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This paper presents a framework for human resource development and workforce planning that is based on a systematic review of global dimensions within the job performance domain. The paper begins by first considering how central job performance constructs can be defined, and then demonstrates how these job performance dimensions can be applied across virtually all jobs. This process is advocated as a reliable and ordered procedure for considering how the nature of specific job tasks may change within a particular job or a series of jobs. The paper reviews five global dimensions of performance, which can be anchored in the broad distinction between specific task performance and contextual performance. Because these dimensions give managers a framework for considering how the nature of performance may change across jobs, they are, therefore, transportable across jobs for the purpose of structuring human resource development and workforce planning initiatives. In general, the performance dimensions discussed in this paper offer organisations a useful way of restructuring their understanding of core aspects of job performance in times of intense change, such as during shifts in technology or during rapid changes in the business environment.
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