DEVELOPING A COMPETENCY MODEL TO SUPPORT THE ACHIEVEMENT OF CIVIL SERVANT PERFORMANCES IN THE MANAGERIAL POSITIONS IN THE PROVINCIAL GOVERNMENT

• Main Author: Monang, Joe
• Format: Dissertations
• Language: Indonesia
• Subjects: Teknik (Rekayasa, enjinering dan kegiatan berkaitan)
• Online Access: https://digilib.itb.ac.id/gdl/view/55537
• Institution: Institut Teknologi Bandung

There are various studies of competencies circulating in the literature, but very few have focused on developing civil servant competency models in particular for managerial positions. The results of literature search showed that the competency models that have been developed were either focused on a specific managerial position or generic positions without comparing the effect of each competency on performance across levels of managerial positions. As a result, organizations face difficulties when developing appropriate strategies to select or improve individual competencies using these models. Furthermore, the results of the literature review show that organizational support can moderate the relationship between competency and individual performance. This is based on the idea that individual performance is a function of competency and organizational support interaction. This function reflects that the influence level of competency on performance is affected by organizational support. Research on this area is still limited. This study has three objectives. First, to develop competency models that include threshold and differentiating competencies in order to support the achievement of civil servant performance in the lower, middle and upper level management positions in the provincial government and to identify differences in the level of competency influence across lower, middle and upper level management positions in the provincial government. Second, to investigate the effect of organizational support on the relationship between competency and civil servant performance in the lower, middle and upper level management positions in the provincial government. Third, to recommend competency priorities in the selection process and competency-based development programs for lower, middle and upper level management positions. The study used a mixed method approach involving two stages sequentially carried out. The first stage applied qualitative methods to develop a competency model and dictionary. the second stage used quantitative methods to confirm the model and the moderated influence of organizational support. In the qualitative stage, data collection was carried out through literature and field studies. The literature study was carried out mainly by systematic mapping approach, whereas the field study was carried out through interviews using behavioral event interview to 50 civil servants of the Government of West Java Province consisting of 12 superior performers and eight average performers each in the lower and middle management positions and six superior performers and four average performers in the upper management positions. Data processing in the qualitative stage used thematic analysis by applying coding methods, i.e. in vivo, protocol, pattern, and axial. The results showed that civil servants in managerial positions require 19 competencies which can be grouped into five competency clusters, that are self-management, task management, work unit management, socio-cultural management and functional. These results are translated into a competency dictionary. A focus group discussion (FGD) was held involving five competency assessors of the Government of West Java Province in orderto validate and obtain input on the competency dictionary. The results of FGD showed that the competency dictionary was sufficient with minor revision. In the quantitative stage, data collection was carried out using a survey and a purposive sampling technique. Before the questionnaire was distributed, it has been trialed to five civil servants who hold lower level and middle level managerial positions. In general, the questionnaire was needed minor adjustment. Quantitative data processing used a structural equation model-partial least square (SEM-PLS) and WarpPLS 7.0. The model was tested using a sample of 226 civil servants consisting of 123 lower level managers, 85 middle level managers, and 18 top level managers. The results showed that the model has good validity and reliability in all three levels of management positions. The structural model test also showed that the model fit was good. The quantitative stage results showed that the competency group of selfmanagement, task, and functional had significant positive effects on performance, in the lower management position, while the work-unit management competency group and socio-culture did not have significant effects. In the middle level managerial position, the self-management competency group, work-unit, and functional had significant positive effects on performance, while the task management competency group and socio-culture did not have significant effects. In the upper level managerial position, the self-management competency group and the work unit have significant positive effects on performance, while the task management competency group, socio-culture, and functional have no significant effect. The results of multi-group test showed that the competency group of work unit management has a significant difference between middle and upper level management positions. The results of the moderation test showed that organizational support did not significantly moderate the influence of competency group on civil servant performance. Based on the aforementioned findings, the competency models for lower, middle, and upper level management were developed by including differentiating and threshold competencies along with the level of competency required in those positions. In addition, recommendations for competency priorities in the selection process and competency-based training programs were proposed by taking into account the characteristics of competencies, the current average level of competence, and the level of influence of competencies on performance using importance-performance map analysis.