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There is a growing awareness within project‐based sectors of the relationship between performance and managers' competencies. This article reports on research that investigated the competency profile of ‘superior’ project managers working within the construction industry, one of the most complex and dynamic project‐based industrial sectors. The study combined an assessment of both their behavioural competencies and job‐task competencies. The results reveal that while their job‐task competencies are highly specific to the industry in which they work, the behavioural competencies of superior project managers are mostly generic in nature and apply to a range of other management positions. This research shows how it is practically possible to identify the competency profile of superior managers and utilise this framework for managing the performance of this key management group.

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A number of confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment are discussed. A significant difference between the US and UK approaches to performance assessment is identified as being the issue of behaviours. A hierarchy of terms and their specific meanings is proposed as a first step in addressing the identified confusions. A particular aspect of this hierarchy is its relevance to assessment based on behaviours and attitudes rather than simply on the results of functional analysis concerning a particular job. This has implications for the future direction of performance assessment in the UK, particularly with regard to identifying the differences between average and superior performance.

Traditional success criteria for construction projects centre on the achievement of cost, programme and quality targets. In this paper, it is argued that these simple measures are too crude to be used for gauging managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and the demands on project managers are far broader than in the past. It is argued that the industry needs to define more appropriate performance criteria for measuring project managers' performance and encouraging their professional development. These must redefine traditional success parameters to consider the knowledge, skills and behavioural inputs which contribute to superior performance. These can then be used to engender a more appropriate set of management behaviours that lead to improved project outcomes. This study has developed such a framework by examining the views of members of project teams and other organizational stakeholders through a series of focus groups. Factor analysis was used to refine a range of nine performance criteria against which managers' performance can be evaluated. These have the potential to be used as a basis for developing more appropriate reward management approaches and as a starting point for developing competency-based performance management tools in the future.Contractors' Construction Project Managers, Performance Criteria, Performance Management, Competence Analysis, Factor Analysis,

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To enable enhanced paper-based diagnostics with improved detection capabilities, new methods are needed to immobilize affinity reagents to porous substrates, especially for capture molecules other than IgG. To this end, we have developed and characterized three novel methods for immobilizing protein-based affinity reagents to nitrocellulose membranes. We have demonstrated these methods using recombinant affinity proteins for the influenza surface protein hemagglutinin, leveraging the customizability of these recombinant "flu binders" for the design of features for immobilization. The three approaches shown are: (1) covalent attachment of thiolated affinity protein to an epoxide-functionalized nitrocellulose membrane, (2) attachment of biotinylated affinity protein through a nitrocellulose-binding streptavidin anchor protein, and (3) fusion of affinity protein to a novel nitrocellulose-binding anchor protein for direct coupling and immobilization. We also characterized the use of direct adsorption for the flu binders, as a point of comparison and motivation for these novel methods. Finally, we demonstrated that these novel methods can provide improved performance to an influenza hemagglutinin assay, compared to a traditional antibody-based capture system. Taken together, this work advances the toolkit available for the development of next-generation paper-based diagnostics.

Research on managerial competence has been narrowly focused and confusing in its terminology. In particular, a disparity has emerged between the definitions and assessments of competence developed in the USA and the approaches adopted in the UK. In this paper it is argued that each perspective is incomplete and therefore lacking as a comprehensive frame for understanding both managerial competence and the management of performance. Furthermore, they have failed to deal with issues of the dynamic environment and the widely different contexts for managerial performance, particularly with regard to identifiable cultural differences. This paper aims to paint a more complete picture of “competence” by subjecting it to conceptual analysis. An examination of its contemporary use identifies both conceptual and practical flaws. Accordingly, an alternative approach is posited which places emphasis on those issues critical to achieving desired enhancements in management performance.