Purpose Performance management (PM) is an important tool to enhance productivity. However, its Achilles heel is its lack of future orientation. The main reason for this is that PM systems fail to empirically link competencies to results. The purpose of this paper is to address this gap. Design/methodology/approach This study uses literature review and deductive logic to evolve the concept of “Contribution of Competencies (CC)” and proof tests it quantitatively. Findings The impact of a level of competency on the results of a job can be determined by CC. The gap between expected and actual CC can predict future performance, determine the training needs with precision and measure individual efficacy and human capital adequacy of a department/an organization. Research limitations/implications This is single organization research for proof of concept. Multi-organizational research using empirical study linking CC with demonstrated performance can make the concept of CC more robust. Practical implications CC helps to: prioritize training for competencies that would impact performance with surgical precision, fix responsibility for failure to perform on individual/organizational factors, compare individual employees across functions, determine interdepartmental/inter-firm human capital efficacy, and evaluate human capital of a firm. Originality/value Empirical expression of the nature of relationship between competency levels and results through CC and its byproducts, individual efficacy ratio, and human capital adequacy ratio are original contributions.

PurposeSeveral authors have proposed various factors/enablers that enhance managerial performance of MBA students. However, there is little research on how to prioritise these enablers or how each enabler in the system of enablers influences each other. This paper aims to address this gap.Design/methodology/approachThis paper integrates the interpretive structural modelling (ISM) and Multiplication Appliquée á un Classement (MICMAC) techniques to arrive at the conclusions.FindingsThe “help achieve” power of each enabler, determined by ISM, is limited or accentuated by its “driving power and its dependence” determined by MICMAC. Out of the 14 enablers used in the study, this paper identifies five enablers that can enhance the performance of MBA students.Research limitations/implicationsWhen ISM and MICMAC are integrated, one can arrive at a better way to prioritise enablers in a system of enablers.Practical implicationsThe implication of the study findings is that all stakeholders can now systematically prioritise the enablers that can lead to performance and also save resources during the process. A related implication is that this method can be used in a wide variety of situations.Originality/valueThis paper highlights how an integrated use of ISM-MICMAC can improve decision-making and resource optimisation.

Theoretical basis Kotter’s framework of change management adapted to the situation of public policy implementation under the leadership of a civil service officer in the rural areas of a developing economy in South Asia. Research methodology This case has been written using the primary data collected from the protagonist through personal and computer-based interviews. Some of the documents associated with the event shared by the protagonist are also reproduced as case exhibits. Secondary data from government official websites were also used to enrich the case. Case overview/synopsis Mahbubnagar, an arid agricultural district in central India faced the threat of a water crisis owing to the unscientific water extraction by the resident farmers. The government appointed a task force to investigate the problem. The team executed the idea to harvest excess water from the fields through a cheap and efficient method. Though it showed spectacular results in the initial months, the farmers gave up the innovation soon. When the team met two years later, they were shocked by the unenthusiastic response of the farmers. This case pertains to the failure of policy innovations and change management in government. Complexity academic level This case is useful for undergraduate-level courses in public management, public policy and governance with modules in change management, innovation management, rural development and programme implementation. Training modules for novice public service professionals and programme management personnel in government organisations. Elective courses on public policy, government relations and public sector management for undergraduate students of business administration.