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Competence at Work: Models for Superior Performance, by Lyle M. Spencer, Signe M. Spencer
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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.
- Sales Rank: #517003 in Books
- Published on: 1993-03-22
- Original language: English
- Number of items: 1
- Dimensions: 9.33" h x 1.22" w x 6.28" l, 1.56 pounds
- Binding: Hardcover
- 384 pages
Most helpful customer reviews
8 of 8 people found the following review helpful.
Classic in the History of Competency Modeling
By John M. Ford
This early work on competency modeling describes the McClelland/McBer job competence assessment (JCA) methodology that heavily influenced much of subsequent practice. Readers of Lyle and Signe Spencer's book will gain an historical perspective on current competency work in human capital and organizational psychology.
The several competency models included in the book are well-documented and cover a variety of occupational families, including technicians, professionals, salespeople, service workers, managers and entrepreneurs. The multi-chapter Competency Dictionary is a helpful starting point for current modeling in some occupations, but is too dated to be used without revision. Readers should compare the book's leadership models with contemporary products such as those in FYI: For Your Improvement, A Guide for Development and Coaching. Many competencies remain relatively unchanged with time while others have evolved with technological and social changes in the workplace. Such comparison yields insight about which competencies may represent basic human abilities and which are defined more in response to the demands of work and its organizational setting.
The book's description of JCA methodology includes an introductory chapter on Behavioral Event Interviewing. Much of the advice in this chapter is general to all interviews that elicit job-related information. The chapter may be helpful to practitioners collecting critical incidents for job analysis or developing questions for a structured hiring interview. The book also describes how to conduct Thematic Content Analysis that captures key concepts from volumes of interview-generated text data. This disciplined application of content analysis set the stage for later innovations in text mining and computer-aided content analysis. All of this is fascinating as part of the history of job analysis methods. Readers less interested in historical roots than in current best practices might be better served by A Practical Guide to Job Analysis.
It is unfortunate that the second and third companion books planned to create a competency modeling series did not materialize. In their absence, competency modeling and job analysis have continued to evolve, with subsequent innovations described largely in professional and HR journals. Interested readers will find these authors' influences in the emotional intelligence literature, such as Working with Emotional Intelligence and The EQ Interview: Finding Employees with High Emotional Intelligence.
I recommend borrowing this book from the library and reading sections of it if you are interested in the history of competency modeling and job analysis.
17 of 19 people found the following review helpful.
Required reading to become a true competency expert
By Charles K. Brooks
I have studied and used dozens of books on the topic of competencies, and many are useful, but this is the one I return to most often. My copy of this book is ragged, dog-eared, coffee-stained, and marked by many colored tabs for quick reference. Competence at Work changed my approach to human resources, and I actually earned some national honors and recognition for innovations in assessment and workforce planning by using it as a guide. It yields an effective understanding of competencies and how to apply them in processes such as recruiting, selection, development, performance management, succession, and workforce planning.
Some insights and tools in the book are particularly valuable:
Criterion sampling:
Compare high performers to average performers in order to understand how each performance group achieves their different levels of success.
Operant measures:
Measure how people operate in the real world as opposed to how they respond to a list of multiple-choice items. It describes Behavioral Event Interviewing (BEI) as the preferred approach, but you might have to access other sources for a complete understanding of the BEI.
Competency definitions and scales:
These alone are worth the price of the book. Based on behaviors that are empirically related to performance in a wide variety of jobs, they provide a quick-start to comparing performance groups and developing competency models, and they provide a framework for both assessing and developing competencies in people.
The principles and methods outlined in this book allow one to construct and apply competency models and human resource practices that get results. If I could have only one book on human resources, it would be this one! If I could have only three, the other two would also be by Spencer: Reengineering Human Resources and Calculating Human Resource Costs and Benefits.
18 of 19 people found the following review helpful.
An Essential Primer on Competence
By Robert McAvoy
Lyle Spencer has written a book that is lucid, well-organized, and a concise reference on human competence. If this was history, you would know that he had been there and had not merely interviewed those who were. This is so because his work is informed by original research. Spencer begins the presentation within a framework of competence that is criterion-referenced. The competence dictionary is organized around competency clusters that are well-defined and behaviorally anchored. But theory is not left to wrestle with the reader's experience. Spencer provides the practioner with a guide that takes the user through all steps in the conduct of a competency study. Spencer closes with a set of generic competency models that the practioner can tailor to his or her client before drawing the reader's attention to the variety of applications that study data may serve. Though a bit pricey, you can purchase it with the knowledge that it will stand up well as your single source of reference.
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