Home About us Contact
|
Home About us Contact | ||
|
|
||
Competency Models (competency + models)
Selected AbstractsDeveloping competency models to promote integrated human resource practicesHUMAN RESOURCE MANAGEMENT, Issue 3 2002Donna Rodriguez Today, competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning. By incorporating competencies into job analysis methodologies, the Office of Personnel Management (OPM) has developed robust competency models that can form the foundation for each of these initiatives. OPM has placed these models into automated systems to ensure access for employees, human resources professionals, and managers. Shared access to the data creates a shared frame of reference and a common language of competencies that have provided the basis for competency applications in public sector agencies. © 2002 Wiley Periodicals, Inc. [source] Competency-Based Education and Assessment for the Accounting Profession: A Critical Review,ACCOUNTING PERSPECTIVES, Issue 1 2003J. EFRIM BORITZ ABSTRACT In recent years many professional accounting associations have become interested in establishing competency-based professional requirements and assessment methods for certifying accounting professionals. A competency-based approach to qualification specifies expectations in terms of outcomes, or what an individual can accomplish, rather than in terms of an individual's knowledge or capabilities. This idea has an obvious appeal to many practitioners and administrators of professional qualification programs. However, there is limited knowledge about competency-based approaches in the accounting profession and among accounting academics, which is constraining discussion about the value of these approaches and about the strengths and weaknesses of the different competency models that have sprung up in various jurisdictions. In this paper we review and synthesize the literature on competency-based approaches. We identify a number of theoretical benefits of competency-based approaches. However, we also find many alternative definitions and philosophies underlying competency-based approaches, and a variety of visions of how competencies should be determined and assessed. We note that there is limited evidence supporting many competency-based approaches and we identify 14 research questions that could be used to help policy makers to more effectively address policy matters related to competency-based education and assessment. [source] Differences in managerial behaviour between head nurses and medical directors in intensive care units in EuropeINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 4 2001Roland Pepermans Abstract We attempt to determine whether differences appear between the managerial behaviour of European intensive care head nurses on the one side and medical directors on the other. In order to come up with a managerial job and competency analysis of ICU managers, observations and interviews were performed. Additionally, focus groups consisting of ICU experts were organized. The results are discussed according to managerial behaviour taxonomies and existing competency models. There seems to be some differentiation between the two managerial positions studied. Head nurses are more involved in planning/coordinating and motivating/reinforcing activities, whereas medical directors are more involved in socializing/politicking, decision making/problem solving, interaction with others and disciplining. Copyright © 2001 John Wiley & Sons, Ltd. [source] | ||||||||||