胜任力建模实践外文翻译.docVIP

外文翻译 原文 The practice of competency modeling Material Source: Personnel Psychology Author: Schippmann, Jeffery S The purpose of this article is to define and explain a trend that has caused a great deal of confusion among HR researchers, practitioners, and consumers of HR-related services: competency modeling. The Job Analysis and Competency Modeling Task Force, a work group jointly sponsored by the Professional Practice Committee and the Scientific Affairs Committee of the Society For Industrial and Organizational Psychology, has recently concluded a 2-year investigation into the antecedents of competency modeling and an examination of the current range of practice. Competency modeling is compared and contrasted to job analysis using a conceptual framework (reflected in a 10-dimension Level of Rigor Scale) that practitioners and researchers may use to guide future work efforts, and which could be used as a basis for developing standards for practice. The strengths and weaknesses of both competency modeling and job analysis are identified and, where appropriate, recommendations are made for leveraging strengths in one camp to shore-up weaknesses in the other. The business environment today is characterized by incredible competition and change (DAveni, 1994; Hamel Prahalad, 1994). In response, organizations are flattening, relying on self-managed teams with greater frequency, becoming highly matrixes, and otherwise reconfiguring the structure of work (Ashkenas, Ulrich, Jick, Kerr, 1995; Howard, 1995; Keidel, 1994). Accompanying these changes has been a growing concern that traditional job analysis procedures may be unable to continue to play a central role in the new human resource management environment (Barnes-Nelson, 1996; Olian Rynes, 1991; Sanchez, 1994). It is with this backdrop that the practice of competency modeling has exploded onto the field of human resources over the past several years. Today, surveys of competency-based practice indicate between