ABSTRACT

Whilst the small and medium-sized enterprise (SME) study provided strong evidence of the link between key result areas (KRAs) and overall performance, there were insufficient data to explore the relationship between personal competencies and KRAs. This omission is regretted because performance in KRAs is something that 'role managers' understand well in respect of those jobs which report to them directly. Such managers are much better placed to judge KRA performance than are HR staff and others who need to be involved in the assessment of intellectual ability, personality and personal competencies. These critical activities are the things which an effective performer would be expected to do in order to improve prospects for good results in the KRA. One of the two selected by the panel of experts for the managing directors' KRA was: Systematically seek out new customers and new applications for existing products so as to develop existing accounts.