Gestión por competencias como estrategia para mejorar el rendimiento laboral en organizaciones de Quito, 2026

Gina Ximena Campozano-Chiquito; Christian Patricio Carrillo-Salguero; Ángel Fernando Quiroz-Triviño; Jessica Monserrate Calderón-Esmeraldas

Authors

Campozano-Chiquito Gina Ximena Universidad Estatal del Sur de Manabí. Jipijapa, Ecuador. https://orcid.org/0000-0002-6542-3069
Carrillo-Salguero Christian Patricio Universidad Estatal del Sur de Manabí. Jipijapa, Ecuador. https://orcid.org/0009-0004-3201-9491
Quiroz-Triviño Ángel Fernando Universidad Estatal del Sur de Manabí. Jipijapa, Ecuador. https://orcid.org/0009-0000-9241-7687
Calderón-Esmeraldas Jessica Monserrate Universidad Estatal del Sur de Manabí. Jipijapa, Ecuador. https://orcid.org/0009-0009-1416-3779

Keywords:

Competency-based management, job performance, human talent, performance evaluation, Quito

Abstract

DOI: https://doi.org/10.46296/rc.v9i18.0459

ABSTRACT

Competency-based management has established itself as a fundamental pillar in human capital management; however, its actual effect on employee perceptions of job performance remains a topic of discussion in the Ecuadorian business environment. This study aimed to examine employees' perceptions of competency-based management and its relationship to job performance in companies in the city of Quito during 2026. A quantitative approach was used, with a descriptive and correlational objective, and a cross-sectional design. The original sample of 86 employees was revised, eliminating 9 records that showed zero variance (a uniform response pattern), resulting in a final valid sample of N=77, which was selected through non-probability convenience sampling. The instrument, an organized form using a Likert scale, showed high internal consistency (Cronbach's alpha = 0.935). The results revealed a significant dichotomy: while employees acknowledge the existence of formal evaluation and training processes (means between 3.61 and 3.83), they perceive a limited impact of these practices on their motivation, work quality, and goal achievement (mean = 2.78). It is concluded that superficially applying competency models does not guarantee improved results; it is essential that these tools be linked to authentic strategies for recognition and professional growth.

Keywords: Competency-based management, job performance, human talent, performance evaluation, Quito.

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