Orientation: Organisations will not be able to maintain a competitive advantage by merely focusing on the development of their employees’ weaknesses. Employees should also be provided with sufficient job resources and opportunities to develop and use their strengths, as this could lead to work engagement.Research purpose: To test a structural model of job resources, perceived organisational support for strengths use, proactive behaviour towards strengths use and work engagement amongst South African employees.Motivation for the study: To gain more knowledge and a better understanding of the outcomes of following an organisational and individual strength-based approach focused on the use of strengths within the South African context.Research approach, design and method: A quantitative approach with cross-sectional research design was used. An availability sample (N = 401) of employees from various occupational groups in South Africa was used. Structural equation modelling was used to test the model.Main findings: The results indicated that perceived organisational support for strengths use and employees’ proactive behaviour towards strengths use were strongly and positively associated with work engagement in the structural model.Practical/managerial implications: Knowledge of using strengths from an organisational and individual perspective could assist organisations in gaining a better understanding of the relationship with work engagement.Contribution/value-add: This study adds to the limited research on using strengths from both an organisational and individual perspective and possible outcomes within the South African context.
A theoretical model to measure managerial competence was developed by evaluating two previous models with similar aims. In addition to the original eight management competencies, another eight competencies were identified and applied to determine the management competencies needed in the Fourth Industrial Revolution with its fast-changing business environment. The article narrows down eleven management competencies and develops measuring criteria for each; in total 42 criteria. The eleven business competencies are leading change, cultural intelligence, team building, conflict management, communication skills, a global leader mindset, emotional intelligence, career awareness, personal value system, and external and ethical influences. The model is a theoretical model and presents management competencies relevant to the modern business environment. The value of this study resides in a strong theoretical basis for postmodern business environmental skills that managers need to maintain completeness of their organizations as well as providing a sound point of departure for other researchers of managerial competence.
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