Competency-Based Job Information & Job Performance

Abstract

Organizations often identify a core set of competencies that encompass a collection of knowledge, skills, abilities, and other characteristics (KSAOs) needed for effective performance within the organization (Campion, Fink, Ruggeberg, Carr, Phillips, & Odman, 2011). Campion et al., (2011) suggests a direct link can be made between the incorporation of competencies into human resource processes and subsequent job performance and bottom-line returns. This study empirically examined the premise made by Campion et al. (2011) that competency-based job information will impact job performance. Using experimental methods, the present study researched if the type of job information provided (competency-based or task-based) to people will cause them to perform better or worse on a work sample (in-basket). Results of this study indicated that type of job information did not result in measurable performance differences for participants engaged in job related tasks.