Competence, competency and competencies: performance assessment in organisations

Abstract

A number of confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment are discussed. A significant difference between the US and UK approaches to performance assessment is identified as being the issue of behaviours. A hierarchy of terms and their specific meanings is proposed as a first step in addressing the identified confusions. A particular aspect of this hierarchy is its relevance to assessment based on behaviours and attitudes rather than simply on the results of functional analysis concerning a particular job. This has implications for the future direction of performance assessment in the UK, particularly with regard to identifying the differences between average and superior performance.

Citation

Moore, D.R., Cheng, M. and Dainty, A.R.J. (2002), "Competence, competency and competencies: performance assessment in organisations", Work Study, Vol. 51 No. 6, pp. 314-319. https://doi.org/10.1108/00438020210441876