Search results

The purpose of this paper is to introduce an integrated three‐phase methodology for forecasting future competency requirements more effectively than existing methods.

The methodology is demonstrated with reference to empirical research conducted by the authors. The methodology consists of three phases: phase 1 – preliminary interviews, phase 2 – questionnaire, and phase 3 – critical incident technique interviews. Outputs from phases 1 and 2 are used to generate a framework through which to elicit future competency requirements during phase 3.

The empirical findings, although included, are incidental to the current paper; they serve solely to illustrate the methodology. As such, the development and demonstration of this methodology are the main “findings” of the paper.

Methodologies for forecasting future competency requirements should adopt structured integrated approaches to improve predictive accuracy.

The methodology is described in sufficient detail so as to enable its practical application by HR professionals and academic researchers alike. Both groups will find this methodology extremely useful.

The paper seeks to improve upon existing methods for forecasting future competency requirements. By addressing the limitations of existing methods, and also by merging previously independent approaches, it provides an innovative integrated methodology of significant value.

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.

The aim of this study is to analyze the differences between non-standard forms of employment (FoE) (i.e. dependent self-employment/business-to-business/B2B contract and contract of mandate) in terms of investing in the development of future competencies by employees and employers. This study also examined additional factors which influence these investments.

To collect data, the computer-assisted telephone interview technique was used. 200 employees from different companies located in Poland participated in this study, wherein each of the above-mentioned FoEs (i.e. dependent self-employment and contract of mandate) was represented by 100 people. The Chi-Square test and multivariate logistic regression analysis were used in the statistical analyses.

In the case of only 2 out of 14 competencies, there were statistically significant differences between the two groups of respondents: the employers financed training courses for B2B employees more frequently than for mandate contract workers. Moreover, in only one case there was a statistically significant difference: the self-employed financed training courses themselves more often than mandate contract workers. This study revealed an important impact of other variables such as respondents’ age, education level, parental status and industry on the training activities undertaken by employers and employees.

Although the issue of developing future competencies is important, there is little research examining this problem in the context of people who work in non-standard FoE. Moreover, previous research primarily focused on identifying differences between people working under employment contracts and the self-employed. This article fills these research gaps as well as shows that more factors should be considered in the research models to get a deeper insight into the problem of non-standard FoEs.

This study investigates the competencies required for quality management professionals to meet the needs of industry 4.0. The authors use a case study strategy at an electronics manufacturer in southern Malaysia, to adapt their role to be relevant in the industry 4.0 environment. In doing so, this study answers the following four questions: (1) How are the changing technological trends expected to impact the future role of quality in industry 4.0? (2) What are the competencies gap between current and future roles of quality professionals? (3) What are the views and practices related to quality roles? (4) How can the gaps identified be closed to meet the quality challenges of industry 4.0?

The research methods consist of a comprehensive review of literature on the technological trends towards industry 4.0 and the impact on the role of quality and competence that may be required in the future, as well as internal document review on the current roles of quality professionals in an electronics manufacturer in southern Malaysia, to identify the competence gap. Empirical data was collected based on surveys conducted on 64 quality professionals with a response rate of 96.88%. Interviews were conducted on three decision-makers from critical areas in the electronics manufacturer for viewpoints from three different perspectives: finance, operations and talent development.

Quality professionals will require technical competencies to interpret large amounts of data from processes to make strategic decisions, the use of new AR tools and be aware of data security risks. Methodological competencies will be required to use data to identify the source of problems, to access reliable sources of learning and the ability to use new tools for solving complex problems efficiently. Social competencies will be required in communications across multi-sites, suppliers and customers in new collaborative virtual platforms, with the ability to retain tacit and explicit knowledge, in a decentralized environment that will require leadership ability to make decisions. Personal competencies required will be the ability to work in a flexible workplace and time and more frequent work-related changes.

The limitation of the study is based on what the authors currently know of the future, which may not be much for the quality professionals in the electronics manufacturer, who have not been exposed much to the technology yet. The potential for the future landscape to change dramatically with rapid technology changes may also result in a different set of skills for future quality professionals. The quality professionals who were involved in this study were the quality executives, engineers and managers, irrespective of their gender, age, length of service and experience in the field of quality. Therefore, these variables were not taken into consideration for this research.

This research helped to identify the role of quality in industry 4.0 and key competencies that the quality professionals in the electronics manufacturer will require to adapt to their role in industry 4.0. However, based on the questionnaire and the interview comments of key personnel, it can be concluded that quality professionals lack awareness of their new roles in industry 4.0. This could be due to the fact that the new technology is not implemented by quality professionals but by the innovation team based in Singapore headquarters, as was also advised by the operations head.

The benefit of industry 4.0 technology is clearly shown by Philips's new Dutch factory with robotized technology that was able to produce the same output with one-tenth of the workers of its China factory (Rifkin, 2014, chapter 8). Rojko (2017, p. 80) also shared a similar view that industry 4.0 is expected to reduce production costs by 10–30%, logistics costs by 10–30% and quality management costs by 10–20%. The importance of this research can be seen from the findings of “The Future of Jobs” (2018, p. 22), which suggests that the window of opportunity for organizations to leverage the new technology to re-skill is within the period of 2018–2022, in order to enable employees to reach full potential in the high value-added tasks. The electronics manufacturer may need to keep to this timeline to maintain its competitive advantage.

The purpose of this paper was to determine the competence gap of current quality professionals in the electronics manufacturer with the competencies required in industry 4.0. This led to the third objective, to identify the views of stakeholders based on the propositions derived from the gaps identified, to triangulate the findings, to conclude the competency gaps of the current quality professionals in the electronics manufacturer. Finally, the objective of this paper was to make a recommendation on how to prepare the quality professionals in the electronics manufacturer for their role in industry 4.0. The research identified the technical, methodological, social and personal competencies gap of the quality professionals in the electronics manufacturer by looking at the changes expected in industry 4.0 from four aspects, factory (people and process), business, product and customers.

The aims of the article are to not only review existing competency models and offer a comprehensive performance-linked competency model towards sustaining competitive advantage, but also validate the proposed model in an Indian textile organisation.

The article operationalises the term “competency” and intends to develop a comprehensive performance-linked competency model after analysing the existing models with respect to competitive advantage; and the model has been validated empirically in an Indian textile company using data envelopment analysis (DEA), cross-efficiency DEA, and rank order centroid (ROC) methods.

It reveals that the comprehensive performance-linked competency model focuses on competency identification, competency scoring and aligning competency with other strategic HR functions in a three-phase systematic method which will subsequently help the organisation to sustain in the competition. It has further been shown how using DEA, cross-efficiency DEA and ROC, an organisation can align individual performances and their competencies in terms of efficiency.

If the number of competencies get increased, DEA cannot be used.

This can be applied to industry for more efficient and effective performance measurement tool.

The paper enables organizations to systematically manage their employee competences to ensure high-performance level and competitive advantage.

The business environment is changing and education at university business schools does not appear to keep pace. This paper aims to identify principles to guide educators in preparing accounting students for automation and artificial intelligence and sets an agenda for future research.

The seven principles are derived from an extensive literature review and the analysis of qualitative data from focus groups, thought leader discussions, interviews and workshops.

The derived seven Cs model includes: critical, conceptual thinking and the spirit of enquiry; complicate, grapple and fail; create, innovate and experience; concise communication; collaboration; consciousness, respectfulness and ethical fibre; and curiosity, lifelong learning and specialized generalists. An inclusive list of future research topics related to the seven Cs model is provided to aid researchers’ agendas.

Although every attempt was made to base this study purely on expert opinions, as reflected in journal articles, conference papers, interviews and focus groups, it is impossible to prevent author biases from slipping into the interpretation and reflection involved in creating the model. Readers will also find some overlap in terms of the accounting business competencies development model’s seven Cs, due to the inter-related nature of the concepts and because the various definitions of concepts have some habits of the mind and social competencies in common.

The seven principles will help business schools and higher education policymakers guide future education developments with a focus on new competencies and reframed skills, as opposed to new knowledge. The model ensures that scholars and graduates have insight into the essential knowledge, attributes and skills that apply to the diverse nature of accounting vocations and can adapt to unanticipated changes.

This new model can be used by business schools to ensure that graduates can fully contribute to a society impacted by automation and artificial intelligence by entering the workplace with the requisite skills. It also responds to critics’ fears about the role of business schools in preparing graduates for the future of work.

The paper contributes in two ways. First, rather than focussing on particular issues or the shortcomings of current education, it identifies broad-based principles from a literature review, interviews, focus groups and workshops. Second, it sets an agenda for future research.

Compares the findings of two studies conducted to investigate the ranking of content domain areas of club management and management competencies necessary for success in private club management. A comparison is made between rankings for present and future success. The findings indicate areas for individual manager preparation and organizational program development.

The purpose of this paper is to investigate how to strategically reengineer the government processes in e-governance to ensure the implementation of future-oriented and sustainable e-governance across developing countries.

This study has used learning from the theory of strategic intent. The present study has been conducted using exploratory sequential mixed method research. The findings of exploratory study, supported by extant literature on reengineering, core competencies and e-governance success, forms the basis for proposed research framework, which is empirically tested with 359 respondents from the two government departments in India using partial least square technique.

The findings of this study suggested that it is needed to reengineer the government processes with a view to develop the core competencies to ensure the long-term success of e-governance implementation in terms of future-orientation and sustainability. The reengineering transformations are found to have significant positive effect on the core competencies development that, in turn, has a positive effect on the success of e-governance.

The limitation of this study is the small sample size of qualitative and quantitative study owing to the missing willingness of government officials to respond to the research instruments.

The findings of this study would help e-governance practitioners to focus on the key strategic areas which will ensure the long-term success of e-governance and make the same valuable for the current and upcoming generations.

This study made an original contribution to e-governance literature by developing and validating a theoretical model for empirically assessing the strategic effect of business process reengineering changes on e-governance success (in terms of future orientation and sustainability) through mediating variable, core competencies.

The development of information technology is highly influential to all sectors, including the financial industry. Various transformations are made in overcoming the dynamics of technological advancements, including the mapping of human resources. This study is conducted in the banking industry and companies operating using financial technology (FinTech) in Indonesia. This study aims to identify talent competencies needed in the future, based on current conditions and future needs, through mapping talent in the banking and FinTech industries.

This study provides empirical evidence about the mapping of talent management with eight basic competencies. It uses a mixed-method, explanatory sequential with survey approach in the first phase and focus group discussions (FGD) in the second phase. The questionnaire is distributed to 309 respondents who are the specific decision-makers in this industry. Meanwhile, the FGD is conducted twice at different times with academics and practitioners, human resources and talent managers. This research used analytic hierarchy process as a tool for data processing.

This study provides current competency positions and future needs in the banking and FinTech industries in Indonesia where it found a lot of competence segregation. It also discovered three priority competencies for dealing with Industry 4.0, which included relating and networking, adapting and responding to change and entrepreneurship and commercial thinking.

This study is valuable for decision-makers and regulators; these results can be used to find new competencies and talents to develop existing human resources. Also, these results can be used as a basis for policy-making related to the Industrial Revolution 4.0.

This study provides new insights on talent mapping in the banking and FinTech industries as a strategic approach in the digitalization era. In addition, this research also adds knowledge related to Industry 4.0 as a result of industry developments in the digitalization era.

The purpose of this paper is to investigate whether there is a set of management competencies that should be possessed by managers irrespective of their areas of functional specialization using quantitative methodology.

For the study, 31 individual competencies were analyzed. The study was confined to a fully integrated telecommunication service provider; 198 managerial employees participated in the survey.

The findings reveal broad level competencies that are important for managers working in one of the seven functional areas. The findings suggest the importance of competencies from value and skill clusters than knowledge cluster across all functional areas. Further, there was hardly any congruence with the perceptions on current expertise and current importance across all the functional areas.

While the findings of the study have a specific relevance to the managers in the telecommunication industry, they could have a rather broader relevance with implications for management development initiatives.

Although there is an enormous diversity in the scope of competency literature, a few empirical research studies have been conducted on management competency requirements for different functional areas. A limited number of competency studies have been conducted in Asia and in many cases those were confined to identify requisite competencies for managers from a specific functional area, such as human resources development. Hence empirical research studies are needed to fill this lacuna in literature. This paper fills some of the gaps