Analysis of The Relationship Between Personal Competencies and Individual Work Performance with Job Specialization, Formalization, and Centralization as Moderators

Abstract

Abstract. This research examines the impact of personal competencies on individual work performance when performing maintenance activities and examines job specialization, formalization, and centralization as moderator variables. For the analysis, we use questionnaires data from 741 respondents of maintenance officers in the Signalling and Telecommunication Departement at PT KAI (Persero). The results showed that personal competencies significantly affecting individual work performance with a correlation value of 0.001 ( <0.05), and other results related to job Specialization and Centralization as moderator variables demonstrated that these two variables could not be treated as moderators in strengthening the relationship between personal competencies and performance. The results showed correlation value of 0.847 ( >0.05) and 0. 173 (>0.05), respectively. This research's formalization variable was not used in the hypothesis testing stage as a moderator because it lacked instrument validity. This study recommends that maintenance officers have better individual work performance when management focuses on increasing the personal competencies or focuses on increasing competencies in work fields that require special skills by the scope of work they face. Keywords: Personal Competencies. Individual Work Performance. Job Specialization. Formalization. Centralization

Designing an organizational structure as a prerequisite for achieving business excellence in manufacturing companies

“…E. G. Lambert, E. A. Paoline III i N. L. Hogan (2006) su dokazali da visok nivo centralizacije i dominantna uloga pravila i procedura, uz visoku vertikalnu specijalizaciju imaju najveći negativan uticaj na satisfakciju poslom i motivaciju zaposlenih. Organizacije u kojima postoji delegiranje nadležnosti i odgovornosti u vertikalnom i horizontalnom pravcu i u kojim zaposleni imaju uticaj na radne zadatke koje obavljaju, više investiraju u obuke, treninge i formalno obrazovanje zaposlenih (Adiharja & Hendarsjah, 2020), pa se mogu očekivati i viši nivoi satisfakcije i motivacije.…”

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“…Skills in competence consist of the work role, management, task management, and task skills (Martini et al, 2020). High or low organizational performance can be seen in the competence and motivation of employees (Adihardja & Hendarsjah, 2020). Competence in employees is expected to produce good behavior, whereas behavior will produce performance The higher the competence of the employee, the higher the employee's performance (Kaur & Kaur, 2021).…”

“…Competence is also a basic characteristic of individuals that makes it possible for individuals to excel in superior performance at work (Adihardja & Hendarsjah, 2020). Several supporting factors are needed to improve employee performance, such as competence, leadership, high motivation, adequate competence, and a work environment that supports employees to improve performance (Lin, 2021).…”

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