‘Competence accounting’ and ‘competence valuation’

It is often said that people are the most valuable assets of an organization.

What are the consequences of this statement for competency management within service organizations?

Would this imply as well forms of ‘competence accounting’ and ‘competence valuation’?

For some managers, stress is just an individual ‘problem’; do you agree?

What arguments do you see in favour of this view? And which corroborate the opposite? What are the implications of these viewpoints for HRM practices?

Solution: