Job Analysis and Competency Modeling
Review this week’s readings on job analysis and competency modeling, and comment on the applicability of the methodologies for determining required knowledge, skills and abilities for three different types of positions: administrative and professional positions, supervisory and entry level management positions, and executive positions. For which types of positions are job analysis and competency modeling most applicable? When, and under what conditions, are job analysis and competency modeling most effective as strategic tools? Explain your answer, referencing course readings and other academic sources. (Must be at least 300 words and use at least 3 references below.)
Mason, C., & Lin, L. (2008). The application of a streamlined job analysis to human resource systems: Important considerations, best practices, and lessons learned. Paper presented at the 22nd annual meeting of the Society for Industrial and Organizational Psychology, San Francisco, CA.
Sanchez, J. I., & Levine, E. L. (2009). What is (or should be) the difference between competency modeling and traditional job analysis? Human Resource Management Review, 19(2), 53-63.
Voskuijl, O. F., & Evers, A. (2009). Job Analysis and Competency Modeling. Oxford Handbooks Online.
Barrett, G.V., Doverspike, D., & Young, C.M. (2010). Executive and managerial assessment. Retrieved from https://redshelf.com (Links to an external site.)
Reed, L.M., McCloy, R.A., & Whetzel, D.L. (2010). Assessment for administrative and professional jobs. Retrieved from https://redshelf.com (Links to an external site.)
Schneider, B., & Konz, A.M. (1989). Strategic job analysis. Human Resources Management, 28, 51-63.
Schmit, M.J., & Strange, J.M. (2010). Assessment for Supervisory and Early Leadership Roles. Retrieved from https://redshelf.com (Links to an external site.)
Shppmann, J.S. (2010). Competencies, job analysis, and the next generation of modeling. Retrieved from https://redshelf.com (Links to an external site.)
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