Human Resource Competency and Job Performance: The Case of Administrative Staff in a Philippine State University

Fredda Lou Gubatanga Amias, Reynaldo Gacho Segumpan


Improving employee competencies would improve both job and institutional performances in the organization, which also supports in facilitating a competitive strategy, especially in terms of human resource management. Competency is a combination of practical and theoretical knowledge, cognitive skills, behavior, and values used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role (Raven et al., 2001). Competencies do better in pinpointing the unique characteristics of people that lead to success (Rothwell, 2011). The competency-based approach to human resource management (HRM) forms the main anchor of this research. This approach has become important during the past years, with “competency” encompassing the knowledge, skills, abilities, traits, and behaviors that allow an individual to perform a task within a specific function or job employee potentials can be checked and tapped accordingly (Boyatzis, 1982). This study was conducted to determine the factors contributing to the performance of an individual, and his competence or effectiveness at work. In an educational context, students interact often with non-teaching employees for academic purposes, such as application, registration, examination issues, and the lecturing schedule, among others. Even though websites and other helpful sources provide information according to students’ needs, it could be argued that students find difficulty when dealing with non-teaching employees as compared to the teaching professionals in higher educational institutions. Subsequently, this can affect adversely the image of an institution. Employee competence and performance are indispensable as they further lead to the quality of treatment they offer to the communities they are serving. This descriptive-correlational study was conducted in the context of a higher education institution. A random sample of 108 administrative staff (i.e., non-teaching employees) of Iloilo Science and Technology University (ISATU) - Leon, Philippines, was requested to answer a duly validated researcher-made questionnaire. The data were analyzed using the Statistical Package for Social Sciences (SPSS) software at 0.05 significance level. Results showed a “high” and “very high” level of knowledge, skills, and competence when employees were taken as a whole and when grouped according to age, sex, civil status, length of service, and educational attainment. As for the job performance, the employees had a “very satisfactory” to “outstanding” ratings from their supervisors when they were taken as a whole and when they were grouped according to age, sex, civil status, length of service, and educational attainment. Significant differences existed in the level of job competence when employees were grouped according to sex, length of service, and educational attainment. In terms of job performance, significant differences also occurred when employees were grouped by sex, length of service, and educational attainment. A moderate correlation existed between knowledge and job performance while a very high correlation existed between skills and competence against job performance. Overall, the administrative staff involved in the study was performing very well in their respective jobs. The findings of the study have implications to fair and just HRM practices, in particular, as regards recruitment and selection of candidates vis-à-vis demographic characteristics of respondents such as age, civil status, sex, length of service, and educational attainment.

Aus. Aca. Busi & Eco. Rev Vol 4(1), January 2018, P 17-28


Human Resource Management; Competency; Job Performance; Administrative Staff; State University; Philippines

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