Search results

This study aims to identify the competencies of small- and medium-sized enterprises’ (SMEs) entrepreneurs in the software sector and the perceived level of attainment in each competency. It also examines whether these competencies and their levels affect business turnover and growth (in terms of business scale and duration).

To accomplish this purpose, the study took a quantitative approach, involving a survey of 33 SME entrepreneurs, which was then processed using statistical tests, including chi-square test, Kruskal–Wallis test and ordinal regression.

There were four findings of the study. Firstly, software SME entrepreneurs need 17 competencies, with high levels of soft competencies being required and average levels of technical competencies. Secondly, there are significant differences in perceived levels of customer service orientation (p = 0.089) depending on the scale of the business and in perceived levels of project management (p = 0.087) depending on the duration of the business. Thirdly, customer service orientation (p = 0.031) and project management (p = 0.01) both have a significant influence on business revenues. Fourthly, there were significant gaps in perceived levels of competency (p < 0.05) in achievement orientation, customer service orientation and project management.

There is existing research that conducts competency mappings at the managerial level in large-scale organizations; however, this sort of research in relation to SME entrepreneurs is still lacking. The present study seeks to fill this gap. It also maps integrated entrepreneurial competencies, including soft and technical competencies; a focus that is lacking in previous studies.

This study aims to draw lessons on how talent identification becomes a critical factor in the field of talent management (TM).

A simulation approach with three developed scenarios is used in the paper. The first utilised the standard deviation of skewed performance scores, the second applied the standard deviation of normalised data and the third practised a percentile approach. Concerning the normalisation process of employee performance data, the paper proposed a weighted function to address skewness.

The results indicate that the process of identifying talent using a nine-grid box is sensitive to changes in the classification criteria used, indicating a bias in identifying talent. In sum, using a standard deviation approach using transformation data is the most appropriate choice for use in performance data with a skewed distribution.

The Government of West Java Province, Indonesia, can use the simulation results to objectively identify excellent civil servants and develop an appropriate TM strategy. A similar process treatment can be implemented in other organisations that have skew distribution issues.

This paper introduces a weighted function approach to address practical problems in the unsymmetrical distribution of employee performance scores when identifying talent using a TM framework. It shows the application of a unique mathematical technique to solve issues found in the field of human resources management systems.

The purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.

A total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.

This study’s findings suggest that communication, organizing, information seeking, analytical thinking and planning competencies are common competencies, but essential for effective public middle managers. Conversely, achievement orientation, leadership, directiveness, persuasiveness and innovation are competencies that characterize effective public middle managers and distinguish them from average performers. In addition, some other new competencies inductively obtained using a thematic analysis are also important for effective public managers: adherence to laws and regulations, multi-stakeholder collaboration, and technical competencies (technology management, human resource management and financial management).

The research was undertaken using 20 samples divided into superior and average performers; thus, it is limited to developing competency levels to new competencies.

This study identifies the competencies necessary for effective middle managers within the public sector context. Conducting behavioral event interviews with two distinct groups provides empirically unique behavioral evidence of competencies that characterize effective public middle managers and enables to discover new competencies.