Debates around how to transform the public service to contribute to a professional, ethical, and capable developmental state have intensified around the world. There are a range of interventions that seek to manage and improve the public service employees' performance and ensure that they have the competencies required. A key mechanism to assess competency is through Competency Frameworks (CFs), which were introduced in many public services in the 1990s.
This article argues that the ways CFs are defined and implemented in the South African public service have severe limitations in dealing with the relatively poor performance of the public service. It shows how and why CFs are not being implemented as intended. After a desktop review of how and why CFs developed and are used by various public services, interviews were conducted on the basis of a purposive sampling with twelve key public service stakeholders to investigat