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The concept of competence has recently been a hot topic in science management, particularly human resource management. However, most of the studies conducted on this topic have mainly been theoretical. Thus, the present study aims to operationalize competence management through the construction and validation of a questionnaire intended for Tunisian project managers. To this end, a quantitative study is conducted among 156 respondents. The principal component analysis and Cronbach's alpha calculations were used to ensure the validity and reliability of the factor structures. The results of the factor analysis confirm the existence of a measurement scale of competence management that comprises five independent dimensions, namely recruitment, assessment, training, compensation, and career management. This study provides project managers with a measurement instrument that can be used to analyze competence management practices in their companies so that they can develop and enhance their employees’ skills.

The present article aimed at studying the relationship between project-based organization and competence management practices (recruitment, assessment, training, compensation and career management). The central question of our research is formulated as follows: To what extent does project-based organization influence competence management practices? To answer this question, we adopted a quantitative study. A total of 156 Tunisian project managers participated in our survey. We tested our hypotheses through a linear regression analysis. The results show that the majority of competence management practices, namely recruitment, evaluation and training, are more relevant to project-based organizations and thus the three first hypotheses are confirmed. However, other practices, like remuneration and career management, are insensitive to project activities.