Effect of Staff Competence on Project Implementation of Government Funded Projects in USA

Authors

  • Dest Pichlak Hutchinson Duke University
  • Aaronson Gavin Hogan Duke University
  • Turner Grzesik Newsom Duke University

DOI:

https://doi.org/10.53819/81018102t50118

Abstract

Staff competence is fundamental in ensuring the performance of a particular project. Competency among staff is expected to induce high-performance project results and optimistic business outcomes. Competencies such as management skills lead to the enhancement of the likelihood of project success. Thus, the study examined the effect of staff competence on project implementation of government-funded projects in the USA. The study was literature based. The study discovered that staff competence has a significant impact on project implementation. Staff competence includes the combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhanced employee performance and ultimately result in organizational success. To understand competencies, it is important to define the various components of competencies. Employee competencies are a list of skills and behaviors that are specific and well-defined and are used to lay out an organization's performance. Identifying the level of competence of project supervisors is required to promote effective project implementation. The study concluded that staff competence influences the effective implementation of projects. The study recommended that much consideration be implemented to support staff competency. Organizations need to set aside resources that can be used for the capacity building of the employees. The organization's employees should be tested to examine their competency level. Creating a project group with the requisite competencies to conduct their functions is important. There is a need for regular staff training to improve the competency needed in the implementation of projects. The workers should have the required skills to perform the activities adequately and attain the objectives. Creating a project group with the requisite competencies to conduct project implementation functions is necessary.

Keywords: Staff competence, project implementation, USA

Author Biographies

Dest Pichlak Hutchinson, Duke University

Postgraduate Student, Duke University

Aaronson Gavin Hogan , Duke University

Lecturer, Duke University

Turner Grzesik Newsom, Duke University

Lecturer, Duke University

References

Bals, L., Schulze, H., Kelly, S., & Stek, K. (2019). Purchasing and supply management (PSM) competencies: Current and future requirements. Journal of purchasing and supply management, 25(5), 104-119. https://doi.org/10.1016/j.pursup.2019.100572

Buheji, M., & Buheji, A. (2020). Planning competency in the new Normal–employability competency in post-COVID-19 pandemic. International Journal of Human Resource Studies, 10(2), 237-251. https://doi.org/10.5296/ijhrs.v10i2.17085

de Oliveira, G. F., & Rabechini Jr, R. (2019). Stakeholder management influence on trust in a project: A quantitative study. International journal of project management, 37(1), 131-144. https://doi.org/10.1016/j.ijproman.2018.11.001

Esthi, R. B., & Savhira, I. (2019). The influence of work training, competence and discipline of work on employee performance in PT. Lestarindo Perkasa. Journal of Research in Business, Economics, and Education, 1(2),19-23

Glyptis, L., Christofi, M., Vrontis, D., Del Giudice, M., Dimitriou, S., & Michael, P. (2020). E-Government implementation challenges in small countries: The project manager's perspective. Technological Forecasting and social change, 15(2), 119-128. https://doi.org/10.1016/j.techfore.2019.119880

Grzesik, K., & Piwowar-Sulej, K. (2018). Project managers’ competencies and leadership styles from the perspective of organizations functioning in Australia. Journal of Entrepreneurship, Management and Innovation, 14(3), 59-71. https://doi.org/10.7341/20181432

Guo, X., & Kapucu, N. (2019). Examining stakeholder participation in social stability risk assessment for mega projects using network analysis. International Journal of Disaster Risk Management, 1(1), 1-31. https://doi.org/10.18485/ijdrm.2019.1.1.1

Jiméneza, M. B., Fasci, M. A., & Valdez, J. (2019). A Comparison of Management Style for Mexican Firms in Mexico and the United States. International Journal of Business, 14(3), 89-93

Klein, C., DiazGranados, D., Salas, E., Le, H., Burke, C. S., Lyons, R., & Goodwin, G. F. (2020). Does team build work? Small group research, 40(2), 181-222. https://doi.org/10.1177/1046496408328821

Kozłowska, M., & Lubina, M. (2021). The Burmese road to Israeli-style agricultural cooperative: The Namsang project, 1956–63. Journal of Southeast Asian Studies, 52(4), 701-725. https://doi.org/10.1017/S0022463421000977

Nani, D. A., & Ali, S. (2020). Determinants of Effective E-Procurement System: Empirical Evidence from Thailand Local Governments. Jurnal Dinamika Akuntansi Dan Bisnis, 7(1), 33-50. https://doi.org/10.24815/jdab.v7i1.15671

Owen, R., Priest, S., & Kotze, A. (2022). Applying behaviour analysis to team-building in outdoor learning. Journal of Adventure Education and Outdoor Learning, 4(2)1-14. https://doi.org/10.1080/14729679.2022.2127113

Plummer, F. B., & DarConte, F. X. (2021). Leadership, Ethics, and Project Execution: An Evidence-Based Project Success Model. Routledge.

Podgórska, M., & Pichlak, M. (2019). Analysis of project managers’ leadership competencies: project success relation: what are the competencies of polish project leaders? International Journal of Managing Projects in Business, 7(2), 16-26. https://doi.org/10.1108/IJMPB-08-2018-0149

Poth, A., Kottke, M., & Riel, A. (2020, June). Evaluation of agile team work quality. In International Conference on Agile Software Development (pp. 101-110). Springer, Cham. https://doi.org/10.1007/978-3-030-58858-8_11

Rana, A. G., & Shuja, A. (2022). Influence of Leadership Competencies on Transport Infrastructure Projects' Success: A Mediated Moderation through Innovative-Work-Behavior and the Project Type. India Journal of Commerce and Social Sciences, 16(1), 1-33.

Sanyal, S., & Hisam, M. W. (2018). The impact of teamwork on work performance of employees: A study of faculty members in Dhofar University. IOSR Journal of Business and Management, 20(3), 15-22.

Shamim, M. I. (2022). Exploring the Success Factors of Project Management. American Journal of Economics and Business Management, 5(7), 64-72.

Stjerne, I. S., Söderlund, J., & Minbaeva, D. (2019). Crossing times: Temporal boundary-spanning practices in interorganizational projects. International Journal of Project Management, 37(2), 347-365. https://doi.org/10.1016/j.ijproman.2018.09.004

Thesing, T., Feldmann, C., & Burchardt, M. (2021). Agile versus waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 18(1), 746-756. https://doi.org/10.1016/j.procs.2021.01.227

Yucel, M. G., & Ayvaz, B. (2019). Causal loop analysis and improvement areas of AS 9100 aerospace quality management system implementation in Turkish aerospace and defence industry supply chain. Int. J Sup. Chain. Mgt Vol, 8(3), 685-694

Zuo, J., Zhao, X., Nguyen, Q. B. M., Ma, T., & Gao, S. (2018). Soft skills of construction project management professionals and project success factors: A structural equation model. Engineering, Construction and Architectural Management 9(3), 17-34. https://doi.org/10.1108/ECAM-01-2016-0016

Downloads

Published

2022-10-17

How to Cite

Hutchinson, D. P. ., Hogan , A. G. ., & Newsom, T. G. . (2022). Effect of Staff Competence on Project Implementation of Government Funded Projects in USA. Journal of Entrepreneurship & Project Management, 6(6), 13–21. https://doi.org/10.53819/81018102t50118

Issue

Section

Articles