Competencies for superior performance across management levels in the provincial government executive offices

Abstract

Purpose

The purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.

Design/methodology/approach

Using the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.

Findings

The authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.

Practical implications

The study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.

Originality/value

This study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.

Citation

Monang, J., Sudirman, I., Siswanto, J. and Yassierli, Y. (2022), "Competencies for superior performance across management levels in the provincial government executive offices", Journal of Management Development, Vol. 41 No. 1, pp. 24-50. https://doi.org/10.1108/JMD-02-2021-0048