Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Journal homepage: w.
edu/jeb ISSN 1979-6471 E-ISSN 2528-0147 Identification of soft competencies aspects in human resource development in the industrial era 4.
Medianta Tarigana*.
Fadillah Fadillahb Department of Psychology.
Indonesian University of Education.
Bandung.
Indonesia.
medianta@upi.
Faculty of Art and Design.
Bandung Institute of Technology.
Bandung.
Indonesia.
fadillah@itb.
ARTICLE INFO
ABSTRAK
Article History:
Received 10-21-2021 Revised 05-09-2022 Accepted 10-17-2022 Penelitian ini bertujuan untuk mengetahui aspek kompetensi yang dibutuhkan pada industri 4.
Metode yang digunakan dalam penelitian ini adalah tinjauan pustaka sistematis (Systematic Literature Revie.
dengan Model PRISMA dalam tahapan tinjauan Adapun tahapan tersebut yaitu identifikasi, penyaringan, penilaian kelayakan dan inklusi.
Studi awal menyertakan 284 artikel yang berasal dari database Scopus.
Sciencedirect dan Springerlink serta 3 tambahan artikel berupa report article dengan rentang waktu publikasi tahun 2010 hingga 2021, yang kemudian diseleksi sesuai kriteria inklusi dan eksklusi.
Terdapat 32 Artikel yang dinilai layak untuk proses analisis kualitatif lebih lanjut.
Seluruh full-text dianalisis menggunakan pendekatan analisis konten dan dilakukan oleh 3 ahli.
Hasil analisis menunjukkan terdapat 10 aspek soft kompetensi yang disebutkan oleh berbagai jurnal sebagai aspek yang dibutuhkan untuk mendukung Industri Aspek-aspek tersebut adalah leadership, working with people, customer orientation, communication, task engagement & responsibility, decision making, problem solving, creative & innovative orientation, flexibility & adaptability, learning orientation, emotional resilience.
Kesepuluh aspek ini kemudian dikelompokkan menjadi tiga kelompok besar yaitu Managing People.
Managing Task dan Managing Self.
Kata Kunci:
Industry 4.
0, soft competencies, systematic literature review Keywords:
Industry 4.
0, soft competencies, systematic literature review
ABSTRACT
This systematic literature review aims to provide an overview of the research related to the soft competency aspects required in 0 on human capital development.
This study used the PRISMA model and included 284 articles from the Scopus.
ScienceDirect, and Springerlink databases and three additional report articles with a publication period of 2010 to 2021, which were then selected according to inclusion and exclusion criteria.
Thirty-two articles are considered eligible for the further qualitative analysis process.
All were analyzed using a content *Corresponding Author Identification of soft competencies aspects in (Tarigan.
Fadilla.
analysis approach that three experts carried out.
The result of the analysis shows that articles mention 11 aspects of soft These aspects are leadership, working with people, customer orientation, communication, task & responsibility engagement, decision making, problem-solving, creative & innovative orientation, flexibility & adaptability, learning orientation, emotional resilience, and problem-solving.
These eleven aspects are then classified into Managing People.
Tasks, and Self Competencies.
INTRODUCTION
Global economic growth shows a significant increase.
The rate of economic growth increased from near zero to close to 1% per year in a short period of time (Clark, 2.
Industry 4.
0 challenges require quick and responsive answers.
The response is in the form of changes in various areas of life, especially in the aspect of human resource development (Faisal & Syam, 2.
To be able to compete globally, an organization needs to prepare human resources who have capabilities that are increasingly specific and relevant to the needs of these changing conditions.
It is estimated by experts that Industry 4.
0 and related advances along these lines will have a huge effect on social life.
This will naturally trigger the manufacturing community to improve their manufacturing settings to address customer needs and maintain a competitive advantage (Oztemel & Gursev, 2.
The age of Industry 4.
0 requires organizations to be integrated with information technology developments, for example by digitally integrating operational processes (Ghobakhloo & Fathi, 2.
Indonesia, through the Ministry of Empowerment of State Apparatus and Bureaucratic Reform, is currently working on a strategy to optimize human resource development through the Talent Management scheme, which aims to accelerate career development, planned succession and ensure the right placement of human resources according to their positions and qualifications (Kencana, 2.
According to the Head of Bappenas National Development Planning Agenc.
, this talent development ecosystem is manifested in the National Talent Management which consistently provides appropriate interventions so that the quality of individual abilities can support the needs of the organization (Sekretariat Kabinet Republik Indonesia, 2.
The Expert Staff of the Minister of Industry for Communication said that there are at least five competencies that need to be developed to realize superior human resources to support the needs of industry 4.
0, namely mastery of automation technology, data analysis.
AI and soft skills, the ability to behave flexibly.
To support this, specifically for the manufacturing sector, the government launched Making Indonesia 4.
Roadmap as a form of readiness to enter the industrial era 4.
0 (Embu, 2.
However, the detailed capabilities of superior human resources to be able to adapt to the needs of industry 4.
0 have not been clearly defined.
The need for superior talent encourages the human resource development division within the organization to take on the role of strategic partners in providing Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 and managing talents who have specific abilities so that they can take advantage of 0 opportunities (Dhanpat et al.
, 2.
In addition, the human resource development division is also encouraged to have a strategic approach to increase employee capacity and be able to survive the rapidly changing work environment (Hecklau et al.
, 2.
Further, competition between companies in the 4.
0 era also gave rise to a "talent war" or talent war.
The talent war itself is a phenomenon in the 21st century in the form of competition between organizations and companies to hire and maintain superior human resources (Aguinis et al.
, 2.
For this reason, integration between individual competencies and organizational competencies in the form of organizational culture is needed to win the talent war (Ulrich, 2.
Changes that occur in the industrial world also make higher education institutions have to work together with industry, professionals, and the government to maintain the quality of their graduates, especially in terms of competence (Hernandezde-Menendez et al.
, 2.
Millennials and above are a generation that is massively exposed to technological developments and has high demands for creative and innovative work.
This needs to be managed properly so that each individual has talent development that is measurable, directed, and has a clear profile of his future career (Kemenpanrb, 2.
It is necessary to identify the congruity between competencies developed in the world of education and competencies required in the professional Through this, it is hoped that graduates will be better prepared to work and support organizations in facing changes and challenges of industrial competition.
Competence according to The Organization for Economic Cooperation and Development (Flynn, 2.
is the ability to meet complex demands by utilizing the mobilization of knowledge, skills, and psychosocial resources including skills and attitudes in certain contexts.
Competence refers to both visible elements .
uch as knowledge and skill.
and underlying characteristics .
uch as attitudes, traits, and motive.
(Pang et al.
, 2.
In general, competence will affect individual performance which ultimately has an impact on the success of an organization or company.
Competence is divided into two types, namely hard competency and soft competency.
Hard competency is an individual's ability related to technical matters such as the use of equipment and the ability to manage information (Laker & Powell, 2.
Meanwhile, soft competency is a personal feature owned by an individual consisting of behavior, social skills, performance, and professionalism (Kolibysovy, 2.
This literature study is to identify the aspects of soft competencies needed to support Industry 4.
Unlike hard competencies identified in specific fields, this study focuses on identifying soft competencies because this is not related to specific business fields or specific industries.
It is hoped that the results of this research can be a useful basis for company's human resource development divisions in formulating strategic steps in the provision and management of human resources.
In addition, the results of this study can be a reference for educational institutions in formulating educational curricula and competency development to produce graduates that are in line with the Identification of soft competencies aspects in (Tarigan.
Fadilla.
needs of industry 4.
Research question The research question is based on the needs for the selected topic in the literature review, namely: What are the soft competency aspects needed in industry 4.
LITERATURE REVIEW
Industry 4.
In 2011, experts from various fields from Germany sparked the Industrial Revolution 4.
0 at the Hannover Trade Fair.
In 2015.
Angella Markel introduced the idea of the Industrial Revolution 4.
0 at the World Economic Forum (WEF).
The industrial era 4.
0 is an era where there is a change from a manufacturing process that is dominated by machines to a manufacturing process that is dominated by digital.
The 0 era also triggers changes that have an impact on social aspects.
Oztemel & Gursev .
states that there are several aspects in the 4.
0 era that have an impact on social aspects, namely the Internet of Things (IoT), machine-to-machine (M2M), and cyber physical systems (CPS).
IoT technology allows M2M/machines to communicate so as to produce a work environment that is free from humans.
In addition.
CPS technology also facilitates communication between machines, resulting in a manufacturing system that is more consistent, robust, and has intelligence capabilities.
Because it is no longer enough just to optimize manufacturing processes and machines, it is necessary to empower employees to meet the challenges of the future.
Enke et al.
, .
stated that there are several characteristics of Industry 4.
0, namely using a technological approach, having a philosophy of feasibility and self-optimization, based on adjustments/adaptations and extensive networks, learning based on data, and obtaining information in real time.
and based on the specific problem at hand.
Competences Competition in today's industrial context is getting tougher and competencybased practices are becoming more of a concern.
Competence is a construct consisting of various different competency classes, namely technical and methodological, social and communicative oriented to the implementation of skills (Adolph et al.
, 2.
Competence becomes more effective when it is often used for problem solving.
Bermydez & Juyrez .
defines competence in the individual aspect as a set of behaviors, abilities, skills, analysis, decision making, and information transmission needed to carry out a position in a job.
Kamaruzzaman et al.
also state that competence is a personal skill that reflects the potential ability to provide an adequate or consistently high level of performance in certain job functions.
Meanwhile, competence is also defined as a collection of skills, abilities and behaviors to solve problems in certain contexts (Pawlowski & Holtkamp, 2.
Industrial developments that occur will affect the development of Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 competencies needed to answer the challenges that will be faced by companies, organizations, and individuals themselves.
Competence development can be done both outside and inside the work process carried out by individuals.
This is supported by technological developments that support the virtual learning process so that it can be more cost and time efficient.
Even so, competency management is needed to determine which competencies will be developed, using what methods/approaches, and when they will be developed (Adolph et al.
, 2.
Competency development is especially needed by undergraduate graduates because there is often a gap between their competencies and company needs (Azevedo et al.
, 2.
Therefore, competency development needs to be carried out to keep individual's employability relevant to the industrial developments (De Vos et al.
, 2.
Competence is defined as an ability .
apability or abilit.
, which is a set of behaviors that are related but have different intentions based on motives.
Whereas behavior is an alternative manifestation of intention, which is appropriate in various situations or times (Boyatzis, 2.
Competence can be considered as a behavioral approach to emotional, social, and cognitive intelligence that is easy to use to focus attention on the emotional and social components that underlie human talent (Boyatzis.
Competence is divided into two types, namely soft competence and hard According to Tripathi & Agrawal .
, soft competence is a managerial ability, or individual ability to manage work and develop interactions with other individuals.
Meanwhile, hard competence is an ability competence, or individual ability related to the technical matters of a job (Tripathi & Agrawal, 2.
On the other hand.
Heckman & Kautz .
stated that soft competence predicts success in an individual's life.
This is in line with the findings of Aasheim et al.
that companies need soft competencies for workers more than hard competencies.
Therefore, individuals who have soft competencies that are more prominent have a greater chance of working and are needed by companies and organizations to survive and develop.
A company or organization requires different competencies of different individuals, depending on the position or position of the individual.
Kolibycovy .
classifies positions into four levels based on the strategic competencies required for work, namely upper and middle management, lower management executives, specialists, and professional staff.
The competencies needed by individuals at the upper and middle level management positions are seeking profits for the company, leadership skills, the ability to resolve conflicts, provide persuasion and be assertive, and the willingness to make changes.
Lower-level management executive positions require initiative competence, commitment, leadership skills, conflict resolution, maintaining quality, persuasiveness, and assertiveness.
Meanwhile, specialist positions require initiative competence, commitment, customer focus, team work, persuasiveness, assertiveness, and managing information or knowledge.
Lastly, professional staff positions require initiative competence, commitment, ability to Identification of soft competencies aspects in (Tarigan.
Fadilla.
maintain quality, ability to work in a team, focus on customers, and reliablity.
RESEARCH METHODS
This study uses a systematic literature review method to identify the soft competencies needed in the industrial era 4.
The systematic literature review method examines or critically reviews knowledge, ideas, or findings, and formulates theoretical and methodological contributions to certain topics.
By integrating empirical findings from multiple perspectives, a literature review can answer research questions with strengths that other studies lack (Snyder, 2.
In addition, a literature review is an excellent way to combine research findings to reveal areas that require more research which are important components of creating a theoretical framework and building a conceptual model.
Systematic literature review seeks to evaluate the state of the literature on a particular topic or research question (RQ).
Systematic literature review is a structured approach to research synthesis, following a number of predetermined steps (Boland et al.
, 2.
Systematic literature review is considered the most systematic and acceptable method because it is conducted rigorously and has the potential to hold the strongest data validity.
By combining the findings of studies in the field, a systematic literature review makes it possible to .
provide strong and broad conclusions by producing an unbiased summary of what the cumulative evidence says about a particular topic.
critical synthesis of literature in the field so as to identify relationships, contradictions, methodological weaknesses, gaps, and inconsistencies that inform directions for future research.
development of new theories or evaluation of existing theories or have clear implications for policy or practice (Siddaway et al.
, 2.
Search Process In the search for articles that were included in the literature review analysis process, the PRISMA (Preferred Reporting Items for Systematic Reviews and Metanalysi.
model was used.
In PRISMA model, there are four stages, namely .
literature search.
the extracting information from research reports is now treated as two separate stages.
summarizing and integrating evidence from individual studies.
interpreting the cumulative findings that emerged from this analysis.
Article Inclusion and Exclusion Criteria The inclusion criteria used are English-language journals published in the 2010-2021 range which mention soft competencies and in a special context, namely Industry 4.
Meanwhile, the exclusion criteria were journals in languages other than English, published before 2010 and discussions about hard competencies, hard skills and technical skills era 4.
0 or non-era 4.
0 soft competencies.
Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Table 1 Article Inclusion and Exclusion Criteria Inclusion Criteria Exclusion Criteria Articles published between 2010Articles published before 2010 Article uses industry 4.
0 context Article does not use industry 4.
0 context Article mentions soft competencies Article mentions competencies in general and does not specifically mention soft competencies Quality Assessment Quality control refers to assessment on relevant indexed journals and This involved a team of 2 industrial and organizational experts, and 1 HR At this stage the data were evaluated based on the following questions:
QA1: Was the article published in the 2010-2021 timeframe? QA2: Does the article mention the required soft competencies? QA3: Does the article discuss competence in the context of industry 4.
0 needs? And each article was given a score based on the statement above and marked "Yes" or "No" accordingly.
Data Collection Sources of data used in this study were research journals, books and other secondary data published in 2010-2021 using the Scopus.
Sciendirect.
Springerlink The keywords used for the search include competencies, personalities, characters, 4.
0, industry 4.
0, 4.
0 era, employee, human resources.
Data Analysis To answer the research questions, the data analysis was carried out using content analysis.
Content analysis is commonly used in both quantitative and qualitative literature studies to produce descriptive findings and the results can be reviewed contextually.
Content analysis is a systematic approach with the following steps: .
coding, .
code grouping based on similarities, and .
data abstraction.
The results of the analysis were then validated by peer-review where the checking involved 3 experts, two of whom were academics in industry and organizations, while 1 person was a professional in the field of HRD.
ANALYSIS AND DISCUSSION
The following is the process of identifying literature sources using the PRISMA (Preferred Reporting Items for Systematic Reviews and Metanalyse.
Identification of soft competencies aspects in (Tarigan.
Fadilla.
Identification Articles identified through database search .
= .
Scopus: 188 Springerlink: 71 Sciencedirect: 25 Articles found outside the database .
= .
Screening Filtered articles .
= .
Eligibility Full-text articles that are considered eligible .
Included Number of duplicated articles .
= .
Articles eligible for inclusion in the qualitative synthesis .
= .
Articles excluded due to title and abstract indicate the following:
No English .
A No mention of industry 4.
0 context .
A No mention of competence .
= .
Full-text article issued with reason .
= .
Figure 1 PRISMA Flowchart of Systematic Literature Review Process for Identification of Soft Competenties Aspects in Human Resource Development Industry 4.
Search Process and Quality Assessment Results The search process carried out in the early stages resulted in 284 journal literature and conference proceedings that had gone through a peer-reviewed process.
The results were then filtered to remove 16 literatures that were identified as On the other hand, there were 3 reports that were added because they were not captured in the database but considered relevant.
A total of 268 literatures were filtered by title, abstract and keywords.
There were 163 literatures that were excluded with strong reasons, namely not using English, not mentioning competence, and not in the context of industry 4.
There were 34 remaining literatures which then undergo the Quality Assessment process.
Table 2 Articles Included in the Analysis Process Article No.
Reseacher Pawlowski, , & Holtkamp.
Year Title Source Article Type Type of Study Towards alization of Multikonferenz Wirtschaftsinformat ik 2012 Tagungsband Der Proceed Quantitati Type of Respond Higher Education Teachers Researche Location of Study Finlandia Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Article No.
Reseacher Fattahi.
Milanovich .
Howes.
Paccaloni, , & Brett.
Lorenz.
Ryymann, .
Strack, .
Lueth, , & Bolle.
Year Hecklau.
Galeitzke, .
Flachs, , & Kohl.
Zahidi.
Ratcheva, .
Hingel, , & Brown.
Cotet.
Balgiu, , & Negrea.
Grzybowsk a.
, &
Aupicka.
Bermydez, , & Juyrez.
Type of Study Journal Literature Review Employee Australia Report Quantitati Workers Procedia CIRP, 54, 1Ae6.
https://doi.
org/10.
016/j.
Proceed Qualitativ Germany World Economic Forum.
Cologny.
Switzerland.
Report Quantitat Employee Geneva Switzerla MATEC Web of Conferences, 121, 1Ae8.
https://doi.
org/10.
051/matecconf/201 Proceed Literature Review Romania Journal Quantitati Manager Poland Proceed Qualitativ Manager Colombia Source n systems Soft nt as a MKWI 2012.
June, 437Ae449.
Man and Machine in Industry Man and Machine in Industry 4.
Boston Consulting Group, 18.
Holistic Approach for Human Resource Manageme nt in Industry The 10 skills you need to thrive in the fourth Assessmen t procedure for the soft Industry Key ies for Industry Competen cies to Industry 0 for Type of Respond Students.
Professio Article Type Title Journal of Petroleum Technology, 66.
, 136Ae141.
https://doi.
org/10.
118/1014-0136-jpt Economics and Management Innovations (ICEMI), 1(March 2.
, 250Ae253.
https://doi.
org/10.
6480/icemi.
Proceedings of the International Conference on Industrial Engineering and Location of Study Article No.
Identification of soft competencies aspects in (Tarigan.
Fadilla.
Reseacher Prifti.
Knigge.
Kienegger, , & Krcmar.
Karre.
Hammer.
Kleindienst .
, &
Ramsauer.
Aupicka, , & Grzybowsk a.
Wang.
& HaBrookshire.
Year Article Type Type of Study Type of Respond Location of Study 13th International Conference on Wirtschaftsinformat ik, 46Ae60.
Proceed Qualitativ Germany Procedia Manufacturing, 9, 206Ae213.
https://doi.
org/10.
016/j.
Proceed Qualitativ Austria Logistics and Transport, 39.
, 39Ae46.
https://doi.
org/10.
6411/83-17342015-3-39-4-18
Journal Quantitati Experts Poland International Journal of Fashion Design.
Journal Quantitati Employee USA Title Source in Nuevo Leon.
Competen cy Model AuIndustrie 0Ay Employees Transition towards an Industry 0 State of the Lean Lab at Graz University Technolog Key Manageria Competen cies for Industry 0 Practitione rsAo.
Researcher sAo and StudentsAo Opinions.
Operations Management, 2017(OCT), 736Ae Exploratio n of Digital Competen Requireme nts within The Fashion Supply Chain with Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Article No.
Reseacher Year Title Source Article Type Type of Study Type of Respond Location of Study International Journal of Engineering and Technology(UAE), 7.
, 166Ae170.
https://doi.
org/10.
4419/ijet.
Journal Qualitativ Indonesia Deloitte Insights.
January 22.
Report Quantitati C-level Americas.
Asia and Europe International Scientific Journal "Industry 4.
Journal Literature Review Greece Procedia Computer Science, 158, 270Ae https://doi.
org/10.
016/j.
Proceed Qualitativ Turkey European Journal of Human Resource Management Studies, 3.
, 95Ae https://doi.
org/10.
281/zenodo.
Journal Quantitati Undergra Indonesia South African Journal of Industrial Engineering, 30.
, 90Ae105.
Journal Literature Review South Africa Journal of the Southern African Institute of Mining and Metallurgy, 119.
, 793Ae800.
https://doi.
org/10.
Journal Qualitativ South Africa Anticipatio n of Industry Ana.
Meirawan.
Dwiyanti, , & Saripudin.
Deloitte Developme Fitsilis.
Tsoutsa P.
Gerogianni s.
Cicek.
Akyuz.
& Celik.
Lubis.
Absah, , & Lumbanraj a.
Maisiri.
Darwish, , & VanDyk.
Uys.
, &
WebberYoungman.
Character 0 skilled The Fourth Industrial Revolution is hereAi are you Industry Required Future Skills Requireme Analysis in Maritime Industry.
Human 0 for on of 0 skills A 4.
for the Fourth Industrial Article No.
Identification of soft competencies aspects in (Tarigan.
Fadilla.
Reseacher Flores.
Xu.
, &
Lu.
PeijicBatch.
Bertoncel, .
Mesko, , & Krstic.
Cotet.
Carutasu, , & Chiscop.
Guzman.
Muschard.
Gerolamo, .
Kohl, , & Rozenfeld.
HernandezdeMenendez.
MoralesMenendez.
Escobar.
, &
McGovern.
Jerman.
Bertoncelj.
Dominici.
Article Type Type of Study Type of Respond Location of Study Journal Literature Review New Zealand International Journal of Information Management Journal Quantitati (Machine Learning Analysi.
Croatia Education Sciences, 10.
https://doi.
org/10.
390/educsci100100 Journal Quantitati Undergrat Romania Characteri stics and Skills of Leadership in The Context of Industry Procedia Manufacturing.
Volume 43, 543550, https://doi.
org/10.
016/j.
Proceed Literature Review Brazil Competen cies for Industry International Journal on Interactive Design and Manufacturing, 14.
, 1511Ae1524.
https://doi.
org/10.
007/s12008-02000716-2 Journal Qualitativ Mexico Conceptua l Key Competen cy Model Organizacija.
Sciendo, vol.
pages 68-79.
February.
Journal Qualitativ Experts Italy Year Title Source Revolution relating to the South African Human Capital 0: a e typology Industry Text mining of 0 job Industry from an 7159/24119717/17/450/2019 Journal of Manufacturing Technology Management Vol.
31 No.
4, 2020
Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Article No.
Reseacher Year .
Bach, , & Trnavcevic .
Weerasing he.
Vidanagam achchi.
Nanayakka ra.
Tan.
Sen.
Ivander.
Oktarina.
Reynaldo, , & Sharina.
Brezeanu, .
M & Lazarou.
Jorge.
, de Oliveira, .
& dos Title for Smart Factories Production Processes Employee in the Conceptua nt of factory for Indonesia context as an enabler studentsAo ies in 0 era.
Alignment and skills nt for Analyzing How University Preparing Source Article Type Type of Study Type of Respond Location of Study Proceedings of the International Conference on Industrial Engineering and Operations Management, 0(Marc.
, 1063Ae Proceed Literature Review Sri Lanka IOP Conference Series: Earth and Environmental Science, 426.
, 0Ae https://doi.
org/10.
088/17551315/426/1/012123
Proceed Qualitativ Indonesia Proceed Literature Review Romania Proceed Qualitativ Undergra Students Brasilia The 16th International Scientific Conference eLearning and Software for Education Bucharest.
April
23-24, 2020
12753/2066026X-20-127
Conference:
Volume 12:
Transdisciplinary Engineering for Complex Socio- Article No.
Identification of soft competencies aspects in (Tarigan.
Fadilla.
Reseacher Year Santos A.
Alharbi.
Pattanapair oj.
Nitisiri.
Sethanan.
Ada.
Ilic.
, &
Sagnak.
Bianco.
Filho.
Osiro, , & Ganga.
Title Source Engineerin g Students Industry Industry Operators:
Core Knowledg e and Skills A Gap Study Employers Ao Expectatio ns in Thailand Current Competen ce of MasterAos Degree Students in Industrial Engineerin g under Industry technical Systems Ae Real-life Applications Framewor k for New Workforce Skills in the Era of Industry Unlocking Relationsh ip Between Lean Leadership Competen cies and Industry Leadership Technology and Engineering Systems Journal Vol.
No.
4, 177183 .
https://dx.
25046/aj050421 Production Engineering Archives 2021, 27.
, 50-57.
DOI:
30657/pea.
International Journal of Mathematical.
Engineering and Management Sciences Vol.
No.
3, 771786, 2021
https://doi.
org/10.
3889/IJMEMS.
Ie Transactions on Engineering Management Type of Respond Professor Article Type Type of Study Location of Study Journal Qualitativ Experts Saudi Arabia Journal Mixed Experts Thailand Journal Mixed Human Resource Manager Turkey Journal Mixed Experts Brighton Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Article No.
Reseacher Al Amri.
Khetani, .
, &
MareyPerez, m.
Year Title Competen cies: An ISM/Fuzzy MICMAC Approach Towards Sustainabl e I4.
0: Key Skill Areas for Project Managers in GCC Constructi Industry Source Article Type Type of Study Type of Respond Location of Study Sustainability 2021, 13, 8121.
https://doi.
org/10.
390/su13158121 Journal Quantitati Manager Spain Two literatures .
rticle no.
15 and article no.
were excluded during the Quality Assessment process as these articles do not state soft competencies according to the criteria, so it was considered inadequate for the research purpose.
The following table can explain the results of the Quality Assessment assessment.
Article No.
Table 3 Quality Assessment Artikel Researcher QA1 Pawlowski.
, & Holtkamp.
Fattahi.
Milanovich.
Howes.
Paccaloni, , & Brett.
Lorenz.
Ryymann.
Strack.
Lueth.
, & Bolle.
Hecklau.
Galeitzke.
Flachs.
, & Kohl.
Zahidi.
Ratcheva.
Hingel.
, & Brown.
Cotet.
Balgiu.
, & Negrea.
Grzybowska.
, & Aupicka.
Bermydez.
, & Juyrez.
Prifti.
Knigge.
Kienegger.
, & Krcmar.
Karre.
Hammer.
Kleindienst.
, &
Ramsauer.
Aupicka.
, & Grzybowska.
Wang.
, & Ha-Brookshire.
Ana.
Meirawan.
Dwiyanti.
, &
Saripudin.
Deloitte Development.
Fitsilis.
Tsoutsa P.
, & Gerogiannis.
Cicek.
Akyuz.
, & Celik.
Lubis.
Absah.
, & Lumbanraja.
Maisiri.
Darwish.
, & VanDyk.
QA2
QA3
QA Result Yes Yes Yes Yes Yes Yes Accepted Accepted Yes Yes Yes Accepted Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Accepted Accepted Accepted Accepted Diterima Accepted Yes Yes Yes Accepted Yes Yes Yes Yes Yes Yes Yes Yes Yes Accepted Accepted Accepted Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Accepted Rejected Accepted Accepted Accepted Identification of soft competencies aspects in (Tarigan.
Fadilla.
Article No.
Researcher QA1
QA2
QA3
QA Result Uys.
, & Webber-Youngman.
Flores.
Xu.
, & Lu.
Peijic-Batch.
Bertoncel.
Mesko.
, &
Krstic.
Cotet.
Carutasu.
, & Chiscop.
Guzman.
Muschard.
Gerolamo.
Kohl.
, & Rozenfeld.
Hernandez-de-Menendez.
Morales-Menendez, .
Escobar.
, & McGovern.
Jerman.
Bertoncelj.
Dominici.
Bach, , & Trnavcevic.
Weerasinghe.
Vidanagamachchi.
& Nanayakkara.
Tan.
Sen.
Ivander.
Oktarina.
Reynaldo.
& Sharina.
Brezeanu.
M & Lazarou.
Jorge.
, de Oliveira.
, & dos Santos .
Alharbi.
Pattanapairoj.
Nitisiri.
, & Sethanan.
Ada.
Ilic.
, & Sagnak.
Bianco.
Filho.
Osiro.
, & Ganga.
Al Amri.
Khetani.
, & Marey-Perez, m.
Yes Yes Yes Yes Yes Yes Yes Yes Yes Accepted Accepted Accepted Yes Yes Yes Yes Yes Yes Accepted Accepted Yes Yes Yes Accepted Yes Yes Yes Accepted Yes Yes Yes Accepted Yes Yes Yes Accepted Yes Yes Yes Yes Yes Yes Accepted Accepted Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Rejected Accepted Accepted Accepted Yes Yes Yes Accepted Data Analysis After going through the article eligibility selection stage, a content analysis was carried out.
The initial stage of the analysis is to describe and code each soft competency mentioned in each article.
Then the next stage is code classification process based on similarities and then abstraction.
This process was carried out by 2 experts, and when there was a difference of opinion regarding the coding and classification of codes, the third expert gave his decision.
The following table shows the identification and classification of soft competencies mentioned in each analyzed Table 4 Identified Competencies of the Articles Under Review Broad Specific Competencies Article No Competencies Leadership Leadership.
Initiatively taking a lead, 1, 2, 4, 5, 9, 11, 13.
Leadership skills.
Project Management and 16, 17, 18, 26, 33 Leadership.
Leadership Capability.
Leading .
and supervising.
People Management.
Management of personnel resources Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Broad Competencies Specific Competencies Article No Working with others 1, 2, 3, 4, 5, 6, 8, 9, 10, 13, 14, 16, 17, 18, 20, 23, 26, 27, 29, 31, 33 Communication Customer & Service Orientation Responsibility Decision Making Creative & Innovative Orientation Collaboration with external relations.
Intercultural competences.
Teamwork.
Collaborating with others.
Adapting to cultural differences.
Ability to compromise and cooperate.
Coordinating with Others.
Cooperation skills.
Collaboration.
Perspective-taking.
Understanding of diversity.
Intercultural skills.
Teamwork Compromising.
Creating Business Networks.
Negotiating.
Work in Interdisciplinary Environments.
Team work Social skills Effective Communication.
Dialogue and conversation.
Communication.
Speaking.
Active listening.
Writing.
Reading comprehension.
Language skills.
Communication skills.
Communication.
Language ability.
Communication with people.
Technical and literate communication.
Presentation and Communication Ability.
Targeted/Technical Communication.
Communication skills Service Orientation.
Being able to understand global partners and customers.
Maintaining Customer Relationships.
Customer Orientation.
Customer Relationship Management Goal orientation.
Responsibility for careers.
Personal achievement.
Goal setting.
Pride in productivity.
Systems, structures, and processes.
Result Orientation.
Professionalism, accountability.
Selfmanagement.
Responsibility.
Taking Responsibility.
Individual Responsibility Establishing direction.
Conflict Solving.
Decision Making.
Decision making.
Reasoning and Decision making.
Judgement and Decision Making.
Quality decision making.
Decision making under Thinking outside of the box.
Creativity.
Innovation, and imagination.
Critical thinking.
Creative & innovative orientation.
Visioning.
Entrepreneurial thinking.
Entrepreneur Capability.
Creativity in designing strategies to introduce new Creating and Innovating.
Sustainable mind-set.
Business thinking.
Creativity in designing strategies to introduce new practices Ability to adopt new models of work and organization .
pen to chang.
Strategic agility and business acumen
1, 2, 4, 6, 9, 10, 11,
16, 17, 18, 23, 27,
31, 33 .
4, 5 , 9, 13, 26 .
2, 9, 10, 17, 18, 22, 32, 33, 34 .
2, 4, 5, 7, 9, 16, 17, 23, 24, 26, 28, 31 .
2, 4, 5, 6, 7, 8, 9, 11, 12, 13, 16, 17, 18, 19, 20, 22, 23, 24, 25, 26, 28, 31, 32, 34 .
Identification of soft competencies aspects in (Tarigan.
Fadilla.
Broad Competencies Flexibility & Adaptibility Learning Orientation Emotional Resilience Problem Solving Specific Competencies Article No Flexibility.
Adaptability.
Ambiguity tolerance.
Flexibility / Adaptation to Change.
Adaptive thinking.
Environmental awareness.
Legislation awareness.
Cognitive Flexibility.
Able to manage change.
Change Management.
Managing Complexity.
Adaptability and Ability to Change Mind-set.
Dynamic.
Evolution.
Revolution.
Adaptability/ ability to change.
Strategic Agility Educational purpose.
Research Skills.
Active learning.
Research skills.
Motivation to learn.
Openness to Learning.
Organizational Learning.
Encourage constant learning.
Have a rapid learning process.
Ability to generate new management practices.
Learning and Researching.
Update Knowledge.
Lifelong learning skills.
Experimantation.
Recognition of the need for lifelong learning.
Self-knowledge.
Literacy.
Continuous improvement & lifelong Positive attitude.
Confidence in success.
Fearlessness.
Competitiveness.
Assertiveness.
Optimism.
Happiness.
Selfactualization.
Self-Powers.
Emotional intelligence.
Patience.
Self-confidence.
Stress management.
Ability to work underpressure.
Self-recognition.
Selfregulation.
Self-awareness Problem solving.
Critical thinking.
Solution appraisal.
Conflict solving.
Analytical Skills.
Identification of key causes.
Problem Identification.
Cognitive ability.
Complex Problem Solving.
Critical and logical thinking.
Trouble-shooting.
2, 3, 4, 5, 6, 8, 9, 10,
14, 16, 17, 18, 22,
25, 26, 27,
4, 7, 8, 9, 16, 17, 18, 22, 23, 24, 25, 27, 32 .
2, 4, 5, 6, 9, 14, 16, 18, 22, 26, 27, 33 .
2, 4, 5, 7, 9, 11, 12, 16, 17, 18, 22, 23, 24, 28, 33 .
The following graph can explain the distribution of the competencies and the frequency each is mentioned in all analyzed articles.
Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Figure 1 Distribution and frequency in each competency From the graph above, it can be seen that three soft competencies that are mentioned most often in the articles analyzed are creativity and innovative orientation, working with others, and flexibility & adaptability.
Meanwhile, the two least mentioned soft competencies are customer & service orientation, and responsibility.
Creativity and innovation are needed in industry 4.
0 as it is the key to the success and sustainability of an industry.
Industrial Revolution 4.
0 is characterized by efficiency in the exchange of information.
At this stage, individual creativity is needed to develop a system capable of performing such efficiency (Sima et al.
, 2.
In addition to creativity and innovation, the most important thing needed in industry 4.
0 is collaborative work.
The use of collaborative networks in the context of industry 4.
can help companies achieve higher market responsiveness to be more profitable (Brettel et al.
, 2.
Giving team members the freedom to collaborate through the use of innovative and intuitive technology enables alignment between teams and helps organizations maintain a cohesive business vision.
Collaboration among all stakeholders along the business process chain, including collaborating with business partners and customers, is also a required of an organization to face industry 4.
Collaboration in the business ecosystem, that is between organizations, is an effort to build strategic alliances.
This collaboration includes the sharing of resources and information (Camarinha-Matos et al.
, 2.
In industry 4.
0 era, individuals are also likely to be involved in the entire production system, both in their roles as system designers, as workers, and as users of the things produced (Kinzel, 2.
Therefore, flexibility is needed to deal not only with complex roles, but also with disruptive environmental changes.
In the process of data abstraction, the eleven competencies found above were then grouped into 3 major groups, namely groups of task-related competencies, people-related competencies, and self-related competencies, which is in accordance with the concept of required managerial competencies (Smutny et al.
, 2.
This group division also refers to that suggested by Analoui .
where there are three Identification of soft competencies aspects in (Tarigan.
Fadilla.
important categories, namely task-related competencies, people-related competencies and self-related competencies, which play an important role in improving effectiveness of senior managers in both private and public sector organizations.
Task-related competencies are the ability to carry out the process of identifying, setting priorities, planning, and monitoring and solving various problems related to various tasks within oneAos responsibilities that need to be carried out within a period of time.
People-related competencies are the ability to understand the needs of others, build interactions, mobilize and direct others to build relationships in order to support productivity.
Meanwhile, self-related competencies are oneAos ability to manage actions, be responsible for changes in behavior, and develop self-ability by using certain skills so that he/she is able to obtain what he/she wants to achieve.
The following is the division of soft competencies and definitions of each as recommended in the analyzed articles.
Orientation People-related Table 5 Division of aspects and definition of each competency Soft Competencies Definition Leadership The ability of a person to influence, direct, motivate and supervise others to complete tasks that have been planned to achieve certain goals.
Working with people A person's desire to work collectively by showing a willingness to share responsibilities and open oneself to accept ideas from others as well as a desire to share collaboration spaces to achieve the same goal.
One's ability to meet customer needs proactively by recognizing needs, establishing good relationships, and continuously improving service quality.
The ability to choose appropriate and effective communication behavior according to the context of the situation so as to have the effect of achieving a common understanding with the communication A person's ability to find ways to get involved in a task, whether he likes it or not, so that he can complete it to completion with adequate results.
Customer Orientation Communication Task-related Task Engagement & Responsibility Decision Making Problem Solving Creative & Innovative Orientation A personAos ability to make choices by identifying decisions, gathering information, and assessing alternative resolutions in order to obtain more appropriate decisions.
The ability to recognize problems, create solving strategies and then apply the knowledge and skills possessed to answer problems.
The ability to use new information and previous knowledge, synthesize ideas, evaluate the effectiveness of existing ideas, and generate new ideas that are considered more capable of answering Jurnal Ekonomi dan Bisnis.
Volume 26 No.
1 April 2023, 21 - 44 Orientation Self-related Soft Competencies Definition Flexibility & Adaptibility The ability to change oneself according to circumstances so that it can survive and continue to develop even though it is in changing conditions and moves dynamically.
Learning Orientation A person's ability to improve knowledge and skills and think critically in responding to changes and challenges that exist through continuous improvement The capacity of individuals to realize, express and control their emotions so that they are able to appropriately choose actions that are appropriate to the situation at hand and survive under pressure.
Emotional Resilience CONCLUSION.
LIMITATIONS.
AND SUGGESTIONS There are several competencies that individuals need in order to survive and compete in the 4.
0 era.
Based on the research results, it can be concluded that based on the results of the Systematic Literature Review or SLR, there are 11 aspects of soft competence that are relevant to the needs of industry 4.
0, namely leadership, working with people, customer orientation, communication, task engagement & responsibility, decision making, problem solving, creative & innovative orientation, flexibility & adaptability, learning orientation, emotional resilience.
The limitation of this research is that this study cannot cover all publications related to soft competencies that may exist and have been published.
The included studies were limited to certain databases, were open-access, and did not include gray literature that was not published by commercial or academic publishers.
This has limited the number of manuscripts that were analyzed.
In addition, language barriers are a major problem for conducting this type of systematic literature review, because the included manuscripts were only those available in English.
It is suggested that further research re-confirm the results obtained through other methods such as focus group discussions or deep interviews with experts to ensure that these aspects are in accordance with the conditions in the In addition, more specific research can be conducted on the competencies required by certain positions or industries.
Research can also be done on competencies that are no longer needed in the 4.
0 era and in the next era.
REFERENCES