管理学、信息系统和心理学领域组织竞争力和个人竞争力的建立

… competencies as a means to organizational competitiveness and discuss various frameworks for identifying employee competencies. In … competency framework is contingent upon the …

… framework for organizational competency is presented. To begin with, the general modeling framework is … modeling framework, Comprehensive Organizational Competency Modeling …

One of the basic economic laws that reflect the patterns of economic phenomena is the law of competition. According to it, in a market economy, those business entities with certain competitive advantages operate and develop successfully. Within the competitive market, organizations are forced to increase their competitiveness, forming certain competitive advantages in the appropriate space-time conditions. Globalization and integration trends make more stringent and complex requirements for various enterprises, leading to increased competition in national and international markets. The multifactorial dependence of organizational competitiveness makes it possible to form new ways to increase the level of this indicator. Endogenous and exogenous factors, in turn, create functional links between different sectors of the economy. This paper presents a bibliometric analysis of the concept of "Organizational competitiveness" using numerous software tools to identify links between factors of organizational competitiveness, its source, and antecedents. The methods used in the study include initial keyword search, data analysis and refinement, and clustering. Harzing's Publish or Perish tool is used for initial investigation, BibExcel, VOSviewer, and MS Excel - for data analysis and refinement. The article uses data from the three most significant databases of scientific publications: Google Scholar, Web of Science, and Scopus. Searching and comparing information taken from several sources allows for a comprehensive analysis of the literature and understanding of the principles of bibliometric maps of publications. In the framework of this study, the authors formed and analyzed cluster groups of concepts, the principles of their grouping, developed scientific approaches to clustering key terms in several databases. The relevance of this study lies in its impact on the process of forming conceptual clusters. With the help of the proposed scientific approaches, it is possible to explain the dependencies in the cluster distribution of individual definitions, their relationship with each other, the degree of belonging to a particular factor of organizational competitiveness.

The purpose of this article is to examine the conceptualization and evolution of the construct of Organizational Competitiveness. The present study analyzed the existing literature about Competitiveness between 2009 and 2018, starting with the theoretical proposals for the concept presenting the evolution during the last decade, variables affecting competitiveness both internal and externals, dimensions and measurement proposal in order to study the progress of the construct of Organizational Competitiveness in different sectors. The analysis focused on recognized journals around the topic according to Scimago Journal & Country Rank (SJR) and the database of Scopus. The results of the present research show varied information about qualitative, quantitative and multidimensional approaches analyzed through the time, also the gaps around the topic, for promoting future research and a deeper consideration around a concept, that have an importance influence in the evolution of the companies.

Purpose The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS. Design/methodology/approach The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis. Findings The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM. Research limitations/implications The paper limits the performance measurement concept using leadership competencies. Practical implications The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture. Originality/value This is a unique attempt to test the relationship between competency-based performance management and OE.

… organizational core and strategic competencies provide a context for occupational competencies and generic metacompetencies … For individual or organizational competitiveness, a …

Purpose—The aims of the current study were as follows: (1) to develop a framework of the job competence of employees to examine the recruitment of employees in their specialized fields, and (2) to answer the question of whether the development of that framework of the job competence of employees in attracting and employing people or their appointment and promotion was effective in achieving the goals of the organization. Design/methodology—Researchers examined the work environment of a branch of the Welfare Organization of Iran and the most important duties and responsibilities of the employees of the specialized spheres of the organization. Afterward, researchers listed the essential knowledge, skills, and attitudes necessary for the employees. Then, the authors asked 70 experts working in this organization to express their views on the importance of each of these items and the status of each of the proposed items in terms of their relevance, clarity, simplicity, and ambiguity. Accordingly, the competencies were categorized and titled. The identified competencies were classified into four main groups: needs assessment, planning, implementation, and evaluation. The authors used the pairwise comparison method and the hierarchical analysis process approach to weighting. Findings—The authors set and presented critical competencies related to each specialized field of healthcare, social, educational, and cultural affairs in separate frameworks. The research results allowed theoretical and practical approaches to modeling to consider transversal and disciplinary competencies for a social, economic, or environmental commitment based on the sustainability concept. Value—Developing the employee competency frameworks of the health service is essential for sustainable development. The validated employee competency frameworks in the Welfare Organization can be applied in other provinces of Iran and other sectors of the healthcare system.

… This paper proposes a framework to develop a fuzzy hybrid model for mapping … to organizational competency and performance studies in developing models at the organization level. …

… framework that links other constructs (organizational capabilities and competitive scope) with firm performance. This study also provides some empirical evidence for the role of the …

… In this sense, this paper proposes an integrative framework for the analysis of human capital combining the advances from three different areas of research: knowledge management, …

… Utility of the APP framework as a tool for integration competitiveness and strategy is … Survival and success in such turbulent times increasingly depends on competitiveness: the ability …

Competence becomes competitive advantage for a business at all times. Making human resource more effective, competence-based hiring, development, and performance evaluation are popular phenomena discussed in the literature though not very common in practice. Despite their importance, the reason these are not commonly implemented may be the complexity of the subject and the absence of a generalized framework, which can be adopted with little or no modifications. There have been efforts made for competency framework development, but these are occupation-specific and usually limited in implementation. A need for an easily replicated general framework exists, which has followed a structured and scientific methodology utilizing professional expertise during development, which is simple to understand and is applicable to as many jobs as required. This article examines in detail the development approach of a generic competency framework using scientific tools and producing weighted ratings of competencies. The purpose is to establish confidence in potential users for a methodology that is applicable to the development of a similar framework for a diverse array of jobs.

PurposeThe paper seeks to analyze in depth the organizational requirements for the exploitation of human resource management towards increased organizational performance, and to provide a conceptual framework for the analysis of human resource management in learning organizations.Design/methodology/approachThe paper takes the form of an extensive literature review on human resource management (HRM), organizational learning and human capital.FindingsThe major contribution is the Requirements Framework for the Adoption of Technology Enhanced Learning and Semantic Web Technologies, which can guide strategies of effective competencies management in modern organizations. This framework initiates an interesting discussion of technological issues that go beyond the scope of this paper.Research limitations/implicationsThe Requirements Framework provides the basis for an extensive specification of knowledge management strategies. A follow‐up publication will present the practical implications of the “theoretical” abstraction of framework and empirical evidence.Practical implicationsThe paper is a very useful source of information and impartial advice for strategists, HRM managers, knowledge management officers and people interesting in exploiting human resource management systems in a knowledge‐intensive organization.Originality/valueThis paper fulfills an identified need to outline methods and technologies for integrated knowledge and learning and competencies management support in organizations.

… agree that conceptualizing organizations as a set of ‘core competencies’ rather than as distinct ‘strategic business units’ (SBUs) helps in enhancing their competitiveness. SBUs should …

… The development of these competencies is the product of organizational cultures and … for by Porter even though they play a role in competitiveness, extant research has to a great extent …

… concept of competitiveness and the competency approach, a … , organizational capabilities, entrepreneurial competencies … competency areas with other constructs of competitiveness. …

… facing,most contemporary organizations, we need to devote additional attention to non-task-specific competences and their significance for efficiency, competitiveness, and career …

The article proposes a logically linked system of indicators for assessing the employees’ competitiveness in the process of qualification upgrading. It was developed by the authors on the basis of a sociological study conducted by using the expert survey method. The survey has confirmed the main study hypothesis that there is the necessity to create tools for a comprehensive employees’ competitiveness assessment in order to increase the social and economic sustainability in the territories. Sustainable development can be achieved only by the effective management of the labour force competitiveness growth including in the training process. Criteria that characterize various elements of employee’ competitiveness are identified. The indicators’ calculating algorithm based on the quantitative and qualitative workers’ characteristics is selected among the many methods to assess their competitiveness. The algorithm provides the transformation of employee’s qualitative competitiveness characteristics into quantitative ones. The main provisions of employee’s competitiveness growth target model in the professional development process are presented in addition.

… Although we have not discussed team competitiveness yet, we develop theory that proposes competition … In mirroring the definition for individual competitiveness, we define collective …

Drawing upon human capital theory, we empirically tested the relationships among human capital management, employees' value and uniqueness, and organizational competitiveness. To do this, we adopted a quantitative approach via multiple regression analysis with 183 participants from Taiwan and Mainland China. Results showed that human capital development and deployment were positively associated with both value and uniqueness of employees in Taiwan and also in Mainland China. This indicated that development and deployment practices, such as training and job design, were conducive to increasing employees' value and uniqueness. In addition, the positive relationship between human capital and employees' value that was observed in a Mainland Chinese context was not observed in Taiwan, which indicates that contextual differences affected methods of attracting talented employees. We found it surprising that in neither Taiwan nor Mainland China were organizations capable of retaining unique employees. Practical and theoretical implications of our findings are discussed.

Abstract This study was conducted to analyze the role of work competence on work creativity, employee performance, and the competitiveness of woven products produced by SMEs. The research population is weaving employees in 152 weaving companies in Bali. The research sample was determined using the Slovin formula with a precision of 7%, so the total sample was 187 respondents spread over seven districts/cities in Bali. The process of collecting research data is done by distributing questionnaires to respondents, and then the collected data was analyzed using the SmartPLS 3.0 program. The results of the analysis show that competence has a significant positive effect on work creativity, employee performance, and product competitiveness. Work creativity also has a significant positive effect on employee performance. Employee performance shows a significant positive effect on product competitiveness. Work creativity and employee performance separately and together act as a mediation on the relationship between competence and product competitiveness. IMPACT STATEMENT Woven products in Bali are well known locally, and even internationally. This cloth is traditionally worked on. The work results of the workers have not been optimal, given the limited competency they have because they have never received education/training related to weaving work. In terms of work competence (knowledge, skill, and attitude) are needed to support the performance of workers.

The goal of the study is to examine ageand gender-differences between employees in regards to motivation for training. Four facets of competitiveness and three types of orientation in extrinsic motivation are considered. In a Hayes conditional process analysis, the research uses the data from a questionnaire survey carried out in Poland in 2016 among higher-educated employees at mobile-working age. Our findings show that the competition in self-development is the most important facet of competitiveness for under 40-year-olds, while it is competing in terms of enjoying the job for employees of age 39-45. Competing in terms of financial compensation was shown to be the least important facet in each age group. In general within each age group, the participants were shown to be more strongly stimulated to improve their skills by less extrinsic forms of motivation. Higher-educated women and men are motivated to improve their professional skills by the same stimuli up to the end of their 40s, after which less extrinsic motivation (self-development and autonomy) become more important for men than women. The findings contribute to the literature on competitiveness and motivation, suggesting a number of recommendations in terms of how to organize training for employees of different age groups, contributing to the overall growth of productivity within an economy.

L. Semenova, PhD in Economics, Associate Professor, Associate Professor of the Department of Economics and Social and Labor Relations, University of Customs and Finance ORCID ID: 0000H0001H5530H7497 V. Sarychev, Doctor of Economic Sciences, Associate Professor, Professor of the Department of Economics and Social and Labor Relations, University of Customs and Finance ORCID ID: 0000H0002H8544H9901 V. Dacenko, PhD in Economics, Associate Professor, Associate Professor of the Department of Industry, Marketing and Economy of Industry, University of Customs and Finance ORCID ID: 0000H0002H4670H6848

PurposeThe purpose of this paper is to present the usefulness of the combination of the European Foundation for Quality Management excellence model and the balanced scorecard integrated into the management model for competitiveness and performance development.Design/methodology/approachThe presented model is the result of a business research where comparative analysis of the two models has been carried out. Both models have been thoroughly studied from different points of view. Such an approach enabled one to define the strengths, weaknesses and similarities of the two models.FindingsOn the basis of the robustness of both models a combination was formed integrated into the management model, which is likely to be better, more effective and simpler to use in practice, and which will support an increase in competitiveness and performance development.Research limitations/implicationsWithin the research the aim has been focused on close research into interactions presented in the integrated management model. Throughout research, consideration was given to the problem of its external validity which is somehow limited. Here analytical generalisation is discussed. A number of cases can be found in which a combination of both models has been used in different ways. The way of combination in the integral management model, which is presented here, was carried out in 2005 in an important Slovenian international company.Originality/valueThe originality can be found in the particular approach towards comparative analysis and also in the result, which represents a combination of the two models integrated in an original manner into the integral model of management. Companies which have not yet introduced, as well as those which have already introduced, one of the researched management tools will be able to use the results of this research for further upgrading/consolidation in the sense of the model combination of both. The synergetic effects of the interactions of the combination between both management approaches will have a positive effect on increasing company competitiveness.

In this study the formation of competitiveness of the future employee for modern economy by means of education is discussed. The concept of competitiveness as a fundamental indicator of the qualitative characteristics of a modern employee in the labor market is considered. Different approaches to the determination of personal key indicators of competitiveness in the economic environment are analyzed. The article reveals the links of the student's academic success with his potential success in working life. The structural-content model of forming the competitiveness of students in the educational process which helps a student to compare himself not only with other students but with himself is presented. Mathematic description of the model helps to clarify the idea of organizing this process. Keywords—polytechnic education; competitiveness; qualification; structural-content model.

… an employee is, the following types of competitiveness are … competitiveness of the employee assumes the development of … Competitiveness of employees includes a set of individual …

This study explores the levels of competitiveness among employees at the Keynana Sugar Company with an aim to establish correlations with key demographic variables, specifically the years of experience and gender. Utilizing descriptive methodology, the primary dataset was obtained through the application of the Hypercompetitive Attitude Scale. The research involved 49 participants (37 males and 12 females), and employed statistical analyses, such as T-tests and Pearson Correlation, to yield comprehensive insights. The findings of this research unveiled a marked prevalence of competitive attributes among employees at Keynana Sugar Company. Notably, the investigation revealed a lack of significant correlation between competitiveness and employees' years of experience. Furthermore, the analysis indicated no statistically significant variations in competitiveness based on gender among the employees at Keynana Sugar Company. This research significantly enriches the academic discourse on human resources competence, particularly within the domain of human resources psychology. By shedding light on the dynamics of competitiveness and its associations with demographic factors, the study provides valuable insights that can provide strategies for enhancing workforce effectiveness and organizational performance.

… Thus, we propose that firms can gain competitive advantage only through the interplay between human capital resources and HRM practices – each shaping and bringing about the …

… in firm-specific human capital … the competitive advantage, we find empirical evidence that rivals cannot quickly or costlessly imitate or substitute for the value of firm-specific human capital…

… firm’s human capital and the firm’s … firm’s flexibility and its competitive advantages. In addition, this research finds that the firm’s flexibility mediates the relationship between the firm…

Research Summary Scholars have long recognized the theoretical and practical implications of firm‐specific human capital . However, we highlight that firm‐specific incentives (i.e., worker incentives that provide more utility to workers in the focal firm than similar incentives available at other employers) provide an important pathway to competitive advantages that has not been comprehensively examined in the extant organizational research. We address this gap by (a) defining firm‐specific incentives and showing why they are different from incentive conceptualizations and typologies in the extant literature, (b) articulating potential origins of firm‐specific incentives, and (c) formally proposing the conditions under which firm‐specific incentives facilitate human capital‐based competitive advantages. In so doing, we develop a cohesive theoretical framework of incentive‐based competitive advantage that integrates across multiple literatures. Managerial Summary Just as companies differentiate their products by creating unique value for customers, they also create unique value for their employees. Some companies do this by offering employee incentives, perks, and benefits that are highly unique to the company and difficult for other companies to imitate. These unique incentives, perks, and benefits can help these companies to attract, motivate, and retain top talent at a financial discount and, accordingly, can help these companies realize competitive advantages over their rivals.

… a firm's human resources as an important potential source of sustained competitive advantage… discussions that assume the role of human resources as a source of sustained competitive …

… firms worldwide, and on the other side, the generally unsatisfactory handling of human resources in Kosovan firms, … that human resource practices are more or less similar in firms that …

The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

… This article extends theories of human capital–based competitive advantage in two … no competitive advantage—that is, an advantage may exist if the firm retains valuable human capital …

Although managers cite human resources as a firm's most important asset, many organizational decisions do not reflect this belief. This article uses the value, rareness, imitability, and organization (VRIO) framework to examine the role that the human resource (HR) function plays in developing a sustainable competitive advantage. Why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm's human resources can provide a source of sustainable competitive advantage are discussed. The role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm is also examined. © 1998 John Wiley & Sons, Inc.

… , we must try to understand the roles human resources play in the … point that all firms depend on human capital to make any sort … firms might build advantage through human resources, it …

Organizational knowledge is a multi‐dimensional concept with each dimension having differing effects on competitive advantage. This paper focuses on five specific dimensions and explicates their roles in assuring sustained competitive advantage. Additionally, the paper provides some preliminary thoughts on the catalyzing or constraining effects that specific human resources management practices and organizational design factors can have on the development and exploitation of the organizational knowledge dimensions.

… firms design and implement HRM innovations (HRMIs) and how such innovations support competitive advantage… and service firms, our findings reveal that human resource (HR) …

… resources for competitive advantage. Using matched data from senior executives and human resource … -performance human resource (HPHR) practices and organizational culture on …

… creator of human capital, which enables a company to obtain competitive advantages that are … The study is based on the general theoretical framework of resource and capacity theory. …

… to create and deploy the firm's human-capital such that the competitive advantage of the … how the management of human resources can generate a competitive advantage. While it …

Human Resource Management (HRM) is a very important aspect in the modern business world. Companies that manage their people effectively tend to have a greater competitive advantage over their competitors. This is due to the fact that HR is one of the most important assets in an organisation, and the ability to optimise HR potential, productivity and commitment will have a significant positive impact on company performance. This research aims to examine HR management strategies in achieving competitive advantage in business administration. This research uses a qualitative method of descriptive analysis to explore an in-depth understanding of the topic. This method allows researchers to explain in detail the characteristics, context, and factors related to the research topic. In this case, data was obtained from Google Scholar with a time span from 1996 to 2023. The results of this study show that effective HR management strategies are key to achieving and maintaining a competitive advantage in business administration. By prioritising aspects such as quality recruitment, employee development, motivation, efficient performance management, progressive corporate culture, responsiveness to change, and technology utilisation, companies can achieve better results in the face of intense business competition.

… of human resources to firms' competitive advantages than approaches that are grounded in the resource-based view (RBV) of the firm, … human resource management (SHRM) literature. …

… project management workforce competencies necessary to … the knowledge and competencies of a workforce to successfully … a framework of competencies that relate appropriately to the …

… In order to create a balance between the fire workforce’s capabilities/competencies and the duties/roles, they have during emergency situations, an optimal model for human resource …

Effective and precise public health practice relies on a skilled and interdisciplinary workforce equipped with integrated knowledge, values, skills, and behaviors as defined by competency frameworks. Competency frameworks inform academic and professional development training, support performance evaluation, and identify professional development needs. The aim of this research was to systematically identify and examine trends in the extent, nature, and range of the literature related to developing competencies in public health. This includes developing public health competency frameworks, and how competencies are developed and maintained in students and practitioners. We used a scoping review methodology to systematically identify and report on trends in the literature. Two independent reviewers conducted title and abstract and full-text screening to assess the literature for relevance. Articles were included if they were original primary research or gray literature and published in English. No date or geographic restrictions were applied. Articles were included if they focused on developing competency statements or frameworks for public health and/or training public health students or practitioners to develop competencies. The review encompassed a range of methods and target populations, with an emphasis on building competencies through student and professional development. Foundational competency development was a primary focus, and we found a gap in discipline-specific competency research, especially within developing discipline-specific competency statements and frameworks. Several evidence-based practices for competency development were highlighted, including the importance of governance and resources to oversee competency framework development and implementation, and workforce planning. Experiential learning and competency-based training were commonly identified as best practices for building competencies. A comprehensive understanding of public health competency development—through developing and incorporating foundational and discipline-specific competencies, mapping student and practitioner training to competency frameworks, and incorporating best practices—will enable public health to create skills and an adaptable workforce capable of addressing complex public health issues.

Objectives & Scope Developing your workforce is an ongoing exercise in remaining technically current and relevant in a culture of continuous improvement. With changing employee demographics, technologies, assets and business conditions, each competency-based development program requires strong governance and ongoing investment to ensure a sustainable system that supports the development of workforce capability, effectiveness and efficiency. This paper details a maturity modeling approach that defines a governance framework for ensuring an effective competency-based workforce development program. Methods, Procedures, Process A competency management framework is described which details the methods, processes and best practices supportive of workforce capability enhancement efforts. Implementation of the framework enables organizations to mature from ad hoc, inconsistent practices, to a consistent, disciplined, and continuously improved set of competency management processes. Specific descriptions are provided of five levels that define the competency program maturity plateaus, as defined below in Figure 1. Consequently, the five levels of competency program maturity are further referenced to six key competency pillars, as outlined below in Figure 2. The detailed characteristics, benefits, actions and obstacles that align each maturity level to the six defined pillars of competency are later examined in further specificity. (Refer to ‘Presentation of Data & Results') Results, Observations, Conclusions Characteristics of each maturity level across the pillars are demonstrated. The maturity structure can be utilized to establish a competency program's organization, enable detailed action planning towards targeted and measurable process improvements, and set milestones aligned with strategic business objectives. Competency analytics provide management with a view into the state of organizational capability, clearly illustrating competency gaps and related development solutions. With a dedicated team and a view by management of program evolution, a working maturity model can be a framework that supports and directs a continuous improvement culture. Novel/Additive Information Establishing a consistent maturity model through industry collaboration can provide benchmarking opportunities that will benefit corporations as they pursue implementation of competency management best practices.

… Building on that work, this paper elaborates on the second step to show how an … The purpose is to certify that an individual has a base level of competency in the designated area. The …

… for work, as well as the description of individual capabilities and performance and result … the competency frameworks in the workforce development model. If you’re looking to build a …

Thailand’s industrial sector faces rapid digital disruption and an escalating shortage of tech-skilled talent. In this study, we introduce a workforce competency framework grounded in the realities of Thai businesses, designed to close this skills gap and guide sector-wide digital readiness. We collected information from focus groups and surveyed 500 executive organizations to construct the framework. This approach allowed us to record strategic, operational realities. The framework's four main components are as follows: (1) Retraining employees for automation and AI integration; (2) Integrating Wisdom, which emphasizes customized training for generative AI and digital decision-making; (3) Organizational Support, which emphasizes the importance of infrastructure, leadership, and knowledge sharing; and (4) Collaboration Networks, encouraging cooperation and the sharing of knowledge between generations. The model's fit was validated by statistical analysis (χ² p-value = 0.132, CMIN/DF = 1.086, GFI = 0.948, RMSEA = 0.013), indicating that small, medium, and large businesses could use it. The framework's general applicability is demonstrated by the t-test results, which showed no statistically significant differences (p > 0.05) in competency priorities across business sizes. These findings deliver a strategic model for policymakers, educators, and business leaders striving to raise a digitally agile workforce.

BackgroundCompetent managers are essential to the productivity of organisations and the sustainability of health systems. Effective workforce development strategies sensitive to the current competency development needs of health service managers (HSMs) are required.PurposeTo conduct a 360° assessment of the competence of Australian HSMs to identify managerial competence levels, and training and development needs.MethodsAssessment of 93 middle-level HSMs from two public hospitals (n = 25) and five community health services (CHS) (n = 68), using the Managerial Competency Assessment Partnership (MCAP) framework and tool, conducted between 2012 and 2014 in Victoria, Australia.ResultsMean competency scores from both self- and combined colleagues’ assessments indicated competence (scores greater than five but less than six) without guidance, but many HSMs have not had extensive experience. Around 12% of HSMs were unable to demonstrate the competency of ‘evidence-informed decision-making’ and 4% of HSMs were unable to demonstrate the competency of ‘enabling and managing change’.ConclusionThe assessments confirmed managerial competence for the majority of middle-level HSMs from hospitals and CHS in Victoria, but found competency gaps. In addition, the assessment confirmed managerial strengths and weaknesses varied across management groups from different organisations. These findings suggest that the development of strategies to strengthen the health service management workforce should be multifaceted.Practice implicationsA focus on competency in performance evaluation and development using the MCAP framework and tool not only provides insights into performance of HSMs, but also has the potential to provide an organisation strategic advantage through succession planning and advancing managers’ competence via learning needs analysis and targeted professional development. Linking competencies of HSMs to organisational objectives and strategies provides optimal use of the human resource capacity, improving the organisation’s productivity and sustainability.

INTRODUCTION Health informatics and digital health, two rapidly growing disciplines, are becoming increasingly important to the sustainability of health service provision, highlighted especially through the COVID-19 pandemic. To maximise the benefits of the adoption and growth of health informatics and digital health, health service managers play a critical role in leading and managing the implementation and transformation of the system, both strategically and operationally, whilst still needing to manage 'business as usual'. OBJECTIVES The objectives of the paper are to present and discuss the findings from a scoping review identifying: 1) competencies required for health service managers leading the implementation and transformation of informatics and digital technology in the health sector; and 2) factors that are critical to building the management workforce capacity in the era of health informatics and digital health. METHODS A scoping review of the literature was conducted in 2020 focussing on identifying empirical articles published in the English language since the year 2000 using a number of keywords such as 'health informatics', 'digital health', 'electronic health', 'competencies', 'capability', 'proficiency', 'qualification', 'certification', 'health manager', 'health executive' and 'health administrator'. The literature search was guided by a PRISMA approach searching within eight databases: Scopus, ProQuest, Web of Science, ACM Digital Library, CINAHL, PubMed, Google Scholar and ProQuest Dissertations. RESULTS After duplicates were removed, 941 publications were included for title screening as the result of an initial review. Title screening selected 185 articles to be included for abstract screening by two reviewers confirming 19 papers relevant to the focus of the current paper which were included in data extraction and content analysis. The analysis identified the additional competency of 'information and data management' be included as a core competency for health service managers. The analysis also confirmed additional elements for the following four core management competencies that are important to health service managers working in the digital health context, including: 1) leadership; 2) operational and resource management; 3) personal, interpersonal and professional qualities, and 4) understanding the industry and environment. Factors that are critical to developing the system and organization capacity in the use of health informatics and digital health technology, and leading and managing the adoption in the healthcare organizations were identified in three categories: 1) policy/system; 2) organizational structure and processes; and 3) people factors. CONCLUSIONS This paper has taken an important step in confirming the competency requirements for health services managers that are relevant to leading and managing in the health informatics and digital health space, consequently indicating the directions for developing a competent workforce in meeting the existing and emerging healthcare delivery challenges, both now and in the future.

Integration of precision medicine (PM) competencies across the Medical Technology and Pharmaceutical industry is critical to enable industry professionals to understand and develop the skills needed to navigate the opportunities arising from rapid scientific and technological innovation in PM. Our objective was to identify the key competency domains required by industry professionals to enable them to upskill themselves in PM-related aspects of their roles. A desktop research review of current literature, curriculum, and healthcare trends identified a core set of domains and subdomains related to PM competencies that were consistent across multiple disciplines and competency frameworks. A survey was used to confirm the applicability of these domains to the cross-functional and multi-disciplinary work practices of industry professionals. Companies were requested to trial the domains to determine their relevance in practice and feedback was obtained. Four PM-relevant domains were identified from the literature review: medical science and technology; translational and clinical application; governance and regulation and professional practice. Survey results refined these domains, and case studies within companies confirmed the potential for this framework to be used as an adjunct to current role specific competency frameworks to provide a specific focus on needed PM capabilities. The framework was well accepted by local industry as a supplement to role specific competency frameworks to provide a structure on how to integrate new and evolving technologies into their current workforce development planning and build a continuous learning and cross-disciplinary mindset.

… When competency frameworks are developed with such a high level of scientific and … As a result, the requirement for enterprises to address the competency portion is compelling and …

… competencies in the workforce: A competency is a measurable human capability that is required … to build a workforce that can implement the strategies and achieve the goals. In strategic …

PurposeThe purpose of this paper is to present a competency-based curriculum design model based on a set of ten foundational professional competencies (PCs) that prepare college graduates to meet the needs of global businesses now and in the future.Design/methodology/approachThis phenomenological single-case study reviews literature on the foundational principles of competency-based education (CBE) and comparatively analyzes the results of qualitative interviews to create a set of ten PCs linking employee and business success.FindingsThis study presents a theoretical competency-based curriculum model (competency-based learning, performance and behavior (CBLPB)) designed for online education programs to enable a twenty-first century workforce to succeed. The curriculum design model is tested as applied by the researchers in various courses taught at an online university.Research limitations/implicationsThis is a conceptual model for testing in academic research settings in colleges and universities.Practical implicationsThe study suggests that higher education business curriculum should be designed using a CBE model to develop graduates with the foundational PCs that employers need and desire in educated working professionals.Originality/valueFrom the faculty perspective, the CBLPB curriculum design model can enhance the design and implementation of CBE in business programs.

… help Singapore build a more adaptable and future-ready workforce by embedding … workforce skills. In contrast, the CBE framework specifically targets the development of competencies …

The transition toward Industry 5.0 in sustainable construction demands a radical reconceptualisation of workforce development, moving beyond purely technical training to embrace human-centricity, digitalisation, green competencies, and socio-cognitive resilience. Traditional vocational and higher education systems have largely failed to bridge the gap between emerging construction industry demands and the competencies possessed by current and future professionals. This systematic review investigates how Learning Factories’ 5.0 immersive, experiential, and technology-rich educational environments can address these gaps in sustainable construction contexts. Drawing on a synthesis of 71 peer-reviewed publications spanning 2015–2026 and supplemented by targeted construction-domain literature, this study pursues three objectives: (1) identifying core competencies for Industry 5.0 readiness in sustainable construction, (2) examining how Learning Factories 5.0 support the development of these competencies, and (3) proposing a competency-driven framework for integrating Learning Factories 5.0 into sustainable construction education and training. Seven transdisciplinary competency clusters are identified—Attitude toward Digitalisation, Technical–Green Proficiency, Information and Data Literacy, Digital Security, Collaborative Systems Thinking, Adaptive Problem-Solving, and Reflective Sustainability Practice—and a theoretically derived, eight-phase Construction Learning Factory 5.0 (CLF5.0) Framework is proposed as a conceptual architecture for future empirical development and institutional adaptation. The framework is presented as a generative starting point rather than a prescriptive model, and its effectiveness in diverse construction education contexts requires empirical validation through future implementation studies. Findings reveal that while Learning Factories offer transformative potential, critical barriers remain in terms of economic feasibility, faculty development, industry–academia alignment, and empirical validation. This paper contributes a construction-specific competency architecture and implementation pathway to support the industry’s transition toward a sustainable, human-centric, and Industry 5.0-aligned future.

This study examined workforce capacity building and competency development initiatives in the Department of Agrarian Reform (DAR) in Masbate to assess their implementation, level, and relationship with employees’ demographic profiles. Anchored on Human Capital Theory, Competency-Based Theory, and Systems Theory, the study employed a descriptive-survey research design. Data were collected from forty DAR employees using a structured questionnaire covering demographic characteristics and key dimensions of workforce development, including training, skills enhancement, leadership development, performance management, knowledge management, career development, values formation, and digital competencies. Statistical tools such as frequency, percentage, mean, and Pearson correlation were used to analyze the data. The findings revealed that respondents were predominantly young, female, bachelor’s degree holders with moderate work experience. Workforce capacity building and competency development initiatives were generally implemented and rated as “Agree” and “High,” indicating effective institutional practices. Strong areas included training relevance, continuous skills improvement, leadership capacity, performance evaluation, knowledge utilization, employee retention, ethical practices, and digital technology adoption. However, some aspects such as equal access to training, structured leadership preparation, and system updates require further enhancement. The analysis showed a weak positive but not statistically significant relationship between respondents’ demographic profiles and their assessment of workforce development initiatives, suggesting consistent perceptions across employee groups. The study concludes that DAR effectively implements workforce development initiatives that contribute to employee competence and organizational performance. It recommends strengthening training specificity, performance systems, knowledge-sharing mechanisms, career pathways, ethical reinforcement, and digital capacity development. This study aligns with SDG 4 (Quality Education), SDG 8 (Decent Work and Economic Growth), and SDG 16 (Peace, Justice, and Strong Institutions) by promoting continuous learning, workforce productivity, and effective public governance. It contributes to institutional and socio-economic sustainability by enhancing public sector capacity, improving service delivery, and supporting long-term organizational resilience.

The literature supports that information systems improve the effective performance of any organization and gain a competitive advantage for their success in the business environment. Therefore, the scholars should do more studies that focus on how to enhance organizational performance to let corporations to sustain their competitive advantage. This study aims to empirically investigate the mediating role of competitive advantage with information systems capabilities and organizational performance among managers and department heads working in Jordanian industrial corporations. The study population consisted of all managers and department heads working in 20 Jordanian industrial corporations. The analysis of the data included the calculation of descriptive statistics as well as structural equation modeling, regression analysis, correlation analysis, and factor analysis. The study results showed that information systems capabilities, competitive advantage, and organizational performance were statistically significant. In addition, the result revealed that information system capabilities through competitive advantage influence organizational performance. The study model developed to provide the relationships of information systems capabilities through competitive advantage that can be used by Jordanian industrial corporations as evidence of a positive impact on organizational performance of managers and heads of departments in their corporations.

Information technology is generally considered an enabler of a firm’s agility. A typical premise is that greater IT investment enables a firm to be more agile. However, it is not uncommon that IT can also hinder and sometimes even impede organizational agility. We propose and theorize this frequently observed but understudied IT–agility contradiction by which IT may enable or impede agility. We develop the premise that organizations need to develop superior firm-wide IT capability to successfully manage their IT resources to realize agility. We refine the conceptualization and measurement of IT capability as a latent construct reflected in its three dimensions: IT infrastructure capability, IT business spanning capability, and IT proactive stance. We also conceptualize two types of organizational agility: market capitalizing agility and operational adjustment agility. We then conduct a matched-pair field survey of business and information systems executives in 128 organizations to empirically examine the link between a firm’s IT capability and agility. Business executives responded to measurement scales of the two types of agility and organizational context variables, and IS executives responded to measurement scales of IT capabilities and IS context variables. The results show a significant positive relationship between IT capability and the two types of organizational agility. We also find a significant positive joint effect of IT capability and IT spending on operational adjustment agility but not on market capitalizing agility. The findings suggest a possible resolution to the contradictory effect of IT on agility: while more IT spending does not lead to greater agility, spending it in such a way as to enhance and foster IT capabilities does. Our study provides initial empirical evidence to better understand essential IT capabilities and their relationship with organizational agility. Our findings provide a number of useful implications for research and managerial practices.

PurposeThis research aims to examine the relationship between information security strategy and organization performance, with organizational capabilities as important factors influencing successful implementation of information security strategy and organization performance.Design/methodology/approachBased on existing literature in strategic management and information security, a theoretical model was proposed and validated. A self‐administered survey instrument was developed to collect empirical data. Structural equation modeling was used to test hypotheses and to fit the theoretical model.FindingsEvidence suggests that organizational capabilities, encompassing the ability to develop high‐quality situational awareness of the current and future threat environment, the ability to possess appropriate means, and the ability to orchestrate the means to respond to information security threats, are positively associated with effective implementation of information security strategy, which in turn positively affects organization performance. However, there is no significant relationship between decision making and information security strategy implementation success.Research limitations/implicationsThe study provides a starting point for further research on the role of decision‐making in information security.Practical implicationsFindings are expected to yield practical value for business leaders in understanding the viable predisposition of organizational capabilities in the context of information security, thus enabling firms to focus on acquiring the ones indispensable for improving organization performance.Originality/valueThis study provides the body of knowledge with an empirical analysis of organization's information security capabilities as an aggregation of sense making, decision‐making, asset availability, and operations management constructs.

Business value of information technology (IT) is one of the most important research streams in information systems (IS) research. In this study, we follow the resource-based view (RBV) …

The evolution of information technology (IT) in organizations … Information Systems, and Strategic Information Systems (SIS)… IT, with approaches to information systems (IS) strategy …

… is a tangible asset that contributes to a firm’s organizational capabilities. Recall that we define organizational capabilities as activities that combine and deploy assets/resources to …

… organization as a sum of its collective capabilities in terms of capital, knowledge, and capabilities… The results of the analysis suggest that organizational capabilities are complex not …

… organizational sensemaking, and organizational capabilities that have hitherto been used independently, to investigate organizational use of information … that organizational capabilities …

PurposeBased on organizational capabilities and information technology implementation literature, this study seeks to propose a research model to examine the influence of organizational capabilities on e‐business implementation success.Design/methodology/approachData collected from 202 information systems executives in large Taiwanese organizations were employed to test the relationships between the research model constructs. The results from the structural equation modeling approach provide quite a strong support for the hypothesized relations.FindingsThe results showed that certain factors related to organizational learning and knowledge management capabilities are important antecedents of e‐business value.Research limitations/implicationsThis study did not test all organizational factors, and focused particularly on learning capacity and knowledge capability factors. A knowledge asset must be rare and inimitable to become a source of competitive advantage. Without secure processes, knowledge loses the key qualities of being rare and inimitable. Future research could assess the influence of knowledge protection processes on e‐business implementation success.Practical implicationsKnowledge management means recognizing and managing all of an organization's intellectual and social capital to meet its e‐business objectives. An organization needs a well‐designed knowledge management infrastructure to create and maintain the e‐business knowledge required to improve back‐office efficiency, customer intimacy and efficiency of coordination with business partners.Originality/valueThis study is significant for at least two reasons: it determines the key antecedents to successful e‐business implementation based on organizational learning and knowledge management perspectives and it helps to understand the effects of organizational capabilities and e‐business contribution on a firm's performance.

PurposeAn improvement in the management of information system (IS) based resources and capabilities of hotels must affect competitive advantage. Based on that premise, this work has two aims. The first is to determine how the strategic value of the IS area affects the organizational performance of three‐, four‐ and five‐star hotels. The second is to check how it influences the resources and capabilities used in the IS area of hotel companies in a determined tourist destination, and their relationship with organizational performance.Design/methodology/approachThe study was conducted on a representative sample of hotels in Gran Canaria, Spain. It takes the framework of Bharadwaj as a reference to help companies tackle the management of the IS area and to develop a superior capability in that activity.FindingsThe results of the study indicate that the more valuable, non‐substitutable and inimitable the IS area is, the better the non‐financial performance is. The results also show that the resources and capabilities that most affect hotel performance are the internal and external technical resources and the capabilities of the IS area to influence and strengthen relations with users and with different areas of the hotel. The work also finds that organizational capabilities have a particular influence on non‐financial performance, especially that related to organizational quality.Research limitations/implicationsThis study helps to establish a new framework of analysis in the literature on IS management by introducing a perspective of analysis for the study of the strategic deployment of IS attributes that is based on the resource based view of the firm.Practical implicationsThis paper constitutes a suitable framework to begin the diagnosis of the situation of each hotel regarding its available IS resources and capabilities and to identify and select the IS resources and capabilities that make greater contributions to hotel profitability and quality.Originality/valueThis work serves to help identify which IS resources and capabilities are most important in the development of distinctive hotel competences.

How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between information management capability and firm performance. We use a rare archival data set from a conglomerate business group that had adopted a model of performance excellence for organizational transformation based on the Baldrige criteria. This data set contains actual scores from high quality assessments of firms and intraorganizational units of the conglomerate, and hence provides unobtrusive measures of the key constructs to validate our conceptual model. We find that information management capability plays an important role in developing other firm capabilities for customer management, process management, and performance management. In turn, these capabilities favorably influence customer, financial, human resources, and organizational effectiveness measures of firm performance. Among key managerial implications, senior leaders must focus on creating necessary conditions for developing IT infrastructure and information management capability because they play a foundational role in building other capabilities for improved firm performance. The Baldrige model also needs some changes to more explicitly acknowledge the role and importance of information management capability so that senior leaders know where to begin in their journey toward business excellence.

… the mediating role of inter-organizational information system (IOIS) integration on … organizational compatibility and supply chain capabilities. The results indicate that inter-organizational …

… view (RBV) and the information systems (IS) success model (… and organizational performance. The current study reviews the effects of these theories in terms of IS resources, capabilities …

… strategy is an organizational capability in general and a dynamic capability in particular for the … the capability of proactive strategy formation represents an example of dynamic capability …

… Following this line of work, we posit that the extent to which managers use information systems that support business intelligence, analytics, and simulation is related to managerial …

… ] architecture of organizational capabilities, we posit that an organization’s ability to enhance its core competencies using IT is likely to be dependent on IS functional capabilities. Using …

… effects of IT capability on organizational performance but our … subject of debate in the information systems literature. In this … though firm-wide IT capability presents the characteristics of …

Accounting information systems (AIS) capture and process accounting data and provide valuable information for decision makers. However, in a rapidly changing environment, continual management of the AIS is necessary for organizations to optimize performance outcomes. We suggest that building a dynamic AIS capability enables accounting process and organizational performance. Using the dynamic capabilities framework (Teece 2007) we propose that a dynamic AIS capability can be developed through the synergy of three competencies: having (1) a flexible AIS, (2) a complementary business intelligence system, and (3) accounting professionals with IT technical competency. Using survey data, we find evidence of a positive association between a dynamic AIS capability, accounting process performance, and overall firm performance. The results suggest that developing a dynamic AIS resource can add value to an organization. This study provides guidance for organizations looking to leverage the performance outcomes of their AIS environment.

Purpose The purpose of this paper is to analyze the effect of cultural, social and psychological capital on the individual job performance. The authors propose and empirically test a combination of models, which originate from sociology and positive psychology, and demonstrate that cultural capital – in addition to social and psychological capital – is an important driver of individual job performance. Design/methodology/approach The paper opted for a large-scale survey research design. The sample consists of employees in several occupations who had formal contracts with companies from the public and private sector in Brazil. The measurement instrument is developed and tested by using data collected among 369 valid respondents in 2016. The methods applied include exploratory factor analysis and confirmatory factor analysis through partial least squares estimation. Findings The results obtained indicate that there is a significant simultaneous positive effect of cultural, social and psychological capital on individual job performance. The results indicate that cultural, psychological and social capitals together were able to explain 57 percent of the respondents’ individual job performance, with psychological capital being the dominant driver. The authors also find that cultural capital is at least as important as driver of individual job performance as social capital. Research limitations/implications Because of the chosen research approach, the research results may have limited generalizability and may suffer from potential bias in terms of social desirability. Therefore, researchers are encouraged to test the propositions in different country contexts using different research methods. Originality/value This paper is the first to quantify the relevance of Bourdieu’s cultural capital theory to the study of individual job performance, and offers tools with validated psychometric properties for its empirical assessment.

… psychological capital (PsyCap) as an emerging core construct linked to positive outcomes at the individual and … However, to date, little attention has been given to PsyCap development …

… of psychological capital (PsyCap) has attracted a great deal of interest from both academics and practitioners and has been linked to employee attitudes, behavior and performance at …

… capital, cultural capital). We simply use the term psychological capital here to represent individual motivational propensities that accrue through positive psychological constructs such …

… in study participants’ psychological capital on the change in their performance. Specifically, … ) in psychological capital results in an increase (decrease) in an individual's performance. …

… construct of psychological capital (PsyCap) and creative performance. … PsyCap and its components (ie, efficacy, hope, optimism, and resilience) as predictors of creative performance…

Everyone knows about China's huge population and the fast-growing economy. Although macro-level sociological and economic analyses have given some attention to the linkage between the two, at the micro level, the relationship between human resources and, more specifically, psychological capital of Chinese workers and their performance has been largely ignored. Within the context of three factories (two private and one state-owned) in the People's Republic of China, this exploratory study examined the relationship of a sample (n= 422) of Chinese workers’ positive psychological capital states and their performance. Results indicated the workers’ positive states of hope, optimism, and resiliency, separately and when the three were combined into a core construct of psychological capital, significantly correlated with their performance, as rated by their supervisors. An analysis of workers in one of the factories (n= 272) also found a significant relationship between the workers’ positive psychological capital and the performance outcome of relative merit-based salary. Limitations, future research, and practical implications conclude the article.

… impact of psychological capital (PsyCap) on supervisory-rated innovative performance and job … The results indicate that PsyCap is positively related to innovative job performance and …

Abstract This study investigates the mediating effects of psychological capital and trust on the individual performance and job satisfaction relationship by using bootstrapping method. We test our multiple mediation model with a sample of 260 medical staff, which is composed of doctors and nurses. The bootstrap estimates are based on 5000 bootstrap samples in this study. Results reveal that psychological capital and trust transmit the effect of individual performance to job satisfaction. Both are found as mediators for the relationship between individual performance and job satisfaction. Some suggestions for future research will be offered.

… psychological capital, follower psychological capital, job engagement and job performance (task performance and contextual performance). … leaders' psychological capital was positively …

Purpose The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one’s psychological capital (PsyCap) can explain the influence of collective or relational identification on job performance. Design/methodology/approach The study sample comprised 235 academicians working in a foundation university from Turkey. The questionnaires were practiced in two different time intervals with using an identifier coding system for avoiding common method bias issues. The authors used structural equation modeling with using AMOS v23.0. Findings The results showed that PsyCap has positive effects on the job performance and work group identification flourishes employees PsyCap level; there is no evidence of any mediating effect of PsyCap on the relationships between various organizational identification foci and job performance. Originality/value This study extends previous research by providing evidence of that rather than the other identification target (organization, work unit, and career) identification with supervisor influenced on job performance.

… We assumed that psychological capital would serve as a personal resource for coping, … the more psychological capital (self-efficacy, hope, optimism, and resilience) an individual has, …

… a significant positive relationship between PsyCap and job performance as well as satisfaction, which is relatively stronger and more consistent than for the individual components (Avey …

PurposePsychological Capital (PsyCap), consisting of hope, efficacy, resilience, and optimism, is a positive state associated with attitudes, behaviors and performance. The purpose of this paper is to investigate a dynamic mediational model posing work engagement as the mediator of the longitudinal relation between PsyCap and job performance.Design/methodology/approachData came from all white collar employees who responded to this study’s variables (n=420) from a comprehensive data set drawn from a large communications service company over two consecutive years. Job performance was rated at the end of each year by the direct supervisor as part of the organizational appraisal system.FindingsStructural equation modeling analysis found that both absolute levels and increases in PsyCap predicted subsequent work engagement increases which in turn predicted job performance increases. Moreover, the mediating role of the changes in work engagement between previous PsyCap and performance change was confirmed over time.Research limitations/implicationsThere is much to gain in conceptualizing the relations among PsyCap, work engagement and job performance as dynamic, rather than static. The results support the conservation of resources theory, in which employees are motivated to acquire, protect and foster their valued (psychological) resources to attain successful performance outcomes, in order to create a gain cycle of resources (Salanova et al., 2010). Moreover, it provide further empirical validation for the idea that processes, like work engagement, are sustained by personal resources, and that these latter exerts mostly an indirect effect on organizational behavior outcomes (Xanthopoulouet al., 2009b).Practical implicationsThese results are important from a practical point of view, because they point to the importance of training interventions aimed at developing and sustaining PsyCap as an important determinant of workers’ motivation and behavior within the organization. Considerable literature offers practical insights and guidelines for developing PsyCap (Luthanset al., 2006, 2015; Luthans and Youssef-Morgan, 2017).Originality/valueDespite the demonstrated state-like, dynamic nature of PsyCap, its relationship with performance has mainly been statically analyzed and the role of possible mediating mechanisms largely ignored. This study begins to fill this research gap by investigating the dynamic nature of PsyCap in relation to work engagement and job performance and whether over time engagement mediates the relationship between PsyCap and job performance.

… , thus, we aimed to determine whether psychological capital improves proficiency, … psychological capital dimension, this paper theorizes the relative weights of psychological capital …

PurposeThe purpose of this study is to examine the relationship between psychological capital (comprised of hope, optimism, efficacy and resilience) and employee performance through multiple studies and methods of data.Design/methodology/approachThe study included two samples in a large financial firm headquartered in Melbourne, Australia. The employees' level of psychological capital were measured with the psychological capital questionnaire. Via regression, this was related to individual level financial performance data from the firm and manager rated performance.FindingsAs hypothesized, psychological capital was found to be related to employees' level of financial performance, referrals within the firm and manager rated performance. The findings are relevant to advancing previous studies on psychological capital and employee performance in that multiple sources and types of data were used to test hypotheses overcoming past concerns of common method and source variance and adding validity to these results.Limitations/implicationsWhile the use of two samples replicating results enhanced generalization, the major limitation in the study concerns internal validity. Specifically, this study did not use an experimental design and, thus, relationships may be reverse causal or reciprocal.Originality/valueOverall, the integration of positive psychology and organizational behavior continues to flourish. The paper demonstrates that psychological capital is associated with multiple measures of employee performance across two field studies. In conclusion, empirical research in positive organizational behaviour is likely to advance to the boundaries of the theory including how psychological capital manifests across multiple contexts, bio‐data predicting psychological capital and multi‐level issues such as team, group, organizational and even cultural psychological capital.

… The following paragraphs briefly summarize these four states as they apply to today’s workplace and contribute to positive psychological capital, with a return of improved performance …

… of psychological capital, so that future positive organizational behavior researchers, in the words of Hackman (2009, p. 318) “do their forward-looking work in a way that minimizes the …

… role that the recently recognized psychological resources represented by what has been identified as psychological capital may have on business students’ academic performance. This …

… "Competency models are defined as a set of competencies that are important for superior performance of a job or group of work. This competency model … , the competency dictionary is …

… design and the competencies of HR professionals. Finally, we recommend some HRIS research … Finally, comprehensive research should be conducted in order to validate our model of …

Purpose Drawing on human capital theory and the human capital resources framework, this study explores the knowledge, skills, abilities and other characteristics (KSAOs) required by the emerging role of human resource (HR) analysts. This study aims to systematically identify the key KSAOs and develop a competency model for HR Analysts amid the growing digitalization of work. Design/methodology/approach Adopting best practices for competency modeling set out by Campion et al. (2011), this study first analyzes 110 HR analyst job advertisements collected from five countries: Australia, Canada, Ireland, the United Kingdom and the USA. Second a thematic analysis of 12 in-depth semistructured interviews with HR analytics professionals from Canada and Ireland is then conducted to develop a novel competency model for HR Analysts. Findings This study adds to the developing and fast-growing field of HR analytics literature by offering evidence supporting a set of six distinct competencies required by HR Analysts including: consulting, technical knowledge, data fluency and data analysis, HR and business acumen, research and discovery and storytelling and communication. Practical implications The research findings have several practical implications, specifically in recruitment and selection, HR development and HR system alignment. Originality/value This study contributes to the evolving HR analytics literature in two ways. First, the study links the role of HR Analysts to human capital theory and the human capital resource framework. Second, it offers a timely and empirically driven competency model for the emerging role of HR Analysts.

The fourth industrial revolution will be ushered in by future high technology, and as a result, the world will face new difficulties relating to people, the environment, and profitability. Accordingly, the competitive edge and long-term viability of businesses would depend on the knowledge workers who could overcome these excruciatingly difficult obstacles and have the knowledge and competency to influence the overall performance of any type of company. But managing knowledge workers falls under the purview of human resources, and only effective human resources tools, plans, and procedures can ensure the success of this task. One such tool, which has the capacity and capability to change the whole scenario in an organization's favor, is the human resource information system (HRIS). The purpose of this structured review is to provide insight into a field of HRM (i.e., HRIS) that has largely been neglected by other reviews of the literature and has only been briefly discussed by a small number of publications published in reputable, top-tier journals. A customized HRIS framework is the result of this structured literature review for managing knowledge and competence. The study presents the content analysis of 48 articles, systematically and purposefully selected for this literature review, published during the past three decades. The study has several implications for policymakers and HR practitioners.

In the era of globalisation and advances in information technology, companies or organisations are faced with increasingly fierce competition. Human Resources (HR) is one of the key factors that determine the success of a company in achieving its strategic goals. The competence of strong and qualified human resources is an important capital in increasing the competitiveness of the company. This research aims to identify and analyse how Management Information Systems (MIS) can effectively support the development of HR competencies, as well as identify factors that influence the application of MIS in the context of HR development. The current research type is qualitative. Data collection techniques include listening and recording important information to conduct data analysis through data reduction, data display, and conclusion drawing. The study results arrive at the expression that management information system plays a very important role in the development of HR competencies in various organisations and companies. It serves as a strategic tool to collect, store, manage and analyse HR-related data. With management information systems, companies can conduct efficient planning related to employee competency development, identify training needs, and monitor and evaluate the impact of competency development programmes.  

PurposeThe purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.Design/methodology/approachDrawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.FindingsIt is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.Research limitations/implicationsBy considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption must be maintained that an HRIS can reflect unique routines and processes, and second, it must be recognized that path‐dependent routines may diminish organizational flexibility necessary for competitiveness in a changing environment.Practical implicationsIt is important for organizations to recognize that favorable conditions are necessary for employees to generate value. A potential favorable condition can be the HRIS that meets employee expectations and disseminates unique managerial knowledge.Originality/valueThe paper bridges diverse literature to highlight the role of HRIS in firm competitiveness. A new construct is proposed – HRIS specificity – to guide future research in the empirical examination of the proposed relationships and the dynamic capability paradigm.

Abstract The role of HRM has changed altogether from a traditional (popularly called personnel management) to a strategic one. Most medium and large scale organisations spend large amounts of money and reserves on HR software, but unfortunately many of them utilise it only for HR administrative purposes rather than for effective and efficient human resource planning (true HRP). This study aims to explore the extent of usage of a Human Resource Information System (HRIS) in mid to large sized organizations and the advantages they derive from the implementation of the same in the Human Resource Planning (HRP) sub-functions. HRIS outline the integration between Human Resource Management (HRM) and Information Technology (Gerardine deSanctis, 1986). Primary data was collected by means of questionnaires from 50 senior and junior HR executives/managers in three organizations in Pune. It was found that the greatest uses of HRIS were its contribution to the efficiency and effectiveness of HR planning through HRIS skills’ inventory, HRIS training needs analysis, HRIS succession planning and HRIS labour demand and supply analysis. Results showed that identification of unfilled job positions accurately is the most frequently accepted HRIS feature. Organisations can record good HR planning efficiency and effectiveness if HRIS aligns with information system strategy and HR strategy. Organisations need to integrate HRIS functions with other business functions. The study revealed that HRIS needs to offer more intelligent capabilities to increase the effectiveness of HR planning.

The growing competition among companies is increasing the necessity for management to focus more on a crucial company resource, such as human resources (HR). Competence is recognized as a critical factor in attaining the desired level of performance within the company, as evidenced by past outcomes. However, there has been no study conducted using the systematic literature review (SLR) method to summarize the result in the form of intervention proposed to assist employees. Therefore, this study aimed to determine the trend in competencies required by HR department in a profitable company using SLR, specifically the scoping review method. The result shows that there is a broad overview of the required competencies when managing HR. In this context, competencies related to green human resources (GHR), organizational development (OD), and technology-based development are the most discussed topics.

Abstract Purpose: The paper focuses especially on competence mapping, a probable method for enhancing the performance of employees in a corporation by the use of the Human useful resource facts gadget (HRIS). Theoretical framework: Competency mapping is the technique of figuring out key abilities for a company or manner and incorporating those capabilities into diverse approaches such as technique evaluation, schooling, and organizational recruitment. Over the years, highly professional and knowledge based jobs are growing, whilst low-professional jobs are cutting (Mathur & Rawat, 2020). This calls for future skill mapping by proper human resource management initiatives. Methodology: Primary data is used for the study. However secondary data has also been used. Data on employee competence have been accrued from organization information, private interactions with employees, their supervisors, colleagues and employees of different departments. For this motive, several parameters of attributes, capabilities and expertise were compiled in accordance with HR suggestions and process roles that have been authorized by using HRIS of HR department. Later we have performed some statistical analysis by various statistical tools. Findings: In our study, we have found that attributes, skills and knowledge which are related to competency mapping can be increased by Human Resource Information System if it is properly managed.

… that had developed HR competency models, and visits with consultants specializing in competency development, Reliant Energy developed an HR competency that combined the work …

The rapid acceleration of digital transformation, spurred by the global pandemic and new economic demands, has placed the Indonesian banking sector at a critical juncture. Amidst this disruption, the Society 5.0 paradigm has emerged as a human-centric vision, proposing a deep integration of technology and society to enhance the quality of life. However, the success of this transformation hinges on its most vital asset: digital talent. A significant gap currently exists between the strategic capabilities of modern Human Resource Information Systems (HRIS) and the imperative to effectively manage digital talent in alignment with Society 5.0. This research aims to bridge this gap by developing a comprehensive conceptual framework, titled "Strategic Talent Alignment for a Resilient Human-centric Information System" (STAR-HRIS). Employing a systematic literature review, this study synthesizes findings from diverse sources, including academic journals, industry reports, and policy documents from regulatory bodies such as the Indonesian Financial Services Authority (OJK). The results present the STAR-HRIS framework, which is composed of three layers: (1) The Foundation of Governance & Digital Infrastructure, encompassing the technology stack, data governance, and digital ethics; (2) The Pillars of Intelligent Talent Management, which include intelligent talent acquisition, adaptive talent development, and dynamic, AI-powered engagement and retention; and (3) The Organizational Enablers, which highlight the crucial roles of digital leadership, an innovative culture, and change management. The discussion interprets how the STAR-HRIS framework can serve as a roadmap for banking leaders and HR practitioners in Indonesia to evolve their HRIS from an administrative system into a dynamic talent ecosystem. This framework not only offers a practical solution to the digital talent gap but also emphasizes the importance of ethical considerations in AI implementation, consistent with the human-centric philosophy of Society 5.0. This research contributes an actionable strategic model for aligning technology, people, and strategy to navigate the future of the banking sector.

PurposeIn this research, the aim is to argue that “trust” is very important in all stages of technology management for human resource management efficiency and effectiveness to improve organizational performance. Therefore the purpose of this paper is to propose the concept and model of “HRIS‐trust” for human resource information system (HRIS) suppliers, who will approach HRIS potential customers.Design/methodology/approachThis is an exploratory study; hence, based on the relevant literature review and the authors' own analysis, six propositions were proposed for HRIS‐Trust model.FindingsHRIS‐Trust is one of the pivotal determinants to help managers make decisions to apply HRIS in the organization in order to achieve sustainable human resource management (HRM) performance. Accordingly, to achieve an effective level of HRIS deployment, HRIS‐suppliers and their customers need to have a clear understanding and definition of appropriate terminology of HRIS‐trust for operational management systems.Research limitations/implicationsAs yet this model is untested. Clearly, further research is necessary to test the propositions of the authors' model.Practical implicationsIn this paper, it is argued that HRIS‐trust is very important in relation to HRIS deployment. Therefore, HRIS suppliers need to have an understanding about the factors influencing trust in HRIS, especially how to increase customer trust in their HRIS products.Originality/valueAlthough many previous studies have demonstrated how an organization can initiate and implement human resource information system (HRIS) efficiently and effectively, very few have investigated factors influencing the trust in HRIS. Hence, this research is one of the first exploratory studies to explore such an issue. In addition, a definition and a model of HRIS‐Trust was proposed.

… competencies related to more strategic roles. This research is a review of HR competency … on the field of competency model in general and HR competency model in specific, especially …

The development of Human Resource (HR) competency models/frameworks is an area that has gained a great deal of interest over the years. Most of the notable HR competency models are developed in the USA and Europe. The aim of the study was to develop an empirically substantiated HR Practitioner Competency Model. The HR Practitioner Competency Model with significant competencies was developed through the administration of a self developed survey questionnaire administered to HR practitioners and HR consultants in Malaysia. The study undertaken is an extrapolation of the notable studies carried out primarily by Brewster et al.(2000), Brockbank and Ulrich (2003), and Ulrich et al. (2008). The competency domains in the generic/behavioural competency category, business competency category, and the technical HR competency category were analysed using exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM). Altogether 12 competency domains and 103 items were analysed. The competency categories significant in the study were the generic/behavioural competency category and the technical HR competency category. The business competency category was not significant in the study. The competency domains significant in the HR Practitioner Competency Model were: relationship building and process drivers; personal credibility and attributes; resourcing and talent management; and employee relations and compliance. Altogether 14 competency factors were significant in the study and these include process management, flexibility, information seeking, strong initiative, pride at work, pro-activeness, ability to change,leadership, organisation development, career planning, succession planning, human performance improvement,discipline, and occupational safety and health. The empirically tested HR Practitioner Competency Model was derived in a local Malaysian cultural setting and it will benefit the HR practitioners, HR consultants, HR communities of practice, the academia, organisations, and other related individuals.

In the face of accelerating digital transformation and AI-driven innovations in the post-COVID-19 era, the effectiveness of Human Resource Information Systems (HRIS) is critical to organizational resilience and sustainable digital transformation in highly regulated sectors. This study examines how information quality, executive innovativeness, and staff IT capabilities influence HRIS effectiveness and evaluates the mediating role of Information System (IS) Ambidexterity, defined as an organization’s ability to explore and exploit its IS resources concurrently. By confirming the impact of organizational enablers on HRIS effectiveness, the study provides theoretical grounding for digital transformation strategies rooted in Resource-Based View (RBV) and Dynamic Capabilities Theory (DCT). Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS was employed for its strength in modeling complex relationships and validating latent constructs in organizational contexts. Empirical data were gathered from 157 HR leaders across financial institutions in Pakistan. The results confirm that the identified enablers significantly impact both IS Ambidexterity and HRIS effectiveness and also emerge as strategic levers for building resilient, data-driven HRIS frameworks. IS Ambidexterity, a relatively underexplored construct in information systems research, enhances the strategic contribution of HRIS by serving as a dynamic capability that enables organizations to adapt and create sustained value in evolving digital environments. HRIS effectiveness contributes to efficiency, agility, strategic responsiveness, and cost optimization in financial institutions. The findings contribute to theory by integrating IS enablers with dynamic capability mediation, enriching the RBV-DCT interplay. This study provides evidence-based insights for developing economies pursuing sustainable digital transformations.

Introduction: As the world is consistently driven by the infusion of new-generation information technology and the knowledge economy, college students are placed under mounting pressure in developing occupation-related competencies. Their employability has been receiving growing concerns from stakeholders such as higher education institutions, governments, employers, parents, and even student groups themselves as it plays a decisive role in occupational success, social stability, and economic prosperity. Under the theoretical guidance of social cognitive theory, this study set out to investigate the cognitive and psychological mechanisms through which innovation capability, social adaptability, and self-efficacy influence the employability of college students. It also attempts to analyze the mediating role of self-efficacy in the relations between innovation capability, social adaptability, and employability which has been rarely studied in academia. Methods: A quantitative approach was employed in this study. Data was collected from 726 undergraduates from 9 higher education institutions in the mainland of China by questionnaire survey method. The research model showed a good fit (χ2/df=4.46, RMSEA=0.069, SRMR=0.049, GFI=0.934, CFI=0.965, NFI=0.955, TLI=0.955). Structural equation modeling (SEM) was applied to this study for data analysis. Results: The findings showed that innovation capability, social adaptability, and self-efficacy significantly and positively correlates with undergraduates’ employability. University students with stronger innovation capability, social adaptability, and self-efficacy tend to be more employable in the job market. Model 4 of SPSS PROCESS Macro revealed that self-efficacy played a mediating role in the correlation between innovation capability, social adaptability, and employability. Discussion: Undergraduates with higher levels of innovation capability and social adaptability are more confident in their abilities to take specific actions and achieve expected goals, which in turn intensifies their employability. The study suggests the possibility of improving undergraduates’ employability through positive interference of innovation capability, social adaptability, and self-efficacy in the era of information technology and knowledge-based economy.

The study aims to delve into the factors influencing self-perceived employability among university students in Vietnam, while also scrutinizing potential gender disparities in these determinants. Employing a cross-sectional design, the research employs structural equation modeling to analyze data gathered from 306 students across various academic disciplines. The study evaluates constructs including perception of employability skills, perception of university support, self-efficacy, and selfperception of employability. Furthermore, a multigroup analysis is conducted to discern any variations in the relationships between these constructs across genders. Results from the structural equation modeling unveil noteworthy gender differences in these relationships. Specifically, while the perception of employability skills significantly impacts the self-perception of employability among males, self-efficacy emerges as a more influential predictor among females. Additionally, the multigroup analysis suggests that the influence of perception of university support on self-perception of employability remains consistent across genders. Nonetheless, a slight gender discrepancy is observed in the relationship between perception of employability skills and self-efficacy, prompting further exploration. These findings illuminate the intricate interplay of employability-related factors and gender in shaping students' perceptions of their employability. The study advocates for tailored interventions that account for these gender-specific influences to enhance employability outcomes among university students.

With the widespread establishment of universities and technical colleges in Taiwan, having a university degree is no longer a privilege of the few. However, it has also led to the emergence of many socially inexperienced people with higher education degrees who need more workplace competitiveness. Therefore, students’ employability is a topic worth exploring. Equally, the number of students in hospitality-related departments is still very high in the current conditions, while the employment situation in the tourism and hospitality industry is relatively challenging and unstable, making students’ employability even more critical. This study examines the relationship between self-efficacy, creativity, employability, and personality traits in the hospitality and tourism industry. Descriptive statistics and factor analysis confirm the previous research findings. In addition, testing of the scale reliability and validity is needed. A structural equation modeling (SEM) approach and mediation analysis are adopted to test the research hypotheses and explore gender differences. The study aims to understand how individual characteristics contribute to career success and identify any unique challenges or advantages based on gender. The research results show that personality traits can affect and influence employability in terms of self-efficacy. Furthermore, personality traits can affect self-efficacy, and self-efficacy can enhance creativity and improve employability.

PurposeThis study aims to explore the relationships between career competencies and job search self-efficacy via the serial multiple mediation effect of career adaptability and self-perceived employability within multiple theoretical frameworks.Design/methodology/approachThis study adopts a cross-sectional design to collect data at a specific point in time and employs self-report questionnaires to collect data from participants. In total, 302 students from the “management and organization department” in a vocational school of a public university completed the survey forms. To test the hypothesized model, a serial multiple mediation analysis was performed using structural equation modeling (SEM) via SPSS (Statistical Package for Social Sciences) AMOS (Analysis of Moment Structures).FindingsThe results indicated that career competencies, career adaptability, job search self-efficacy and self-perceived employability all had significant and positive relationships. Additionally, the relationship between career competencies and job search self-efficacy was serially mediated by career adaptability and self-perceived employability as anticipated.Practical implicationsConsidering the growing importance of the subject of how universities might better prepare their graduates for the job market, the study's findings have important policy implications. University students should also be provided with career management resources, specifically adaptation resources, to help them navigate their individual characteristics and transfer more successfully into the existing job market. This is the cause of the need for constant planning, adaptation, assessment and evaluation of career competencies in current labor markets.Originality/valueThe study contributes to international career development and vocational education research by filling a gap in the literature by demonstrating that job search self-efficacy, which is a predictor of job search behavior, can be promoted by career competencies, career adaptability and self-perceived employability. These findings are particularly significant because they highlight the importance of career-related knowledge, skills and abilities in engaging university students seeking employment in a developing country with a highly competitive labor market.

… Results indicated that a strong employability culture adds … breadth self‐efficacy in the explanation of employability orientation… is, employability culture is positively related to …

… is to analyze whether self-efficacy and employability are two … the measures of employability and self-efficacy were distinct … that employability predicted subsequent self-efficacy, even …

Current technological developments have created new needs for professional workers. However, the availability of workers currently does not meet the criteria of professional workers, causing unemployment rates to increase. The purpose of this study was to analyze the direct effect of competency-based training and self-efficacy on work skills; the direct effect of competency-based training, self-efficacy, and work skills on work readiness; and the indirect effect of competency-based training and self-efficacy on work readiness through work skills. This study uses a quantitative approach with the ex post facto method. The sample in this study was 367 people who were training participants at the Semarang City Vocational Training and Productivity Center. The data collection method uses a closed questionnaire method. The data analysis technique uses the path analysis method. The results of the study showed that competency-based training and self-efficacy had an effect on work skills. The same thing was also shown that competency-based training, self-efficacy, and work skills had an effect on work readiness. Meanwhile, the indirect effect of competency-based training and self-efficacy on work readiness through work skills also showed significant or influential results. The conclusion obtained is that the variables of competency-based training, self-efficacy, work skills, and work readiness show a significant influence between variables. Thus, the four variables can create good work readiness and can compete as professional workers.

This study explored the relationship between career decision-making self-efficacy, employability, and emotional intelligence among senior vocational students in Guangdong, Hong Kong, and Macau Bay Area. A questionnaire was surveyed to 1,078 senior vocational students, the results showed that: career decision-making self-efficacy of senior vocational students had a significant positive effect on employability; emotional intelligence of senior vocational students had a significant positive effect on employability; career decision-making self-efficacy of senior vocational students had a significant positive effect on emotional intelligence; Emotional intelligence of senior vocational students mediates the relationship between career decision-making self-efficacy and employability.

Under current labor market uncertainties, employability has been an increasing concern for higher education students. As such, perceived employability is gaining importance and becoming a significant field of inquiry. However, how it is influenced in the academic environment remains inadequately studied. Drawing from the dual theoretical lens of social cognitive career theory and conservation of resources theory, this study investigates the impact of career development programs (CDP)—mentoring, training, and internships—on perceived employability, mediated by self-efficacy and resilience, among final-year university computer science students in the Hail area of Saudi Arabia. In this cross-sectional study, data were collected from 348 university graduating computer science students. This study used partial least squares structural equation modelling to assess the measurement and structural model. Mentoring and training were significantly related to perceived employability, while internships were not. For predictors of self-efficacy, only internships predicted employability, while mentoring and training did not. Self-efficacy did not predict perceived employability. Mentoring, training, and internships were significantly related to resilience. Resilience and perceived employability were significantly related. Self-efficacy mediated the relationship between internship and perceived employability but did not mediate the relationship between mentoring and training and perceived employability. Resilience mediated the relationship between mentoring, training, and internship, and perceived employability. The findings of this study contribute to the literature on CDPs and perceived employability and provide valuable insights for policymakers, career development program developers, and educators. By emphasizing the importance of key career development program functions, educational institutions can develop effective programs and interventions that bridge the skill gap and enhance computer students’ career prospects and employability.

This study examined the relationship between two personal resources, career adaptability and general self-efficacy, and two career outcomes, self-perceived employability and entrepreneurial intentions in a West African context, characterized by a developing economy. A Togolese sample of 334 university students and 216 job seekers completed French versions of the General Self-Efficacy Scale, the Self-Perceived Employability Scale, the Entrepreneurial Intentions Scale and an adapted form of the Career Adapt-Abilities Scale. A multi-group path analysis showed that the results are similar for both groups. Career adaptability and general self-efficacy were positively related to self-perceived employability. The contribution of career adaptability was especially strong for job seekers. Only general self-efficacy was related to entrepreneurial intentions. Furthermore, perceived employability was positively related in some way to entrepreneurial intentions in both groups. Career adaptability seems to be especially important for employability among job seekers (activation of resources), whereas entrepreneurial intentions may be more context-dependent. Finally, perceived employability failed to mediate the relationship between personal resources and entrepreneurial intentions in both samples.

The purpose of this paper is to examine how entrepreneurial self-efficacy (ESE) and self-perceived employability (SPE) affect students' choice of an entrepreneurial career path.,A survey approach was used to gather data from 274 final year undergraduate students at a South African university. The study made use of partial least squares (PLS) structural equation model (SEM) analyses to test the hypothesized associations.,ESE was positively associated with the intention to engage in both a full-time and a hybrid entrepreneurial career path. Also, SPE was positively associated with the intention to engage in hybrid entrepreneurship but negatively associated with engaging in full-time entrepreneurship. Additionally, the effect of ESE on the intention to engage in hybrid entrepreneurship was significantly moderated by SPE, such that the effect was more pronounced for students with a high SPE.,Data were gathered only from one South African university and as such there is a need for similar studies to improve the generalizability of the findings. Also, the measures for ESE and SPE used in the present study are not the only ones available. Thus, future studies are encouraged to use alternative measures to further assess the robustness of the proposed associations.,The arguments and the subsequent findings of this study indicate a new line of convergence for the popular but disjointed literature on ESE and SPE.

… These findings demonstrate that in the context of the AI era, students’ technological awareness is gradually transformed into improved employment competitiveness through the …

This paper addresses employability among undergraduate Marine Sport Science students' at a post-92 HE Institution in the UK, focusing on perceptions of their own employability and their confidence in gaining graduate employment after having careers education embedded within their programme. Mixed method surveys (69% of cohort/n=57) produced results that showed that Marine Sport Science students' perception of their employability increased year on year whilst conversely, confidence in gaining graduate employment decreased year on year. This was due to seven perceived barriers: competition, experience, location, degree quality, qualifications, economy and confidence. The ‘diving board theory’ was established explaining the juxtaposition of improving perceived employability alongside decreasing confidence in gaining employment.

In an era of intensifying labor market competition and widespread degree inflation, understanding the psychological and strategic factors that shape graduates' perceived employability has become a critical scholarly concern. This study investigates the role of personal branding in predicting perceived employability among final-year undergraduate students, with self-efficacy as a mediating mechanism and career adaptability as a moderating boundary condition. A quantitative, cross-sectional design was employed, with data collected from 400 final-year students at a Universitas Negeri Padang in West Sumatra, Indonesia, using a structured Likert-scale questionnaire. Hypotheses were tested using Structural Equation Modeling–Partial Least Squares. The results demonstrate that personal branding exerts a significant positive influence on both perceived employability and self-efficacy. Self-efficacy, in turn, significantly predicts perceived employability and fully mediates the personal branding–employability relationship. Furthermore, career adaptability positively moderates this pathway, amplifying the effect of personal branding on perceived employability among students with higher adaptive capacity. These findings extend Social Cognitive Career Theory by elucidating the sequential and conditional mechanisms linking self-presentation strategies to employability perceptions. Practically, the results highlight the importance of integrating personal branding development and self-efficacy enhancement into university career preparation programs.

This study aims to examine how shifting organizational dynamics and boundaryless career trajectories shape contemporary career paradigms, with a focus on protean careers. Grounded in social cognitive career theory, it investigates how protean career orientation, self-efficacy and self-perceived managerial competencies acquired through higher education influence subjective career success. Using a two-wave longitudinal design conducted over three consecutive post-recession years, data was collected from management graduates of a large public university in Southern Europe through online surveys, with the second wave administered 9–12 months after the first. The hypothesized model was tested using structural equation modeling and moderated mediation path analyses implemented with the PROCESS macro. Results from 243 alumni indicate that early career psychological resources – particularly self-efficacy and protean career orientation – significantly predict subjective career success. Moderated mediation analysis further shows that strong self-perceived managerial competencies amplify the indirect effect of self-efficacy on career success through protean career orientation. This study extends existing research by showing that formal knowledge and competencies acquired through university-based training meaningfully shape subsequent career development and success. It highlights the importance of proactive, self-directed individuals with strong career self-efficacy while advancing theoretical understanding of the antecedents of subjective career success. The findings offer practical guidance for educators, practitioners and policymakers aiming to strengthen individuals’ self-efficacy and career adaptability through enhanced higher education curricula, thereby cultivating adaptable, confident graduates who contribute to sustainable talent pipelines and institutional competitiveness.