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The purpose of this paper is to research the impact of digitalization on employees' future competencies and the conditional role of human resource development (HRD) in the relationship between independent and dependent variables.

Empirical research covered 1209 enterprises from all of Slovakia, Poland and the Czech Republic. The research was conducted from 2019 to 2021. Using structural equation modeling (SEM), a theoretical model was tested and verified.

Confirmatory factor analysis has shown a good fit for the tested model. The purpose and character of our data showed a good alignment with the SEM partial least squares method, as the goal is to predict a construct. The model showed that employee-oriented digitalization positively affected the employees' future competencies, with no impact of customer-oriented digitalization treated as a control variable. Also, the moderating role of HRD has not been shown to be significant for the “digitalization – competencies” relationship.

Previous studies on the development of personnel competencies treated these competencies as antecedents of digital transformation and examined the formal role of HRD in building the competencies. The novelty of this study lies in exploring the pattern of interactions among the impact of an environment built by innovative technologies and HRD on the competencies of the future. Also, the research embedded in the environment of Poland, the Czech Republic and Slovakia has contributed to the complex understanding of the transition to digitalization, as this region has often been omitted in the field of human resource management (HRM) research focused on exploring digital transformation.

Competencies are significant predictors of employee outcome. Nowadays, new technologies are changing maintenance processes and workflow. The role of employees and their competencies will therefore undergo decisive changes in the future. Therefore, a well-designed competency model for maintenance departments is important. The purpose of this paper is to develop a maintenance 4.0 competency model applicable to all industrial sectors by adapting it to the specificities of each sector.

The research methods consist of a comprehensive literature review on the main characteristics of the competency model and the individual competencies needed for the maintenance 4.0 employees. Interviews were conducted in order to validate and prioritize the required competencies for maintenance 4.0 employees identified in the literature.

The maintenance 4.0 competency model combines the required competencies in maintenance 4.0 and crosses the three hierarchical levels: managers, engineers and technicians. These competencies are organized in terms of four categories: technical, personal, social and methodological. In addition, a degree of importance for each competency is assigned as very important, moderately important and slightly important. As a result, this study identified the essential competencies for maintenance 4.0 stakeholders, where 12 competencies are considered very important for maintenance 4.0 technicians, 19 for engineers and 18 for managers.

This work has some limitations. First, although the articles related to competencies and their classification were selected very carefully, it is difficult to eliminate the probability of overlooking publications. Second, the limitation of the study is based on the difficulty of implementing the model in a case study, given that a minority of industrial companies have implemented maintenance 4.0 technologies in Morocco.

This work has practical implications for both individuals and institutions (companies and academies) to cope with new competency requirements in maintenance 4.0. Organizations can use the model in the recruitment process and for the identification of training needs. The results of the research will also contribute to identifying the scope of competencies of the maintenance 4.0 actors (engineer, manager and technician), which, in practice, contributes to the creation of requirements for the candidates applying for a job in the maintenance department. Additionally, educational institutions should make the necessary changes to their curricula to suitably prepare students for the required maintenance 4.0 competencies.

The social implications of the article result from the contribution to the development of maintenance competencies. Individuals can use this model for their own personal development. Furthermore, companies can use this model to define job profiles for vacancies in M4.0. Therefore, using the model for training program implementation has a positive effect on employee job satisfaction and employees ’morale.

This research develops a novel maintenance 4.0 competency model by categorizing the maintenance workforce into three hierarchical levels: managers, engineers and technicians. In addition, the competency requirement is prioritized to three degrees: very important, moderately important and slightly important. According to the previous studies conducted on maintenance 4.0 and employees' competencies, this study revealed that no research has developed a competency model for maintenance 4.0. Hence, this model is unique, generic and integrative since it presents the most relevant competencies for the three hierarchical levels. Moreover, this work combines the results of the literature review and the experts' returns. This model can be useful in the recruitment of new maintenance employees, the evaluation of their performance and the identification of training needs to cope with new changes in maintenance competencies.

The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness.

An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 550 employees of the selected banks. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.

The results indicate that some HRD practices impact organizational effectiveness through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRD practices and organizational effectiveness.

The research was undertaken in the banking industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.

The findings of the study will help policymakers and management of banks in espousing suitable and well-articulated HRD practices to harness the competencies of employees and inordinately enhance organizational effectiveness.

This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRD practices and organizational effectiveness of the banking industry in Ghana.

This study aims to understand the role of employee competencies in terms of the relationship between Human Resource Practices (HRPs) and firm performance.

A sample of 60 HR managers and 546 employees from large-scale food processing firms were considered for the study. The study presents a 2-1-2 multilevel mediational analysis in which HRPs and firm performance are measured at the firm level (Level-2) and employee competencies are measured at employee level (Level-1).

Positive relationship was found between HRPs and firm performance, which was partially mediated by employee competencies.

The study highlights the importance of employee-related factors by focusing on the wider dimensions of human capital (e.g. academic qualification, job experience) in HRPs–performance relationship.

The study undertakes a 2-1-2 multilevel mediational analysis, which is rarely applied in HRM studies; however, this interaction between macro- and microlevel effects will create a better understanding of organization studies from an integrated and multilevel context.

The purpose of this paper is to review the existing literature on determinants that influence organizational performance and to develop a framework that could be beneficial for leaders.

This paper uses a systematic review of articles on the factors that influence organizational performance. The purpose of this systematic review is to collect and summarize all empirical evidence from literature that fits the context of this study.

The findings of the study have been weaved together in a proposed framework for the role of cognitive, emotional, and social competencies on leadership competencies that in turn influence both employee and organizational performance.

This paper is a literature review, a framework on the determinants of organizational performance has been proposed but has not yet been tested empirically.

Leaders can leverage the results of this study to enhance their leadership competencies for the purpose of improving the performance on both individual employee and organizational levels.

There are few research-based studies on the determinants of organizational performance. This paper has identified key variables that play a significant role in helping organizations perform effectively.

The study aims at understanding the impact of individual and bundle of human resource practices (HRPs) on employee competencies. It also compares the impact of the bundle of HRPs with individual HRPs on employee competencies to examine the synergy effect.

To test the hypothesis, a sample of 229 respondents from the Indian food processing industry was taken. This included managerial and nonmanagerial personnel from four large scale food processing firms. The impact was analyzed through several structural equations.

The individual HRPs are positively related to employee competencies. Recruitment and selection have the least impact, and employee participation has the maximum impact on employee competencies. However, the bundle of HRPs has a positive and stronger impact on employee competencies than when they are studied individually.

The results of this study bring a wide array of managerial implications for the food processing industry. It recommends the management to adopt proper and well-structured HRPs for the food processing industry.

This is one of the few studies that utilizes resource-based view (RBV) and human capital theory (HCT) for investigating the relationship between HRPs and employee competencies in the Indian context. It attempts to increase the understanding regarding an important strategic HR concept (i.e. bundle of HRPs) on employee competencies.

This study aims to develop an employee competency model for integrated resorts (IRs) in Macau through insights gleaned from IR professionals and to investigate whether any differences emerge in competency perception between IR professionals and college and high school students.

A mixed-method approach was adopted to answer the research questions. The Delphi approach was used, and four IR experts were invited to refine components of the IR competency for the survey questionnaire. Quantitative data were collected from 596 IR professionals and college/high school students. Fisher’s least significant difference test was used to test the competency gaps between groups. Qualitative interviews were conducted with 12 respondents to gather their comments on the survey results.

The IR competency model consists of 15 critical competencies. A strong work ethic and customer service orientation were ranked as important attributes of employee competency among the four target groups. A mismatch in IR competency perceptions emerged among IR managers, employees and students.

The IR competencies can serve as a pragmatic reference for IRs in terms of employee recruitment and training. This model can also serve as a guideline to ensure the alignment between IR industry needs and the course offerings in higher education institutions in Macau.

The IR competencies contribute to resolving human capital issue challenging Macau’s IRs and provide insights for Macau’s IR stakeholders to improve the IR workforce development.

The purpose of the study is to examine the impact of human resource development (HRD) interventions on organizational effectiveness by means of employee competencies which are built by some of the selected HRD interventions.

An integrated research model has been developed by combining the principal factors from the existing literature. The HRD interventions chosen are training, performance management and career management (development). The validity of the model is tested by applying structural equation modeling (SEM) approach to the information collected from 290 executive and non-executive employees working in two medium size cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA) and the related hypotheses are tested by using SEM.

The result indicates that the selected HRD interventions have an impact on building of employee competencies, which in turn is instrumental in improving organizational effectiveness.

The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment.

The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective HRD interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization.

The research is unique in its attempt to measure employee competencies for organizational effectiveness by combining the existing scales of individual competences. The article contributes to the HRD literature, integrating HRD interventions and employee competencies into a comprehensive research model that influence organizational effectiveness.

The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource management (HRM) practices and organizational performance.

An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.

The results indicate that some HRM practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRM practices and organizational performance.

The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment.

The findings of the study have the potential to help policy makers, stakeholders and management of hotels in adopting proper and well-articulated HRM practices in building human capital and stimulating the necessary behaviors that create advantage for the organization.

This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRM practices and organizational performance of the hotel industry in Ghana.

The aim of this paper is to examine the mediating role of employee competencies in the association between human resource management (HRM) practices and organizational effectiveness of the pharmaceutical industry in Ghana.

An integrated research model was developed by combining principal factors from existing literature. The validity of the model was tested by applying structural equation modelling (SEM) to the data collected from 550 employees of the selected pharmaceutical industries. The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA) and related hypotheses tested using SEM.

The results indicate that some HRM practices influence organizational effectiveness through their impact on employee competencies. The study further revealed that employee competencies mediate the association between HRM practices and organizational effectiveness.

The research was undertaken in the pharmaceutical industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment.

The findings of the study have the potential to help stakeholders, policy makers and management of the pharmaceutical industry in espousing suitable and well-articulated HRM practices to influence and shape the skills, knowledge and behaviour of employees and inordinately enhance organizational effectiveness.

This study extends the literature by adducing evidence empirically that employee competencies mediated the association between HRM practices and organizational effectiveness of the pharmaceutical industry in Ghana.