Employee Competencies as Predictors of Organizational Performance: A Study of Public and Private Sector Banks

Abstract

Drawing on the resource-based view, this paper seeks to examine the influence of employee competencies on organizational performance using a sample of 325 managerial and non-managerial employees working in Indian public and private sector banks. The study employed a cross-sectional research design, and the data were collected through a structured questionnaire using convenience sampling. Confirmatory factor analysis was used to check the reliability and validity of the dimensions, and the proposed hypotheses were tested by using structural equation modelling. The results indicated a positive and significant impact of selected employee competencies on organizational performance except for self-competence, which showed an insignificant and negative effect. The study is of immense potential to help policy and decision-makers of the Indian banking industry to develop and implement strategies for improving employee competencies, which, in turn, are instrumental in enhancing organizational performance. This study is a unique attempt to examine the impact of various employee competence dimensions on organizational performance, particularly in the Indian banking industry.

The Role of Information Systems Capabilities in Enhancing the Organizational Performance

“…This means that CA plays a very important role in strengthening the ISC and OP relationship. It is necessary that Jordanian industrial corporations recognize all relevant requirements for the effective execution of the strategy and must take due account of them to the implementation requirements of the chosen strategy to increase their OP [75], [88], [145]. Furthermore, the study results show that the CA mediated the relationship between HR, SF and HW and OP by 85.8%, 81.7% and 82.9% respectively, which is considered to have the highest influence of all ISCs for HR.…”

Implementation of Management 3.0: its consistency and conditional factors

“…There is no single specific scale in the available literature for measuring employees' competencies (Salman et al, 2020). The levels of PM and HR department knowledge in the area of M3.0 were determined using the following scale: 1a lack of knowledge, 2basic/low level of knowledge (basic awareness of the analyzed concept and certain tools used within this concept), 3novice level (learning in practice as well as learning through training in the analyzed concept), 4intermediate/improvement level (there is a need to improve some practices based on consultancy with an external expert), 5a good/advanced level of knowledge (there is a high ability to use the knowledge and skills related to M3.0), 6expert level (there is an ability improve upon previously learned techniques and the potential to train others in this concept) (The National Institute of Health, 2021).…”

Reconsidering Individuals’ Competencies in Business Intelligence and Business Analytics Toward Process Effectiveness: Mediation-Moderation Model

“…While a unique BA competence can be created through the structures of existing BA technological and organizational resources, in this sense, two keys to BA competencies have been identified: rapid insight and widespread use; simultaneously, both are basic dimensions of BA resources since they are playing a significant role in expanding business value (Wixom & Watson, 2001;Popovič et al, 2010;Cosic et al, 2015;Wang & Byrd, 2019). However, in order to genuinely comprehend the competency, the individuals who involve in the process, the individual and collective skills employees should own, and the behaviours they should involve in, whether on an individual or collective level for process implementation; as employees' competencies found to be a vital resource of success and effectiveness (Wright et al, 2001;Clulow et al, 2007;Salman & Ganie, 2020). In fact, the individual competencies of employees were found to be a determinant of effectiveness (Wright et al, 1998), mediating the relationship between human resource development and effectiveness (Otoo, 2019); improving organizational effectiveness (Potnuru & Sahoo, 2016).…”