performance behaviours that are observable, measurable and critical to successful individual or corporate performance" (Cooper et al, 1998). When human resource
managers decide to implement a competency based model, they usually break down the different competencies into parts. They identify and subsequently assess the different component competencies needed to do each
job successful and effectively. When the human resource department knows exactly what competencies are really required for the companys business operations and for each job within that business, it provides
information that can be used for recruitment, promotion, training and developing an organizational culture. This is far different than knowing what competencies exist within the organization (Cooper et al, 1998).
Hendry and Maggio said that when competencies are linked to organizational goals, these elements emerge as outcomes of a comprehensive competency model: * Identification of
characteristics and behaviours that differentiate top performers from others in relation to their contribution to strategic objectives; * Clarification, communication, assessment, and development of characteristics that focus individuals on core
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