The Effect of Soft Skills Competency, Teamwork, and Innovative

Work Behavior on the Quality of Human Resources in the Digital Era

Eni Lestariningsih

, Madhakomala

, Asmawi

and Hamidah

Ilmu Manajemen Sumber Daya Manusia, Universitas Negeri Jakarta

Keywords: Soft Skill Competency, Teamwork, Innovative Work Behaviour, Quality of Human Resources, Digital Era

Abstract: This paper describes a conceptual framework for investigating the effect of soft skills competency,

teamwork, and innovative work behavior on the quality of Human Resources. Quality of human resources is

needed to support the achievement of the organization's strategic goals and to support the improvement of

organizational services to the community. The characteristics of human resources quality needed in this

Digital Age today include innovative, creative, ethical, and never stops learning. This paper show research

model for quantitative analysis by presenting the theoretical framework for each variables in the research.

This study could be influential for organization’s effectiveness by considering quality of human resources at

work, in which need to continuous improvement from good to great. Good is enemy of great. Moreover, the

findings of this study could enrich to the limited empirical research evidence about the dimension of quality

of human resources which contribute to the effectiveness and competitiveness of the organization,

especially in the Digital Era. This study had objective to examine the significance of characteristics factors

influencing the quality of human resources which include soft skill competency, innovative work behaviour,

and team work. Significant contributions to the theoretical and practical implications can be drawn from this

research. The theoretical contribution to the body of knowledge includes the understanding of how human

resources quality relate to soft skill competency, innovative work behaviour, and team work, in which this

may enrich repertoire of knowledge that related to dimensions of quality of human resources in public

organization in Indonesia in the Digital Era. In management practices, policy maker of the organization can

determine policies based on the model of quality of human resources that significantly influences the

achievement of Vision, Mission and Strategic’s goals organization.

1 INTRODUCTION

The empirical research evidence related to the

dimension of quality of human resources which

contribute to the effectiveness and competitiveness

of the organization in the Digital Era is still limited.

The purpose of this paper is to present a conceptual

framework for investigating the effect of soft skills

competency, teamwork, and innovative work

behavior on the quality of Human Resources. The

urgency of understanding the factors which have

effect to the quality of human resources among

others is the importance of quality Human Resources

(HR) who are needed to achieve competitive

advantage, support the achievement of the

organization's strategic goals, and to support the

improvement of organizational services to the

community, especially in the current digital era

which are dynamic, connected and collaborative.

One of the characteristics of high-performance

organizations in the 21st Century is an organization

that is sustainable and highly competitive driven by

"superior employee performance" / quality human

resources (Soni, 2011). The characteristics of quality

human resources needed in the Digital Era today

include innovative, creative, ethical, and never stops

learning (Gilabert, 2017). Whereas according to

Raymond A. Noe, John R. Hollenbeck, Barry

Gerhart (2015), challenges faced by organizations to

achieve competitive advantage include:

sustainability challenge, global challenge, and

technology challenge.

In this Digital Era, work systems is changing, in

which influences the competencies that must be

possessed by workers. This is a challenge which

triggers an urgent need to improve quality in all

types of organizations, including public

organizations and private organizations. For this

860

Lestariningsih, E., Madhakomala, ., Asmawi, . and Hamidah, .

The Effect of Soft Skills Competency, Teamwork, and Innovative Work Behavior on the Quality of Human Resources in the Digital Era.

DOI: 10.5220/0009509208600866

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 860-866

ISBN: 978-989-758-432-9

reason, employees must evolve in terms of work

ethic. The quality of HR needs to be continuously

improved, not just stopping at the level of "Good"

but needs to be continuously increased towards the

level of "Great". According to Collins (2001), good

is the enemy of great . Gilabert (2017) stated that the

Era of the Fourth Industrial Revolution or the Digital

Era is for highly qualified human resources who

have a large capacity for adaptation, flexibility and

continuous learning.

2 THEORICAL FRAMEWORK

2.1 Quality of Human Resources

According to Ruky in (Mokodompis, 2008), the

quality of Human Resources is "The level of

knowledge, ability, and willingness that can be

demonstrated by human resources". That level is

compared to the level needed from time to time by

organizations. The ability of employees as human

resources in an organization is very important

meaning and existence to increase work productivity

in the organization. Humans are one of the most

important elements that determine the success or

failure of an organization to achieve its Vision,

Mission and strategic goals. Meanwhile according to

Gilabert (2017) , the characteristics of quality human

resources needed in the Digital Era currently include

innovative, creative, ethical and never stops

learning.

The human resource largely accepted as the most

important resource of any organization may be

described by different qualities like creativity,

education level, communication skill, leadership

skill, and many others. These qualities may become

more or less important according to the specific

requirements of each position. Every organization

needs competent HR, so that it can provide excellent

and valuable services. No matter how small an

organization is, the effectiveness of Human

Resource Management is seen as influencing the

performance of the organization. This is in line with

John M. Ivancevich (2013) who stated that human

resources management is the function performed in

organizations that facilitates the most effective use

of people to achieve organizational and individual

goals.

Jeff Schwartz, Collins, Stockton, Wagner, &

Walsh (2017) mentioned that Rapid changes is not

limited to technology, but encompasses society and

demographics as well. Business and Human

Resource Leaders can no longer continue to operate

according to old paradigms. They must now

embrace new ways of thinking about their

companies, their talent, and their role in global

social issues”. Joan E. Pynes (2009) said that Human

resource management is the design of formal

systems in an organization to ensure the effective

use of employees’ knowledge, skills, abilities and

other characteristics to accomplish organizational

goals. Meanwhile Tracey & Heathfield (2018)

defines Human Resources as, the people that staff

and operate an organization, as contrasted with the

financial and material resources of an organization.

A human resource is a single person or employee

within your organization. Human resources refer to

all of the people you employee.

Public Organizations / Governments have

reformed the paradigm of "low performance - poor

service quality" by abandoning the traditional

management system; implement "New Public

Management": the application of a professional

management system in the Public sector which

among others aims to improve the quality of public

services, strengthen organizational culture, and

motivate to make changes and continuous and total

improvements. Quality service is an effort made by

the company to meet the expectations of its

customers. Quality service emphasizes customer

satisfaction. Lupiyoadi stated that there are five

dimensions of service, namely tangibles (physical

evidence), reliable (reliability), responsiveness,

assurance (guarantee) and empathy. Reliability,

namely the company's ability to provide services as

promised accurately and reliably. Performance must

be in accordance with customer expectations which

means timeliness, the same service for all customers

without errors, sympathetic attitudes, and with high

accuracy.

John M. Ivancevich (2013) defines quality as

follows “quality is defined as meeting costumers’

needs and expectation”. Robbins & Coulter (2018)

define quality as follows: quality as the ability of a

product or service to reliable do what it’s supposed

to do and to satisfy customer expectations.Goetsch

& Stanley B. Davis (2010) define quality as follows,

“quality is a dynamic state associated with products,

services, people, processes, and environments that

meets or exceeds expectations”. Edwards Deming

in Wibowo (2016) mentioned that to be successful in

implementing TQM (Total Quality Management), an

organization must concentrate on 8 key elements,

such as Customer Focus, Total Employee

Involvement, Process-centred, Integrated System,

Strategy and Systematic Approach, Continuous

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861

Improvement, Fact-based decision making, and

Communication.

Based on the description of the quality of human

resources above, it can be synthesized the quality of

human resources is organizational resources that

have a strategic role in the enlightenment of

organizational goals, which have high performance

characters, continuously learn to improve their

competencies, so as to provide excellent service to

meet stakeholder needs, with indicators: (1) focus on

customers (responsive), (2) never stops learning, (3)

reliable, and (4) systemic.

2.2 Softskill Competency

Employees must be skilled in managing conflict and

creating inclusions to improve team performance

and to collaborate in generating innovative ideas.

Having a college diploma does not guarantee that

someone has all the competencies needed to succeed

in the work environment. Employers look for people

who have hard skills and soft skills. According to

Wats and Wats (2008) in Meeks (2017), a person's

success in the work environment depends on 85%

soft skills, and only 15% hard skills. Soft skills are

defined as a combination of personal qualities,

interpersonal skills, and additional skills/knowledge

that help an employee better perform their job”. Soft

skills correspond to the skills in the human,

conceptual, leadership, and interpersonal categories.

Kim-Spoon, Maciejewski, Lee, Deater-Deckard,

& King-Casas (2017) defines competence as

follows, “competence is expected to improve as

young people mature and learn across multiple

domains of adaptation in basic capabilities and

coordinated execution of actions”. Competence is

basically the process of increasing a person's ability

from a low ability to a better ability in accordance

with standards and all his actions are well

coordinated.

Stevens & Campion (1994) suggested a

taxonomy of individual competencies needed for

teamwork to measure knowledge, skill, and ability

(KSA) for stafﬁng teams within the organization.

The taxonomy for ﬁve dimensions of competencies

consist of:

1. conﬂict resolution (managing effectively and

resolving conﬂict),

2. collaborative problem solving (recognizing

opportunities and involving all teams),

3. communication (including establishing both

verbal and non-verbal communication

networks),

4. goal setting and performance management

(establishing speciﬁc, challenging, and realistic

goals, then monitoring feedback on

performance),

5. planning and task coordination (coordinating

tasks, and information to establish role

expectations) – Weber et.al., (2012)

Based on the description of soft skills

competencies above, it can be synthesized that soft

skills competencies are competencies needed by

someone who is related to other people and their

self-regulating skills at work, with indicators, 1)

communication, 2) problem solving, 3) working in

teams, 4) managing information, and 5) professional.

2.3 Teamwork

Teamwork is a form of group work with

complementary skills and is committed to achieving

previously agreed missions to achieve common

goals effectively and efficiently. It must be realized

that teamwork is a variety of personal fusion that

becomes a person to achieve a common goal. A

team really needs the willingness to join hands to get

the job done.

Edward Sallis (2002) defines team work as

follow, “team work is based on mutual trust and

established relationship, only when a team has an

identity and purpose to operate effectively”. An

effective team is a team that allows its members to

be able to produce a task that is larger than the

results of individual work because the results of their

work are the result of the contributions of team

members together.

John R. Schemerhorn (2013) mentioned that

“teamwork is the process of people working together

to accomplish these goals”. Teamwork is a work

process in groups with participatory leadership,

shared responsibilities, goal alignment, intensive

communication, focus on the future, focus on tasks,

creative talents and quick responses to achieving

organizational goals. John R.Schemerhorn, Osborn,

Uhl-Bein, & Hunt (2012) stated that “teamwork

occurs when team members accept and live up to

their collective accountability by actively working

together so that all their respective skills are best

used to achieve team goals”. Teamwork is a group

whose individual efforts produce higher

performance than the number of individual inputs.

This means that the performance achieved by a team

is better than the performance per individual in an

organization.

Harris & Hartman (2002) defines team work as

follows, “teamwork is people working together for

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the common good”. Fredh Luthans (2008)

mentioned that: A working group’s performance is a

function of what its members do as individuals. A

team’s performance includes both individual results

and what we call collective work-products. A

collective work product is what two or more

members must work on together, reflects the joint,

real contribution of team members.

Stueart & Morgan (2002) mentioned that “a

work team is a group of people who interact and

coordinate their work in order to accomplish specific

work goals”. Debra L. Nelson (2006) define that

“team work is a group of people with

complementary skill who are committed to a

common mission, performance goals and approach

for which they hold themselves mutually

accountable”. Team collaboration is defined as the

actions of flexible behaviours, cognitions, and

attitudes related to changes in the internal and

external environment, which include a collaborative

process that enables ordinary people to achieve

extraordinary results. Team collaboration integrates

thoughts, feelings, and actions among team members

to achieve performance goals (Scarnati 2001, Salas

et.al.2007) in Renny Rochani Budijanto (2013).

Team collaboration is becoming increasingly

important in public and private organizations,

because collaboration and synergy among team

members results in achieving better goals. In

addition, the interdependent effects of team

collaboration at the individual, group level and

organizational level are believed to accelerate the

process, improve quality assurance, expand

innovation, encourage more efficient work

behaviour, expand work capacity, and develop social

sensitivity and personality (Scarnati 2001, Salas

et.al.2007, Marosi & Bencsik 2009) in Renny

Rochani Budijanto (2013).

Based on the description of team work above, it

can be synthesized that team work is a group of

people with different abilities, talents, experiences,

and backgrounds who gather together in the same

place in a team to achieve a goal, with indicators, 1)

have one direction goal, 2) delegation /

interdependence between team members, and 3)

have one commitment.

d. Innovative work behavior

The term innovation in organizations was first

introduced by Schumpeter in 1934. Innovation was

seen as the creation and implementation of new

combinations. The term new combination can refer

to new products, services, work processes, markets,

policies and systems. In innovation, added value can

be created, both for organizations, shareholders, and

the wider community. Therefore most definitions of

innovation include the development and

implementation of something new. Scoot and Bruce

in Bos-Nehles, Renkema, & Janssen (2017) define

innovative work behaviour as follows : innovative

work behaviour is more than creativity although

creativity is a necessary part of innovative work

behaviour, especially in the beginning, in order to

generate new and useful ideas. Innovation can be

interpreted as the introduction and application of

new ideas, processes, products or procedures in

work, work teams, or organizations that are designed

to benefit the organization, work team, or the work

of the employee itself.

Woods, Mustafa, Anderson, & Sayer (2017)

define innovative work behaviour as creativity and

innovation at work are the process, outcomes, and

products of attempts to develop and introduce new

and improved ways of doing things. Meanwhile,

Amabile in Messmann, Stoffers, Van der Heijden, &

H.Mulder (2017) describe innovative work

behaviour as follows: based on models of creativity,

innovative work behaviour is defined as the sum of

all physical and cognitive work activities which

employees carry out individually or interactively in

their work context with the intention of

accomplishing a set of interdependent requirements

that are necessary for the development of an

innovation. Due to the complex nature of innovation

processes, individuals may be repeatedly and

simultaneously involved in the accomplishment of

these requirements for innovation development.

In conceptualizations of innovative work

behaviour, the dimensions opportunity exploration,

idea generation, idea promotion, and idea realization

are distinguished. These dimensions represent both

the creative side (i.e., opportunity exploration and

idea generation) and the implementation side of an

innovation (i.e., idea promotion and idea

realization). Innovative work behaviour is not just

to generate new ideas but also involves the

implementation process of these ideas, especially on

every job. De Jong and Den Hartog in Messmann et

al., (2017) define innovative work behaviour as

follows: innovative work behaviour is as the

recognition of problems and initiation and

intentional introduction within a work role, group, or

organization of novel and useful ideas concerning

products, services, and work methods, as well as set

of behaviours needed to develop, launch and

implement these ideas. West and Farr in Agarwal,

Datta, Blake‐Beard, & Bhargava (2012) stated that,

“innovative work behaviour is intentional creation,

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863

introduction, and application of new ideas within a

work role, group, or organisation to benefit role

performance, a group, or an organization”.

Innovative work behaviour as creativity and

innovation at work are the process, outcomes and

product of attempts to develop and introduce new

improved ways of doing things. The creativity stage

of this process refers to idea generation and

innovation to the subsequent stage of implementing

idea toward better procedures, practices or products.

From the description above, it can be synthesized

that innovative work behaviour is everything a

person does in his job with oriented to develop new

ideas that can lead innovation, with indicators 1)

developing new ideas, 2) creativity in work, and 3)

make a breakthrough to implement the new ideas.

3 RESEARCH METHODS

In prior studies, many researchers investigate

relationship between quality of human resources and

motivation, performance, employee satisfaction, and

many others. However, there is still rare study which

examine the dimension factors of human resources

quality towards soft skill competencies, innovative

work behavior, and team work. Herewith some of

the results of research related to soft-skill

competencies, teamwork, innovative work behavior,

and the quality of human resources which is

presented in the Table 1 below.

4 CONCEPTUAL REVIEW

In prior studies, many researchers investigate

relationship between quality of human resources and

motivation, performance, employee satisfaction, and

many others. However, there is still rare study which

examine the dimension factors of human resources

quality towards soft skill competencies, innovative

work behavior, and team work. Herewith some of

the results of research related to soft-skill

competencies, teamwork, innovative work behavior,

and the quality of human resources which is

presented in the Table 1 below.

Table 1: Summary of Related Research.

4.1 Soft Skill Competency and Quality

of Human Resources

Mitchell in C. Wesley, Prier Jackson, & Lee (2017)

suggested that a soft skill could be viewed as the

level of commitment of a person that sets them apart

from other individuals who may have similar skills

and experience. In today’s changed work world, soft

skills are as important as cognitive skills and make

up of a combination of universally desired

interpersonal skills and personal attributes. The lack

of soft skills can certainly sink the promising career

of someone who has technical ability and

professional expertise but who has no interpersonal

qualities.

Based on the description above there is a positive

relationship between soft-skill competence and the

quality of human resources.

4.2 Team Work and Quality of Human

Resources

Rohtwell and Arnold in Ibrahim et al. (2017)

described that most employers today expect workers

to demonstrate and excel in many ‘soft’ skills such

as teamwork and group development. Employee

creates such as teamwork influence on the quality of

human resources in organizations. To achieve a

high work performance culture, an organization

must provide its employees' training and

development programs designed specifically to

install, build and change their attitudes and/or

behaviors towards several organizational functions.

Based on the description above there is a positive

relationship between teamwork and the quality of

human resources.

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864

4.3 Innovative Work Behaviour and

Quality of Human Resources

Shalley in Prieto & Pérez-Santana (2014) mentioned

that as environments become more complex and

dynamic, firms must become more innovative in

order to identify more opportunities for sustained

superior performance. Innovative work behavior

influence to quality human resource management.

Innovation initiatives tend to depend heavily on

employees’ human capital and behavior at work as

key inputs in the value creation process.

Based on the description above there is a positive

relationship between innovative work behavior and

the quality of human resources.

Based on all the description above, it can be drawn

the research model as follows:

Figure 1: Research Model

From the research model above, the statistical

hypothesis that can be developed, namely:

a. First Hypothesis: there is a positive direct effect

of soft skill competence (X1) on the quality of

human resources (Y)

: βy

 0

: βy



b. Second Hypothesis: there is a positive direct

effect of teamwork (X2) on the quality of human

resources (Y)

: βy

 0

: βy

 0

c. Third Hypothesis: there is a positive direct effect

of innovative work behavior (X3) on the quality

of human resources (Y)

: βy

 0

: βy



5 CONCLUSIONS

One aim of this paper is to describe a conceptual

framework for investigating the effect of soft skills

competency, teamwork, and innovative work

behavior on the quality of Human Resources. The

theoretical framework presented here confirm that:

1. there is a positive relationship between soft-skill

competence and the quality of human resources,

with the indicators are: 1) focus on customers

(responsive), 2) never stops learning, 3) reliable,

and 4) systemic.

2. there is a positive relationship between

teamwork and the quality of human resources,

with the indicators are 1) have one direction

goal, 2) delegation / interdependence between

team members, and 3) have one commitment;

3. there is a positive relationship between

innovative work behaviour and the quality of

human resources, with the indicators are 1)

developing new ideas, 2) creativity in work, and

3) make a breakthrough for the application of

new ideas.

This study could enrich to the limited empirical

research evidence about the dimension of quality of

human resources which contribute to the

effectiveness and competitiveness of the

organization, especially in the Digital Era.

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