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Role Descriptions: The Next Generation

  • Tim Baker

Abstract

John sat down with Peter to conduct his dreaded annual performance appraisal. John was anxious about this interview since he had some concerns about Peter’s performance. He wasn’t too sure how Peter would react. In particular, John was concerned about four aspects of Peter’s work. Specifically, his concerns were Peter’s lack of initiative, his poor interpersonal relationships with others he worked closely with, his lack of commitment to developing his skills-set, and his general negative attitude. John was satisfied with the tasks that Peter was performing in his job. But basically John didn’t think that Peter was performing his organizational roles. He had prepared thoroughly for the interview with several examples to back up his concerns.

Keywords

Human Resource Management Competency Model Human Resource Management Practice Human Resource Practice Human Resource Professional 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes and References

  1. 3.
    J. S. Schippmann, R. A. Ash, M. Battista, L. Carr, L. D. Evde, B. Hesketh, and J. I. Sanchez (2000) “The practice of competency modeling,” Personnel Psychology 53 (3), pp. 703–40.CrossRefGoogle Scholar
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    Charles Woodruffe (1993) “What is meant by a competency?,” Leadership & Organization Development Journal 14 (1), pp. 29–36.CrossRefGoogle Scholar
  3. 6.
    R. D. Goffin and D. E. Woycheshin (2006) “An empirical method of determining employee competencies/KSAOs from task based job analysis,” Military Psychology 18 (2), pp. 121–30CrossRefGoogle Scholar
  4. F. Lievens, J. I. Sanchez, and W. DeCorte (2004) “Easing the inferential leap in competency modelling: The effects of task-related information and subject matter expertise,” Personnel Psychology 57 (4), pp. 881–904CrossRefGoogle Scholar
  5. K. Soderquist, A. Papalexandris, G. Ioannou, and G. Prastacos (2010) “From task-based to competency-based: A typology and process supporting a critical HRM transition,” Personnel Review 39 (3), pp. 325–46.CrossRefGoogle Scholar

Copyright information

© Tim Baker 2016

Authors and Affiliations

  • Tim Baker
    • 1
  1. 1.WINNERS-at-WORK Pty LtdAustralia

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