03670nam 2200649 450 991046340910332120200909225244.0(CKB)2670000000608394(EBL)2008394(SSID)ssj0001503530(PQKBManifestationID)11834340(PQKBTitleCode)TC0001503530(PQKBWorkID)11467197(PQKB)11736216(OCoLC)906972765(CaBNVSL)swl00404799(MiAaPQ)EBC2008394(Au-PeEL)EBL2008394(CaPaEBR)ebr11041383(CaONFJC)MIL763375(OCoLC)913798088(EXLCZ)99267000000060839420180720d2015 uy 0engur|n|---|||||txtccrCompetencies at work providing a common language for talent management /Bruce Griffiths, Enrique WashingtonFirst edition.New York, NY :Business Expert Press,2015.1 online resource (114 p.)Human Resource Management and Organizational Behavior CollectionDescription based upon print version of record.1-60649-968-8 1-60649-969-6 Includes bibliographical references (pages 83-88) and index.1. The underlying principles of competency modeling -- 2. A single competency examined -- 3. Competencies in the context of organizational systems -- 4. Universal competencies: the big six (plus one) -- 5. Case studies and examples -- Notes -- References -- Index.Equips readers to understand, build, and implement competency models as a foundational and integrating element in talent management systems. Readers will understand how competency models have evolved to be the current best practice in defining criteria for all talent management applications such as selection interviews, promotion panels, assessment centers, job descriptions, and learning objectives. Specific guidance is provided in the steps needed to establish a sustainable model, with research results on universal competencies contained in most contemporary models. Also discussed are the challenges and issues in building and implementing models, such as the need for proof of efficiency and effectiveness, that is, reliable measures of competence and proof of validity. Competency models will be placed in the greater context of the complete talent management system needed to effectively recruit, select, orient, train, appraise, reward, motivate, and promote high-performing employees. The most popular competency applications of interviewing, assessment centers, survey-guided development, job modeling, and training criteria are specifically explored and explained. Finally recent case studies bring competencies to life in real organizational settings. Questions for reflection will help readers review and summarize important content in each chapter.Human resource management and organizational behavior collection.1946-5637EmployeesRating ofPersonnel managementCompetency-based educationElectronic books.EmployeesRating of.Personnel management.Competency-based education.658.3125Griffiths Bruce1938-964948Washington EnriqueMiAaPQMiAaPQMiAaPQBOOK9910463409103321Competencies at work2189304UNINA01940oam 2200517 450 991070695110332120180416124913.0(CKB)5470000002459967(OCoLC)881244713(EXLCZ)99547000000245996720140610d2014 ua 0engurmn|||||||||rdacontentrdamediardacarrierThe containerized shipping industry and the phenomenon of containers lost at sea /Oren T. Frey and Andrew P. DeVogelaereSilver Spring, Maryland :U.S. Department of Commerce, National Oceanic and Atmospheric Administration, National Ocean Service, Office of National Marine Sanctuaries,2014.1 online resource (51 pages) color illustrationsMarine sanctuaries conservation series ;ONMS-14-07"March 2014."Includes bibliographical references (pages 45-51).Container shipsCaliforniaContainerizationCaliforniaEnvironmental impact analysisCaliforniaContainer shipsfastContainerizationfastMonterey Bay National Marine Sanctuary (Calif.)CaliforniaMonterey Bay National Marine SanctuaryfastContainer shipsContainerizationEnvironmental impact analysisContainer ships.Containerization.Frey Oren T.1410617De Vogelaere AndrewUnited States.National Ocean Service.Office of National Marine Sanctuaries,STFSTFOCLCFOCLCAGPOBOOK9910706951103321The containerized shipping industry and the phenomenon of containers lost at sea3499745UNINA