Competency-Based Job Information & Job Performance

dc.contributor.advisor Frame, Mark en_US Fritsch, Amber en_US
dc.contributor.committeemember Van Hein, Judith en_US
dc.contributor.committeemember Littlepage, Glenn en_US
dc.contributor.department Psychology en_US 2014-06-02T19:01:54Z 2014-06-02T19:01:54Z 2014-03-27 en_US
dc.description.abstract Organizations often identify a core set of competencies that encompass a collection of knowledge, skills, abilities, and other characteristics (KSAOs) needed for effective performance within the organization (Campion, Fink, Ruggeberg, Carr, Phillips, & Odman, 2011). Campion et al., (2011) suggests a direct link can be made between the incorporation of competencies into human resource processes and subsequent job performance and bottom-line returns. This study empirically examined the premise made by Campion et al. (2011) that competency-based job information will impact job performance. Using experimental methods, the present study researched if the type of job information provided (competency-based or task-based) to people will cause them to perform better or worse on a work sample (in-basket). Results of this study indicated that type of job information did not result in measurable performance differences for participants engaged in job related tasks. en_US M.A. en_US
dc.publisher Middle Tennessee State University en_US
dc.subject Competency en_US
dc.subject In-basket en_US
dc.subject Job Analysis en_US
dc.subject Job Information en_US
dc.subject Job Performance en_US
dc.subject Work Sample en_US
dc.subject.umi Psychology en_US
dc.subject.umi Business en_US
dc.thesis.degreegrantor Middle Tennessee State University en_US
dc.thesis.degreelevel Masters en_US
dc.title Competency-Based Job Information & Job Performance en_US
dc.type Thesis en_US
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