DOING COMPETENCIES WELL: BEST PRACTICES IN COMPETENCY MODELING

By M. Campion, Alexis A. Fink, Brian J. Ruggeberg, Linda L. Carr, Geneva M. Phillips, Ronald B. Odman. 2011

694 citations recorded by the source corpus.

Subfields: Education, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0362542c6292b23a304c8b7940b1f12578aa99dd

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In Education

In Organizational Behavior and Human Resource Management

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Citations in the corpus

A High Performance Work Practices Taxonomy (2013, background): “Organizations will often develop rather extensive competency models and then design their recruiting, selection, training, performance management, and reward systems around these models (Campion et al., 2011).”
The Modeling and Assessment of Work Performance (2015, background): “In practice, they tend to lack substantive specifications, which makes using them for feedback purposes difficult (Campion et al. 2011, Tett et al. 2000), and competency ratings tend to have low interrater agreement.”
A Critical Review of the Science and Practice of Competency Modeling (2013, background): “…come as no surprise, especially given McClelland’s (1973) original recommendation, many scholars have advocated the use of traditional job analysis methods to identify competencies (Campion et al., 2011; Lucia & Lepsinger, 1999; Meriot, 2005; Rodriguez, Patel, Bright, Gregory, & Gowing, 2002).”
Competencies for fresh graduates’ success at work: Perspectives of employers (2018, background): “In job settings, a list of competencies can be derived by analysing a job situation (Campion et al., 2011).”
Competency Definitions, Development and Assessment: A Brief Review (2020, methodology): “…the use of appropriate statistical analyses; the assessment of reliability and other psychometric quality checks; the validation of models against important organizational criteria…; and the validation of models across sources of information or job groups (Campion et al., 2011, pp. 234 - 235).”
What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, background): “As such, competency models are vital cornerstones for multiple organizational decisions, including recruiting, training, promotion, compensation, and succession planning (e.g., Campion et al., 2011).”
Getting Rid of Performance Ratings: Genius or Folly? A Debate (2016, background): “Another increasing trend is competency modeling, which involves (in part) the explicit establishment of behavioral descriptions of performance expectations, at each rating level, for important job competencies (M. A. Campion et al., 2011; Catano et al., 2007; Halim, 2011).”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “Regardless, employee competencies (or competency) are a collection of knowledge, skills, abilities, and other characteristics (KSAOs) – or the individual KSAOs – that are needed for effective performance in the jobs in question (Campion et al., 2011).”