The Practice of Compentency Modeling.  Shippmann et al., (2000)
	Purpose: to define and explain compentency modeling (CM); compared and contrasted to job analysis using conceptual framework of a 10-dimensional Level of Rigor Scale
	What is compentency?--wide range of definitions; generally: defines "successful" performance of a certain task or activity, or "adequate" knowledge of a certain domain of knowledge or skill
	History: multiple parallel domains contributed to compentency's evolution
		Individual differences and educational psych.--innate abilities (differential psych) vs. shaping behaviors to foster success (educational/behavioral psych)
			educational psych--goal to operationally define taxonomic categories with illustrative, observable behaviors--same tack in most compentency modeling approaches
			I/O stance--individual's standing concerning individual differences and/or knowledge, skills, and abilities have potential to predict job performance or success
		Leadership research and assessment centers--homogeneity across organizations in dimension-level taxonomies (which are broad) used to represent job content due to assumption of similaritry in management 				functions across organizations
		Job analysis--a set of procedures designed to identify and describe those aspects of performance that differentiate most sharply between better and poorer workers--virually same language used to define CM	
			worker-oriented job element method of job analysis developed from focus on critical job requirements that differentiate high from low performers--similar approach spurred early interest in CM
			much of initial work for CM involved management populations and therefore job analysis set out to define job performance domain of management work--2 factors found (Fleishman); consideration and 				initiating structure but some unique variability in dimensionality across studies
		Multiple Intelligencies--traditional intelligence or aptitude tests not related to important life outcomes; compentencies appear to be knowledge, skills, abilities, traits, or motives directly resembling or related to the 			job or job performance
		Prahalad and Hamel conceived core compentencies--not individual-level attributes as much as design components (KSAOs) of an organization's competitive strategy and can identify "human skills that embody 			core compentencies"
			they brought CM into common use as a practice for identifying job requirements that's not altogether different from job analysis
	DIfferences between CM and job analysis using JACMTF's 10 evaluative variables (refer to Table 1, pg. 716)
		CM--worker-focused, how work is accomplished
			more likey to use same type of input content (i.e. compentencies)
			unlikely to evaluate consistency or reproducibility of results
			high effort to understand organization's business context and competitive strategy, and to establish direct line-of-sight between individual compentency requirements and the broader goals of organization
		Job analysis--work- and task-focused, what is accomplished
			more likey to use variable combos of 2 or 3 types of input content (e.g. task and/or KSAs or compentencies and/or performance standards)
			more rigorous in managing and controlling variables that can impact the quality of resulting information
		neither are singular approaches to studying work
		CM quickly evolving
	DIfferences between CM and job analysis using JACMTF's 7 variables (listed pg. 727)
		CM
			descriptions that are common or universal
			less focus on technical skills
			emphasizes long-term organizational fit vs. shorer-tem job match content
			value and personality orientations included in models
			face validity important
			more likely used for training and development applications--lower level of rigor and documentation than job analysis
		Job analysis
			descriptions that are detailed, emphasizng what is distinct
			more likely used for selection, performance appraisal, and other HR decision making applications--higher rigor and documention to withstand close legal scrutiny
	Future of CM?--no clear answer
	Job analysis can benefit from CM
		regard job analysis as more an ongoing OD intervention than a loosely connected series of tactical projects that occur under one organization
		job analysis might benefit from closer attention to strategic and future-oriented needs of organizations
		expansion of job analysis's focus to place equal emphasis on documenting, analyzing, displaying, and in general thinking about what is core or common across jobs, job levels, functions, and business groups to support 			integrated systems of HR applications
		include variables such as personality and value orientations
	CM can benefit from job analysis methodology
		less overgeneralizing of compentency items or behaviors that operationally define compentency dimensions because not useful for all jobs, job levels, business segments, or regions throughout organization
		evaluate consistency and reproducibility of results
		document procedures for creating or selecting descriptor content (e.g. rules for establishing qualifications of content experts, logic behind sampling plans)
		integrate technical and functional compentencies into models
		no single type of descriptor content is best suited for all purposes