Improving the human resource capability of food SMEs managers through training: A preliminary research

Abstract

Small and medium food enterprises (SMFEs) have the potential to increase sustainable competitiveness through innovation. Previous research proves that one of the factors that hinder the implementation of SMFE innovation is the limited capability of entrepreneurs to manage their human resources. Research on human resources in SMEs is more focused on employees and the relationship with company performance but is still very limited on the capabilities of SMFE entrepreneurs. This research fills the gap by improving the capabilities of SMFE entrepreneurs in managing human resources (HRM) through training. Before the training, there was a training need analysis (TNA) through a Focus Group Discussion (FGD) with the head of the processed food section of the Malang Regency Industry and Trade Office and five SMFE representatives. The output from TNA is the acquisition of 14 training topics. Participants of the training were 35 SMFE entrepreneurs in Malang district that were selected purposively. Data were collected using a questionnaire with a Likert scale of 5 (score 1 for strongly disagreeing and score 5 for strongly agreeing on statements from 14 training topics) before and after training. The data were analyzed using nonparametric statistics (Wicoxon Rank Sign Test) because it was not normally distributed. The findings of the study were the knowledge of SMFE entrepreneurs increased significantly for all topics related to HRM after training. The greatest increase in knowledge was how to build a good working relationship with employees. Two other indicators that also highly increased were the process of selecting new employees and motivating employees, the facts of which were carried out simply and not systematically.

The impact of organizational trust to developing human resources capabilities

“…A capacity is an element that influences a result or objective. The ability to manage corporate resources is a must for human resources (Taneo et al, 2022:92) [2] . Mahajan (2016:68) [1] concurs that managers should manage workers' skills to the fullest extent feasible in order to enhance the performance of the firm.…”

“…The findings presented in Table No. (2) indicate that there exists a positive effect link between organizational confidence in growing human resources skills and the relationship attained (0.797). This implies that a one-unit rise in organizational confidence will result in a corresponding increase in the growth of human resources' capabilities.…”