Publisher

MANDALANURSAMANDALANURSA

Journal Business ManagementBusiness Management Abstract

This study aims to analyze the influence of education, training, and work experience on employee competence at Mall X in Bandung City. The research employs a quantitative method with a descriptive and verificative approach. The population consists of 110 active employees at Mall X, utilizing a saturated sampling technique. Data were collected through questionnaires using a Likert scale and analyzed using multiple linear regression with SPSS version 19. The results indicate that: (1) education has a negative and significant effect on employee competence (t-value = 9.517, p < 0.05); (2) training has a positive and significant effect on employee competence (t-value = 23.218, p < 0.05); (3) work experience has a positive and significant effect on employee competence (t-value = 7.153, p < 0.05); and (4) simultaneously, education, training, and work experience significantly influence employee competence (F-value = 384.034, p < 0.05) with a coefficient of determination (R²) of 91.6%. These findings suggest that while formal education may not directly enhance competence in hard service operations, structured training programs and accumulated work experience significantly contribute to employee competence development in the retail industry.

Conclusion

The research demonstrates that education, training, and work experience collectively exert a significant influence on employee competence at Mall X.Notably, formal education exhibits a negative correlation with competence in the context of hard service operations, suggesting a potential mismatch between educational qualifications and job requirements.Conversely, both training and work experience demonstrate positive and significant effects on employee competence, highlighting the importance of practical skill development and experiential learning in the retail sector.These findings underscore the need for nuanced human resource strategies that prioritize training, workforce retention, and alignment between employee qualifications and job demands.

Future Research

Penelitian lebih lanjut perlu dilakukan untuk menginvestigasi faktor-faktor lain yang dapat memoderasi atau memediasi hubungan antara pendidikan, pelatihan, pengalaman kerja, dan kompetensi karyawan, seperti motivasi kerja, budaya organisasi, dan kualitas kepemimpinan. Selain itu, studi komparatif lintas industri dapat dilakukan untuk mengidentifikasi pola universal dan spesifik konteks dalam penentu kompetensi. Penelitian kualitatif, seperti wawancara mendalam dan observasi partisipan, dapat memberikan wawasan yang lebih kaya mengenai mekanisme yang mendasari hubungan yang teramati, serta pengalaman dan persepsi karyawan terkait pengembangan kompetensi mereka. Terakhir, penelitian longitudinal yang melacak perkembangan kompetensi karyawan dari waktu ke waktu dapat membantu mengidentifikasi strategi pelatihan dan pengembangan yang paling efektif dalam meningkatkan kinerja organisasi secara berkelanjutan. Penelitian-penelitian ini diharapkan dapat memberikan kontribusi signifikan bagi pengembangan teori dan praktik manajemen sumber daya manusia, khususnya dalam konteks industri ritel yang dinamis dan kompetitif.

References

1. Firm Resources and Sustained Competitive Advantage - Jay Barney, 1991. firm resources sustained competitive... doi.org/10.1177/014920639101700108Firm Resources and Sustained Competitive Advantage Jay Barney 1991 firm resources sustained competitive doi 10 1177 014920639101700108
2. CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION,... onlinelibrary.wiley.com/doi/10.1111/j.1744-6570.2005.00672.xCONSEQUENCES OF INDIVIDUALS FIT AT WORK A METAyAAAaANALYSIS OF PERSONyAAAeJOB PERSONyAAAeORGANIZATION onlinelibrary wiley doi 10 1111 j 1744 6570 2005 00672 x

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