tests in determining who was successful in job performance. Such traits and characteris-
tics were able to distinguish a superior from an average performer. However, it is rather
unrealistic to list, explain or describe all behavioural characteristics that define with
precision what ‘competence’ is, mainly because some competencies possessed by a per-
son may affect job performance but may not be clearly observable.
Boyatzis (1982) developed a model of organisational performance by taking on
board employee competence, job design and the organisational context. The organisa-
tional environment includes the economy, social, political, industry, strategic position-
ing and competition. Fundamentally, there are three types of competencies.
- Core competencies. Core competence forms the basis of organisational strategic
direction. It is what makes the organisation different from others and hence allows it
to perform better than the competitors. Core competencies constitute underlying
attributes, skills, knowledge, motives, perceptions and attitudes that make the
organisation what it is and what it stands for. Core competencies are
institutionalised and should usually be possessed by all the employees. These com-
petencies are absolutely necessary for achieving results in the job and the organisa-
tion. The core competencies would include being hard working, having a positive
attitude towards work, quality result orientation and commitment to the work. - Leadership and managerial competencies. These are behavioural characteristics that
are necessary for successful managing and leading the organisation through
individuals and teams to achieve the defined vision, mission and objectives. They
include having vision, creativity and innovation, strategic thinking, communication
and influence. - Functional Competencies. These are job specific competencies required to perform a
task. For example, a tailor has to be competent in tailoring, and an accountant has to
be competent in preparing final accounts.
Competence framework
According to Boyatzis (1982) competence framework is a total collection of clusters,
competencies and behavioural indicators. Figure 10.1 displays a competence framework
structure.
Figure 10.1 Competence framework
Source: adapted from Boyatzis (1982).
Competency FrameworkCompetence
Cluster 1Competence
Cluster 2Competence
Cluster 3Behavioural
indicatorsBehavioural
indicatorsBehavioural
indicators