Abstract
The relation between performance and professional competence has often been considered as equal. A term frequently used by both practitioners and researchers to describe professional performance is that of competence, in the sense of developing that level of competence that ensures performance. Competency models were used to describe performance, to identify the main areas to be identified, to be evaluated in the selection processes, to identify training needs or to plan managerial succession. At this moment, the importance of judicious design of jobs and the creation of the most accurate portrait of the ideal employee for his employment is obvious.
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