The Effect of Human Capital and Organizational Learning on Performance Mediated by Organizational Competency

The purpose of this research is to analyze the effect of human capital and organizational learning on company performance which is mediated by organizational competence. This research uses quantitative research with descriptive analysis approach. The population in this study were 75 respondents, each of whom worked for 3 MSMEs in the city of Jakarta. The sampling technique used is a saturated sample. The types of data in this study are primary data and secondary data. Data collection techniques using observation techniques, in-depth interviews and questionnaires. The analysis technique is carried out with two main parts, namely the measurement model and the structural model. Based on the results of research data analysis, it can be concluded that: 1) Human Capital has a positive and significant effect on organizational competency with a t-statistic value of 5.176; 2) Organizational Learning has a positive and significant effect on organizational competency with a t-statistic value of 4.786; 3) Human Capital has a positive and significant effect on Company Performance mediated by organizational competence with a t-statistic value of 5.387; 4) Organizational Learning has a positive and significant effect on Company Performance mediated by organizational competence with a t-statistic value of 3.175; and 5) Organizational Competency does not directly affect the Company's Performance with a t-statistic value of 1.571.

Competitive Organizational Competences of the University

The purpose of this article is to reveal the author’s definition of competitive organizational competencies and to offer a tool for its practical perception – a matrix of perception of competitive competencies. For this, the article reveals the terminological difference between competence and competence and confirms the existence of such a difference in relation to not only the individual, but also the university. With regard to the organization, it is also possible to distinguish the knowledge-resource-expert aspect of the organization’s activities and the functional-active aspect. The organization develops collective, distributed, internal abilities (organizational competence) to perform actions that constitute a specific, specific direction of activity (organizational competence). The work describes a matrix of perception of competitive competencies, specially developed by the author, and proposes to use it as an analytical tool for university leaders. The properties of competence, which, on the one hand, reflect its activity content (i.e., the connection with a specific professional activity), and, on the other hand, have a competitive value and make sense in the context of competitive confrontation, are of priority importance. The matrix reflects the degree of proximity of the competence to the core of the business and the degree of uniqueness and specificity of the competence. The matrix of perception of competitive competencies proposed by the author makes it possible to clearly clarify the key, competitive, sectoral, auxiliary (additional), unique competencies of the university. When defining competitive organizational competence, the author discloses two methodological ways to combine competitive and competence-based approaches: to understand competence as a means or as a goal of competition. The author defines competitive organizational competence as a unique organizational ability that cannot be copied by competitors, which allows it to withstand competition at a high level of competitiveness. In this understanding, competitive competencies are not the goal of competition, but a means of competition, an instrument of competition.

Building and development of an organizational competence for digital transformation in SMEs

Purpose: The new competitive environment characterized by innovation and constant change is forcing a new organizational behavior. This requires a digital transformation of SMEs based on collective performance determinants. SMEs have particular characteristics that differentiate them from large companies and a model that allows them to identify, leverage and develop their digital capabilities can help them to advance in digital maturity.Design/methodology/approach: An in-depth review of the existing literature on digital transformation and organizational competence was carried out on Scopus and Web of Science to identify the digital challenges faced by SMEs, and what digital capabilities they have to develop to face these challenges. In order to obtain the necessary information for the refinement of organizational competence for digital transformation model, six experts were interviewed; three of them are academics and the other three are professionals with management responsibilities in SMEs. We used semi-structured interviews, to keep the interviews focused and facilitate cross-data analysis between experts. In addition, it allowed us the possibility of analyzing new relevant aspects that could arise during the interview.Findings: As a result of this study we have developed a refined model of organizational competence for digital transformation that allows SMEs to identify and develop the digital capabilities necessary to advance in the digital transformation, refined with the opinions of six experts consulted. We were able to observe the importance of organizational learning and organizational knowledge to advance the digital transformation of SMEs.Originality/value: The developed model is useful for SME managers to know what the initial starting situation is, what the digital gaps are and to be able to plan the actions to develop the necessary digital capabilities to advance towards digital maturity.

Is organizational skill a will or a way to a successful lifestyle and workstyle?

Organizational skill is a transversal competence, which is formed through concrete life experiences. On the labour market, organizations want high-performing employees with developed organizational skills. The approach of training the organizational competence is inductive, starting from personal life, competence formed through voluntary exercise, and continuing by practicing and improving it during school life and at work, through ways offered by academic education and management, but also through organizational skill management. This paper aims to analyse the concept of organizational skill, from the perspective of mental mechanisms involved in its formation, as well as human resource management strategies, applied at the level of university education. Approaching the organizational skill from both perspectives, the competence will lead to a new lifestyle and workstyle oriented towards performance and success. The level of organizational skill of students was analysed, based on a questionnaire to assess organizational competence and a practical test of organization. Following the analysis of the results, it was observed that a small number of young people are very well organized, and their resistance to change is quite high. Finally, the study offers possible school management strategies for training and developing organizational skills, leading to a successful lifestyle and work.

DINAMIKA PERSEPSI KARYAWAN TERHADAP ORGANISASI DAN KINERJA DALAM SITUASI PROXIMAL WITDRAWAL STATE

Work performance is a major issue that is widely discussed relating to increase the productivity of a company. In this study, work performance will be reviewed in terms of Perceived Organizational Support (POS) and Perceived Organizational Competence (POC) by considering the Proximal Withdrawal State (PWS) situation felt by employees. PWS is the initial mental state or cognition experienced by a person before leaving an organization (Hom et al., 2012 in Robinson, 2014). PWS consists of two dimensions, namely desired employment status (employees’ preference to keep working or leaving) and perceived volitional control (control of decisions to work or resign). The combination of the two dimensions produces four types of employees, namely Enthusiastic Stayer, Reluctant Leaver, Enthusiastic Leaver, and Reluctant Stayer. The study was a non-experimental study and held using quantitative research method. By employing proportionate stratified random sampling, a total of 326 employees from PT. X participated in a survey. Linear regression analysis was used in data processing and results. Results show that perceived organizational support and perceived organizational competence simultaneously affect the employee work performance in Enthusiastic Stayer and Reluctant Leaver situations. Results also show that POS and POC do not affetc work performance in Enthusiastic Leaver and Reluctant Stayer. Kinerja (work performance) karyawan adalah isu yang terjadi dalam perusahaan-perusahaan di dunia. Kinerja merupakan isu utama yang banyak dibahas berkaitan dengan peningkatan produktivitas suatu perusahaan. Dalam penelitian ini, kinerja ditinjau dari segi persepsi karyawan terhadap dukungan organisasi (perceived organizational support - POS) dan persepsi karyawan terhadap kemampuan organisasi (perceived organizational competence - POC). Selain itu, penelitian juga dilakukan dengan mempertimbangkan situasi proximal withdrawal state yang saat ini dialami oleh karyawan. Proximal Withdrawal States (PWS) adalah kondisi kognitif awal seseorang berkaitan dengan partisipasi dalam organisasi yang mendahului terjadinya turnover. PWS terdiri atas dua dimensi yang saling terkait yaitu desired employment status (preferensi karyawan untuk tetap bekerja pada perusahaan atau meninggalkannya) dan perceived volitional control (kendali karyawan terhadap keputusan untuk tetap bekerja atau mengundurkan diri). Kombinasi dua dimensi tersebut menghasilkan empat tipe karyawan yaitu Enthusiastic Stayers, Reluctant Leavers, Enthusiastic Leavers, dan Reluctant Stayers. Penelitian ini merupakan penelitian non eksperimental yang dilakukan secara kuantitatif. Dengan mengunakan proportionate stratified random sampling, sebanyak 326 orang karyawan dari PT. X telah mengikuti survey yang dilakukan. Penelitian ini menggunakan analisa regresi linear dan ditemukan bahwa persepsi terhadap dukungan organisasi (POC) dan kemampuan organisasi (POS) secara bersamaan mempengaruhi kinerja karyawan pada situasi Enthusiastic Stayer dan Reluctant Leaver. Ditemukan pula bahwa POS dan POC tidak memiliki pengaruh signifikan terhadap kinerja karyawan Enthuiastic Leaver dan Reluctant Stayer.