What is (or should be) the difference between competency modeling and traditional job analysis

By Juan I. Sanchez, E. Levine. 2009

153 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/31a1d41c970eb519e3f94ac2f87d4109aa709fb6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. John P. Campbell
2. David A. Richards
3. Gregory W. Stevens
4. Brenton M. Wiernik
5. Kai Zhang
6. Changquan Jiao

In Social Psychology

1. John P. Campbell
2. David A. Richards
3. Gregory W. Stevens
4. Brenton M. Wiernik
5. Kai Zhang
6. Changquan Jiao

In Strategy and Management

1. John P. Campbell
2. David A. Richards
3. Gregory W. Stevens
4. Brenton M. Wiernik
5. Kai Zhang
6. Changquan Jiao

Citations in the corpus

• Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators (2011, background): “Other practical considerations may involve the use of competency modeling practices to incorporate OCB, signal the importance of this type of behavior, and encourage maximum performance (Sanchez and Levine 2009).”
• The Modeling and Assessment of Work Performance (2015, background): “Sanchez & Levine (2009) argue that competency models function better as general goals than as a means for individual assessment.”
• A Critical Review of the Science and Practice of Competency Modeling (2013, methodology): “…functions, competency models can also be applied to organizational development programs within HRD, guiding and influencing the same behaviors that are rewarded by the human resource systems, and ensuring that those behaviors align with the organization’s larger strategy (Sanchez & Levine, 2009).”