Abstract
The core problem of every organization is performance. Strategic planning, quality, culture and people are the most persistent themes in the drive to enhance employee performance. The best way to align individual behavior with corporate interests is derived through competencies, the peoplebased tool with the greatest versatility and explanatory power. Performance is defined by measurement and shaped by the promise of rewards. Values, purpose, goals, rewards, competencies and leadership development all are individual parts of the performance system. At minimum, performance systems must address purpose and direction, goals, leadership behavior, assessment and measurement and rewards. This article illustrates the difference between two approaches: focus on performance and showcase competencies.
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