Each year Australian fire and land management agencies deploy Incident Management Teams (IMTs) to manage bushfires. An important question is: what are the key competencies required for IMT personnel? Recent research in high reliability organisations suggests that teamwork-related competencies are likely to be most important because incident management depends critically upon interdependent team members, often operating in dynamic, uncertain, time pressured, and high stakes environments. This study used semi-structured interviews with experienced IMT personnel (N = 15) to identify 12 key competencies important for bushfire IMT roles. Analysis of 30 bushfire incidents described by interviewees confirmed that three competencies (a) interpersonal and communication skills, (b) leadership, and (c) IMT procedural knowledge were central. Potential implications for organisational decision making in emergency contexts in general are outlined.

Competency models represent a popular concept that is widely applied in such areas as human resource selection, performance management, employee development, and job analysis. Despite widespread popularity and applied use, little is known about the measurement properties of competencies and whether they can reasonably be used to provide meaningful feedback or as a basis for employment decisions. The present study evaluated the internal consistency of multimethod competency scores obtained from a developmental assessment centre. A total of 214 managers participated in this study. Results suggested that there was virtually no support for the idea that multimethod-derived competencies could be regarded as meaningful, internally consistent, underlying characteristics. The article argues that competency models that employ multimethod approaches merely provide a semantic framework for conveying the complexity of a person specification, a framework which is qualitative not quantitative. These findings are discussed in relation to their implications for behavioral assessment in employment.

The aim of this study is to determine the factors that affect the wellbeing at work of a particular group within the Victorian public sector: those who are directly responsible for the delivery of justice to offenders, namely corrections officers. Corrections staff, as front-line workers in the corrections system, have an important role in the rehabilitation and reintegration of offenders. The study is based on data from The People Matter Survey 2005 that sought to measure Victorian public sector employees' perceptions of how well the public sector values and employment principles were applied within their organisations. In this study we used data from 230 employees from Corrections Victoria who participated in the survey and used multilinear regression to analyse the factors affecting the level of workplace wellbeing. This study found that the most important factors affecting workplace wellbeing of the workers are Fair and Reasonable Treatment (FRT), Accountability (AC), and Senior Management (SM). Other findings included that the levels of workplace wellbeing of bullied or harassed staff was less than non-bullied or harassed staff.