Competency and measured performance outcomes

Abstract

Reinforces the need for organisations to seek appropriate measures of corporate and competitive performance. Develops a cause‐manifestations‐outcomes model to embrace the relevant issues and possible measures. Discusses the relative value of various financial, stakeholder, admiration, reputation and corporate logic approaches. Concludes with a holistic framework from which organisations can select an appropriate and comprehensive set of measures.

Citation

Thompson, J.L. (1998), "Competency and measured performance outcomes", Journal of Workplace Learning, Vol. 10 No. 5, pp. 219-231. https://doi.org/10.1108/13665629810229974