The Occupational Information Network (O*NET) has recently been developed as a replacement for the Dictionary of Occupational Titles. As a comprehensive system designed to describe occupations, the O*NET incorporates the last 60 years of knowledge about the nature of jobs and work. This article summarizes its development and validation by first discussing how the O*NET used multiple descriptors to provide “multiple windows” on the world of work, utilized cross‐job descriptors to provide a common language to describe different jobs, and used a hierarchical taxonomic approach to occupational descriptors. Second, we provide an overview of the O*NET's Content Model of descriptor domains (i.e., worker characteristics, worker requirements, occupational requirements, experience requirements, occupation characteristics, and occupation‐specific requirements) and their potential uses. Third, we discuss some of the technical issues surrounding the O*NET Finally, we discuss some of the implications for research and theory, as well as some limitations of the O*NET system.
Widespread societal change is radically altering the traditional face and place of work in the UnitedStates. In this article, we examine some of the existing and projected work force changes and the ways in which organizations themselves are evolving. Issues that will demand the attention of psychologists and others interested in human behavior at work are highlighted, and implications for the education and training of industrial/organizational psychologists are presented. It is suggested that we view these changes as challenges that allow psychologists to gain greater understanding of human behavior at work, while at the same time contributing to the creation of healthier, safer, and more productive work environments.
In this concluding chapter, we provide a conceptual framework to guide strategies for coping with the new organizational reality and for revitalizing the workforce and organizations (see Figure 1). We have formulated these strategies based upon the discussions of the internal and external consultants who prepared chapters for our book.
In this article, we provide a brief overview of leadership theory and research, some background on the traditional assessment center process, and detailed descriptions of three of the latest approaches to leadership assessment, along with case studies drawn from public and private organizations. The three approaches include the Telephone Assessment Program, LEADeR, and videobased assessment centers. We conclude with some suggestions for new directions in leadership simulation design. G reat leaders. We know them when we see them, but how can we identify those high-potential employees who will one day run their organizations? Workforce planners have been warning for years of the impending wave of baby boomer retirements. Many organizations are finally heeding those warnings and taking steps to identify and nurture leadership talent.While professionals in psychology have been in the forefront of leadership assessment for many decades, some fascinating new approaches have recently emerged that allow organizations to maximize the use of technology, and these are gaining broad acceptance in corporate America and in local, state, and federal government organizations.In this article, we provide a brief overview of leadership theory and research, some background on the traditional assessment center process, and detailed descriptions of three of the latest approaches to leadership assessment, along with case studies drawn from public and private organizations. We conclude with some suggestions for new directions in leadership simulation design.The first of the new approaches we shall describe is the Telephone Assessment Program (TAP), which was created by one of the authors of this review, Seymour Adler, PhD. TAP was one of the earliest attempts to take the complex and costly assessment center process and make it more efficient.A later innovation that will be described here is LEADeR, which is a mini assessment center on computer. Aon Consulting was the first company to market the fully automated leadership simulation developed by Kirk Rogg, PhD. Sadly, Dr. Rogg
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