Analysis of factors influencing the teamwork competences of managers starting their professional career

Abstract

PURPOSE: The aim of this article is to investigate the relationship between the features that may affect the development of teamwork of students (future managers) who start their professional career. For the purposes of human resource management - employment and development of employees, it is important which of the social competences and to what extent strengthen the competence of teamwork.

DESIGN/METHODOLOGY/APPROACH: The analysis was based on research carried out over 2 years (2017-2018) on a random sample of 265 university students. The method used in the research was a survey. The actual research was preceded by pilot studies validating the research tool and the scope of research issues - including the comprehensibility and unambiguity of questions. In the study and verification of the relationship, parametric tests were used, and to demonstrate the interactions between the factors, multivariate adaptive regression with the use of spline functions (MARS). Based on the obtained results, a mathematical model of the influence of the researched factors on the teamwork competence was proposed.

FINDINGS: The research results show a strong mutual dependence of social competences - the strongest impact on teamwork competences was (in particular, team management), conflict resolution competences, organizational skills, communication with the environment and strategic thinking. The analyzes contained in the article show that the study and then the improvement of employee competences should always be considered comprehensively and look for groups of mutually reinforcing competences.

PRACTICAL IMPLICATIONS: Research results can be a practical tool used in the recruitment and improvement of the company's managerial staff. The results of the research allow the management staff to improve selected managerial competences and at the same time to increase the market competitiveness of the entire enterprise.

ORIGINALITY/VALUE: Most of the articles in competency research focus on the analysis of a selected feature and its impact on, employment opportunities or the effectiveness of tasks performed. The article supplements the subject of personnel management by filling the cognitive gap regarding the mutual dependence of social competences that affect the effectiveness of the enterprise. The proposed model describes the level of team management competences in relation to other social competences enriches the choice of methods and tools for personnel management.