ABSTRACT
Organisation-specific models may look similar to generic models but they purport to reflect the meaning and understanding of what is important in particular situations and this is the basis of the investment by many organisations in their own competency models. Boyatzis was careful to ensure that factors such as the requirements of the job and the environment of the job, including the roles of others, should also be part of the consideration of effective performance. The approach puts management competences in the same mould as the National Vocational Qualifications (NVQ) framework which has been developed since the late 1980s. A performance management system (PMS) is now considered something of a panacea for an organisations credibility that it is business-oriented, able to set and measure the achievement of targets and is basically under control. A development centre (DC) consists of multiple participants undertaking multiple activities, performance in which is assessed by multiple observers.
