Professional competencies and organizational performance

<p>Many papers are designed to assist managers to explore the competency-based approach. These papers are specified for all types of organizations. However, they all pursue the only objective of understanding the benefits of implementing such an approach in organizational performance, of bringing these changes to life. Undoubtedly, they do this for some significant reason.</p><p>The debate over competencies and their existence takes root deep in modern history, but mature statements and approaches do not appear until the 1990s, when competency-based human resource management becomes popular. The case was for &lsquo;competence&rsquo; becoming a mainstream and a vital term for absolutely all HR processes. It offered managers a new approach to measuring such intangibles as knowledge, values, attitudes &ndash; soft skills in connection with organizational performance indicators (Houtzagers, 1999).&nbsp;</p><p>The importance of this research is that the results will allow the concrete and verifiable link between competencies and organizational performance to be shown, and, on this basis, represent how to develop and implement the new mechanism of competency modelling.</p><p>The paper is organized into three chapters. The first chapter provides the background and explores the concept of competencies. The second chapter checks the hypothesis about the link between the competencies and performance of an organization. The third chapter presents a competency-modelling framework and has the aim of justifying a competency-based approach to management.</p>