Research on the relationship between employees' core competence and work efficiency
DOI:
https://doi.org/10.54097/b4c4h594Keywords:
Core competence; Work efficiency; Job performance; Organizational effectiveness; Employee capabilities.Abstract
Work efficiency includes multiple dimensions, including productivity, job performance, and motivation and motivation to effectively achieve organizational goals. This study explores the importance of an employee's core competencies in determining their overall performance and productivity within an organization. In view of the fact that core competence is the main influencing factor, this study aims to explore the relationship between core competence and work efficiency, and find out the multi-faceted mechanisms and factors affecting this relationship. By addressing these gaps in existing research, it provides informative and constructive insights into human resource strategy and management practice. This will help optimize employee performance and the success of organizational goals. This study mainly discusses the influence of employees' core competence on their work efficiency. Therefore, this paper makes a comprehensive analysis of the existing literature. The research and theory of core competence, work efficiency and their relationship are reviewed. It is found that there is a significant positive relationship between employees' core competence and work efficiency. Research shows that effective work efficiency mostly comes from the core competitiveness of employees being fully utilized. These findings highlight the importance of cultivating and improving employees' core competencies to improve overall productivity and organizational performance.
Downloads
References
Liu, Y., & Ployhart, R. E. Person–organization fit and employee outcomes: Test of a social exchange model. Journal of Applied Psychology, 2016,101(7), 1097-1112.
Li, N., Zhao, H., Walter, S. L., & Zhang, X.-A. Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of Applied Psychology, 2017,102(10), 1408-1424.
Wang, Y., Liu, J., & Liao, H. High performance work systems, employee well-being, and job involvement: A cross-level mediation model. Journal of Organizational Behavior, 2019,40(4), 401-416.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal,2012, 55(6), 1264-1294.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 2011,36(2), 223-270.
Ployhart, R. E., & Moliterno, T. P. Emergence of the human capital resource: A multilevel model. Academy of Management Review,2011, 36(1), 127-150.
JZhang, Y., & Lepak, D. P. The dark side of high-performance work systems: Implications for human resource management. Journal of Management, 2016,42(6), 1536-1556.
Wright, P. M., & McMahan, G. C. Exploring human capital: Putting 'human' back into strategic human resource management. Human Resource Management Journal, 2011,21(2), 93-104.
Guest, D. E., & Conway, N.Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 2002,12(2), 22-38.
Van der Heijden, B. I., Notelaers, G., Peters, P., Stoffers, J., & De Lange, A. H. Dutch nurses' work engagement and their development over time: A three-wave study. International Journal of Nursing Studies, 2018,79, 1-11.
Downloads
Published
Issue
Section
License
Copyright (c) 2024 Journal of Education, Humanities and Social Sciences

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.






