Examining the relationship between total quality management practices and perceived students’ practical competence: The role of instructor self-efficacy

Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p < 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.

This study aims to assess how much digital skills are prioritized in public sector recruitment and identify key competency gaps among civil servants. A mixed-methods approach was employed, combining quantitative content analysis of 408 job postings from the official e-qyzmet.kz platform and an online survey among 200 “B” corps civil servants in central and regional government bodies. Survey participants were selected using purposive and nested sampling, with balanced regional representation. The findings reveal that 66.9% of job postings do not specify digital skills as a requirement, and 60% of surveyed civil servants reported that digital competencies were not mandatory for employment. Furthermore, 54.5% of respondents encountered difficulties in using government digital systems due to either a lack of experience or inadequate training. Regional government employees face greater barriers to accessing digital training than central agencies. Despite ongoing e-government initiatives, 56.5% of civil servants have never received formal digital skills training after being hired. These results highlight a misalignment between Kazakhstan’s digital transformation strategy and actual human capital development in the civil service. They emphasize an urgent need to introduce a standardized competency framework and structured digital skill assessments in civil service recruitment and training. Addressing these gaps is essential to strengthening digital governance and ensuring that civil servants are adequately prepared to operate in an increasingly digital administrative environment.

Acknowledgments
This study is funded by the Committee of Science of the Ministry of Science and Higher Education of the Republic of Kazakhstan (No. BR21882308) within the framework of program-targeted funding “Evolution of political institutions and structures in the history of Kazakhstan (XIX–XXI centuries).”

Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The study suggests empirical evidence that general training and firm-specific training reduce employee turnover intention. Moreover, the magnitude of firm-specific training on turnover intention is much higher than general training. Furthermore, employee organizational identification has a partial mediating effect on training and turnover intention. However, the study found no substantial evidence of the moderating effect of employees’ justice perception of receiving training opportunities. Based on the human capital theory and social exchange perspective, the results indicate that both types of training programs help employee retention, and cultivating employee organizational identification can be critical in the training-turnover process.