Education, and in particular, work experience is merely a "fit" and when it is worthwhile the origin of the formation of a phenomenon called "capacity" in individuals, such capacity is itself the source of work performance. The existential philosophy of individual, group, organizational, and national education systems is also the formation of a potential called "capacity" in students. It is a successful educational system that has succeeded in shaping this potential among its students. In the package of "competencies" required for high organizational and national managerial positions in the public sector, "work experience" is one of the most important criteria because the "work experience" seems to reduce the essence of the experimental error of decision-making by managers. Although several studies have elucidated the role of "work experience" in enhancing work performance, less study has been done on the negative consequences of excessive reliance on "work experience" in choosing managers in the public sector. The final goal of this study is to analyze work experience "based on" competency-capacity-performance "model and to analyze the negative consequences of" experience "in choosing governmental and national government managers. Therefore, the attitudinal, spoken and behavioral consequences of extreme reliance on work experience as the main criterion for the selection and appointment of managers are discussed. The arguments of this paper in designing the device for selecting and appointing managers in the public sector and privately can be useful.


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