Purpose of this research was to examine the competencies which determined the performance on the basis of the self-efficacy theory. The 12 high performers at City A were interviewed, and 79 behaviors were extracted. Then, 306 chiefs completed the self-evaluation questions concerning the degree of practice for each 79 behaviors. In addition, the up-dated performance appraisal data was offered from Personnel Division at City A. As the results, (1) Factor analysis and reliability test detected 8 interpretable factors. (2) In comparison of the average scores of the 8 factors between the high and the low performers, t-test indicated the significant differences in “precision judgment” and “subordinate priority.” These were presumed to be the factors to distinguish the high performers. (3) Multiple regression analysis revealed that “precision judgment” and “subordinate priority” were the determinants of the performance in the positive way and the negative way, respectively. Upon the above, “precision judgment” and “subordinate priority” were the competencies as the performance determinants, which supported the implication of the self-efficacy theory to human resource management through the competency. Based on the results, the original career support tool for the chief clerks was developed.
