Building Robust Competencies
Linking Human Resource Systems to Organisational Strategies
Published on 9. April 1999
Book
Hardback
240 pages
978-0-7879-4649-4 (ISBN)
Description
Competency development is one of the hottest topics in the HR profession. Still there is much confusion among managers about what a competency is and how to use it effectively. Here, author Paul Green draws on twenty--five years of training, consulting, and employee assessment experience to establish a behavioral language that describes, guides, and links actions at work. This is the foundation for developing clearly defined competencies that help executives, managers, and HR professionals communicate performance goals through every step of the HR process----including interviewing, appraisal, coaching, and training--in ways that directly support an organization's mission, vision, and values.
More details
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 242 mm
Width: 158 mm
Weight
454 gr
ISBN-13
978-0-7879-4649-4 (9780787946494)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Person
PAUL C. GREEN is the CEO of Behavioral Technology, a Provant Company that provides integrated solutions in the areas of selection, performance improvement, and career development. He is also the author of Get Hired, an authoritative resource on behavior--based interviews. His interviewing techniques were adapted into an award--winning video, More Than a Gut Feeling, that was recognized by Fortune magazine as one of the bestselling training films in any category.
Content
Foreward. THE PERFORMANCE APPRAISAL ENVIRONMENT. Effective Performance Management: A Focus on Precision, Customers, and Situational Constraints. Current Legal Issues in Performance Appraisal. International Performance Measurement and Management. Performance Appraisal in a Quality Context: A New Look at an Old Problem. Games Raters Play: Politics, Strategies, and Impression Management in Performance Appraisal. METHODS OF APPRAISING PERFORMANCE. Creating Performance Management Systems That Promote Perceptions of Fairness. Performance Appraisal in Team Settings. Using Multisource Feedback for Employee Development and Personnel Decisions. The Advantages and Pitfalls of Self--Assessment in Organizations. Evaluating Executive Performance. Training Raters to Increase the Accuracy of Appraisals and the Usefulness of Feedback. LINKING APPRAISAL TO THE LARGER HUMAN PERFORMANCE SYSTEMS. Linking Appraisals to Individual Development and Training. Performance--Based Pay Plans. Lessons Learned: Research Implications for Performance Appraisal and Management Practice.