Development of the Transversal Competencies in Learning Factories

Shanmugasundaram, Devika; Raj, Punita; Venugopal, Abhijith; Thiede, Bastian; Herrmann, Christoph; Sangwan, Kuldip Singh

doi:10.1016/j.promfg.2020.04.031

Cited by 15 publications

(14 citation statements)

References 7 publications

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“…The employees can empower their competency by providing good work results and mastery of their respective fields and work portions. The result is also supported by Glass and Metternich (2020) and Devika et al (2020).…”

Section: Composite Reliabilitysupporting

confidence: 55%

“…The result is in line with Waal and Heijden (2015) that an organization knew which management best practices affected employee performance. Similarly, Devika et al (2020) suggested that management best practices improved employee performance. Employees in Talopino palm oil mill unit are considered sufficient to pay great attention to the management best practices, especially on the performance appraisal with a high significance value.…”

Section: Composite Reliabilitymentioning

confidence: 99%

“…There are several previous studies on the relationship between competency and management best practices. Devika et al (2020) found that not well-targeted policies resulted in conflict between organizations and human resources. Hence, it is important to implement good management practices.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the Relationship of Competency, Management Best Practices, and Employee Performance in a Palm Oil Mill Company

Evianisa¹,

Sukmawati²,

Slamet³

2021

Binus Business Review

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In managing human resources, management is required to find appropriate competency development. The employees need to know what competency indicators they have and should have. It needs to be done to encourage the best practices provided by management to improve employee performance. The research aimed to identify the competency of human resources and management best practices related to advancing employee performance in a palm oil mill company. The research used a quantitative approach. The studied company was Talopino palm oil mill unit in Seluma Regency, Bengkulu owned by PT Perkebunan Nusantara VII Lampung (PTPN VII Lampung). The research was conducted from July to November 2019. The used data were primary and secondary data. Primary data were obtained by interviews and questionnaires with 76 employees in the company. The indicators were adapted from several previous researchers. The research analyzed the data using the Likert scale and Partial Least Square Structural Equation Modeling (PLS-SEM). The result shows several implications. First, competency affects employee performance in the palm oil mill company. Second, competency has an insignificant result on management best practices. Third, management best practices affect employee performance. The research can provide information to companies in enhancing the employees’ competency with strategic steps in the era of globalization.

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Section: Composite Reliabilitysupporting

confidence: 55%

Section: Composite Reliabilitymentioning

confidence: 99%

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Exploring the Relationship of Competency, Management Best Practices, and Employee Performance in a Palm Oil Mill Company

Evianisa¹,

Sukmawati²,

Slamet³

2021

Binus Business Review

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“…Teamwork Bala and Singh, 2021;Bodolica et al, 2021;Devika, 2020;Giannakas et al, 2021;Haneberg and Aaboen, 2020;Moldovan, 2020;Piwowar-Sulej, 2021. Leadership Corriveau, 2020Daley and Baruah, 2020;Liu et al, 2021;Rezende et al, 2021.…”

Section: Topic Author(s)mentioning

confidence: 99%

Training to develop soft skills for engineering students

Lauana¹,

Débora²,

Delcio³

et al. 2022

Sci. Res. Essays

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The emergence of the Industry 4.0 has been driven by technological advances that brought the need for evolution in the educational sector. Education 4.0 proposes a restructuring of teaching methods to include the socio-emotional skills highly demanded within the current job market. Engineers traditionally have a technical-scientific-based training; they focus on the development of core competencies such as mathematics, physics, chemistry and logic, while the socio-emotional competencies are taken for granted. Among these skills, teamwork stands out, as it includes leadership, networking and multiculturalism, essential for the work performance of the 21st century engineer. The purpose of this research is to propose a training to expand and develop the teamwork soft skills. The research was developed through a systematic bibliographic review (SBR), resulting in 33 base articles. The application method used the studies of Chiavenato and Kirckpatrick as a reference. The study data were collected through a questionnaire that compared the level of this competence before and after the application of the training. The data collected were treated with Bardin's Content Analysis. The results suggest there has been an improvement in skills, and additional fourteen competencies were identified. The improvement in the development of these skills meets the desire of the engineers' job market, which needs professionals trained in soft skills to deal with the demands inherent to teamwork.

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“…It is not a question of only developing new training. Existing ones, such as the Lean management [3], activity management or other transversal activities [4] have to be first mastered and then enhanced in the 4.0 context. Therefore, we observe many projects of LF in the literature.…”

Section: Academic State Of the Art On Lf Projectsmentioning

confidence: 99%