Human Resource Competency Modelling in Consumer Protection Institutions in the Special Capital Region of Jakarta

Novriansyah Novriansyah; Sri Rahayu; Junaidi Junaidi

doi:10.47747/ijmhrr.v7i3.3524

Authors

Novriansyah Universitas Muhammadiyah Palembang, Indonesia
Sri Rahayu Universitas Muhammadiyah Palembang, Indonesia
Junaidi Universitas Muhammadiyah Palembang, Indonesia

DOI:

https://doi.org/10.47747/ijmhrr.v7i3.3524

Keywords:

HR Competence, Technology Adoption, Consumer Protection Institution, Special Capital Region of Jakarta

Abstract

This study aims to develop and test a model of human resource (HR) competence in Consumer Protection Institutions (LPK) in the Special Capital Region of Jakarta, with technology adoption as a mediating variable. This research is motivated by the low digital competence of LPK HR and the absence of a standardized competence model integrated with technology. The study employed an explanatory quantitative approach using Structural Equation Modeling-Partial Least Squares (SEM-PLS). The study population consisted of 275 leaders and staff from the National Consumer Protection Agency (BPKN), the Consumer Dispute Settlement Agency (BPSK), and Community-Based Consumer Protection Institutions (LPKSM) in DKI Jakarta. The research sample comprised 125 respondents selected through purposive sampling. Data were collected through an online survey using a questionnaire that had been tested for validity and reliability. The results showed that: (1) Individual factors (work experience and motivation) have a positive and significant effect on technology adoption and HR competence; (2) Organizational factors (organizational structure and organizational culture) have a positive and significant effect on technology adoption and HR competence; (3) External factors (government policies and benchmarking institutions) have a positive and significant effect on technology adoption and HR competence; (4) Technology adoption has a positive and significant effect on HR competence; (5) Technology adoption significantly mediates the influence of individual, organizational, and external factors on HR competence. The resulting competence model has strong predictive power (R² = 0.767; Q² = 0.879) and a very good goodness-of-fit (GoF = 0.685). Government policy proved to be the factor with the strongest influence on HR competence (coefficient = 0.346; t-statistic = 9.169). This study recommends strengthening competence-based digital training programs, revitalizing HR management systems that value digital competence, fostering a collaborative organizational culture, and advocating for government policies that ensure adequate training budget allocation

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