Exploring Requisite Competency Profiles for an Automated Cement Factory: A Study of Selected Robolab Cement Factories in South Africa
Keywords:
Competency Profile; Robolab System; Cement factory; South AfricaAbstract
The technological innovations in the cement manufacturing industries has grown in recent time from the conventional methods (where manual skills were majorly used) to an automated Robolab system. The Robolab system however, comes with its own difficulties as the process of operating it requires competent professionality. Thus, this study was carried out on this context to exploit the requisite competencies that are required for optimal operation of the Robolab system to maximize cement product and minimize human errors. To achieve this objective, a qualitative research method was adopted, which provided an ample approaches that help in addressing the research objective of this study. A qualitative data was collected from Robolab operators as well as employers of selected cement production factories in South Africa. A thematic method of data analysis was employed to analyse the qualitative data that was gathered through interview questions. The findings of the study revealed that requisite competencies such as technical, behavioural, professional, innovative and creative competencies are key for optimal operation of Robolab system in a cement production factory. Hence, it was recommended that stakeholder within the Robolab cement production factories in South Africa should employ the Integrated Robolab Competency-Profiling Model, which advocates for competency literacy among the employers and users of Robolab system.
References
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2. Baral, N., & Pokharel, M. P. (2017). How sustainability is reflected in the S&P 500 companies’ strategic documents. Organization & Environment, 30(2), pp. 122–141.
3. Basmawi, N. A. H. B., & Usop, H. (2016). The impact of technological change as mediator on employee competency profiling in selected industries in Kuching, Sarawak: A structural equation modeling approach. Journal of Cognitive Sciences and Human Development. Vol, 1, p. 2.
4. Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance.Wiley, New York, NY.
5. Connor, A. M. (2016). An Investigation into the Use of Competency Frameworks for Recruitment and Selection in a Financial Services Organisation in Dublin (Doctoral dissertation, Thesis Submitted to the National College of Ireland, August).
6. Cooney, M., Yang, C., Padi Siva, A., Arunesh, S., & David, J. (2018). Teaching robotics with robot operating system (ROS): A behavior model perspective. In Workshop on “Teaching Robotics with ROS”, European Robotics Forum 2018, Tampere, Finland, March 15, 2018.
7. Curnow, C. (2015). Competency Modeling & Job Analysis. Retrieved from: https://home.ubalt.edu/tmitch/651/competency%20modeling%20trendspdf. [Date of access: 25 October 2015.].
8. Dubois, D. D. (1998). “Preface”, The Competency Casebook: Twelve Studies in Competency-Based Performance Improvement. Amherst, MA: HRD Press.
9. Duran, F. F. M., & Mancha-Navarro, T. (2018). The economics sustainability in medium and small companies in Colombia (SMEs). In Handbook of Research on Intrapreneurship and Organizational Sustainability in SMEs (pp. 342-367). IGI Global.
10. Eldridge, S. M., Lancaster, G. A., Campbell, M. J., Thabane, L., Hopewell, S., Coleman, C. L., & Bond, C. M. (2016). Defining feasibility and pilot studies in preparation for randomised controlled trials: Development of a conceptual framework. PloS one, 11(3), p.1-22.
11. Emami, F. (2017). Application of Competency Management System in Safety Performance: A Case Study of a Canadian Structural Steel and Erection Industry.
12. Gartner Group. (2019). Building the Right Environment to Improve Quality Staff Competencies. ID: G00706204. Analyst(s): Quality Research Team. Available at https://www.gartner.com/en/documents/3913177.
13. Gavin, M. (2012). Plant Engineering. Retrieved from: http://www.plantengineering.com/home/single-article/developing-automation-talent/38f0186f36be36dee9e95b7521ec2212.html. [Date of access: 17 June 2018].
14. Gervais, J. (2016). The operational definition of competency‐based education. The Journal of Competency‐Based Education, 1(2), pp. 98–106.
15. Heyns, R. (2013). Cement in South Africa. Kagiso Asset Management Research, pp. 8–12.
16. Hoffmann, T. (1999). The meanings of competency. Journal of European Industrial Training, 23(6):275–286.
17. Intagliata, J., Ulrich, D., & Smallwood, N. (2000). Leveraging leadership competencies to produce leadership brand: creating distinctiveness by focusing on strategy and results. Human Resource Planning, Vol. 23 No. 3, pp. 12–23.
18. Jackson, S. E., & Schuler, R. S. (2003). Managing Human Resources through Strategic Partnerships, 8th ed., Southwestern, Mason, OH.
19. Janani, J., & Gomathi, S. (2015). Formulating and implementing competency modelling, profiling and mapping’at Private Limited, Ranipet, Vellore. Mediterranean Journal of Social Sciences, 6(1), p. 23.
20. Kock, T., & Weeks, W. (2015). Job-related competencies desired by those who hire international development consultants. Journal of International Agriculture and Extension Education, 22(1), pp. 21–34.
21. LeBoterf, G. (1998). Evaluer les compétences, quels jugements? Quels critères? Quelles instances? La Compétence au Travail, 135(2), pp. 143–151.
22. Liu, H., Wei, S., Ke, W., Wei, K. K. & Hua, Z. (2016). The configuration between supply chain integration and information technology competency: A resource orchestration perspective. Journal of Operations Management, 44, pp. 13–29.
23. Longo, F., Nicoletti, L., & Padovano, A. (2017). Smart operators in industry 4.0: A human-centered approach to enhance operators’ capabilities and competencies within the new smart factory context. Computers & Industrial Engineering, 113, pp. 144–159.
24. Marrelli, A. F. (1998). An introduction to competency analysis and modeling. Performance Improvement, 37, pp. 8–17.
25. McClelland, D. C. (1973). Testing for competence rather than for “intelligence”. American Psychologist, 28(1), p. 1-14.
26. Mitra, S., Bangia, S., & Mitra, J. (2008). 18 Management Competencies Business Professionals Cannot Ignore. New Delhi: Sterling Publishers.
27. Moore, D. R., Cheng, M. I., & Dainty, A. R. J. (2002). Competence, competency and competencies: performance assessment in organisations. Work Study, 51(6), pp. 314– 319.
28. Moustroufas, E., Stamelos, I., & Angelis, L. (2015). Competency profiling for software engineers: Literature review and a new model. In Proceedings of the 19th Panhellenic Conference on Informatics (pp. 235–240). ACM.
29. Nilson, S., & Ellström, P. E. (2012). Employability and talent management: Challenges for HRD practices. European Journal of Training and Development, 36(1), pp. 26-45.
30. Perrenaud, P. (2000). 10 Novas competencias para ensen˜ ar, ArtMed Editora. Portoalegre.
31. Prikshat, V., Kumar, S., Nankervis, A., & Khan, M. M. S. (2018). Indian HR competency modelling: profiling, mapping and an investigation of HRM roles and competencies. The Journal of Developing Areas, 52(4), pp. 269–282.
32. Ravitch, S. M., & Riggan, M. (2012). Reason & Rigor: How Conceptual Frameworks Guide Research. Thousand Oaks CA: Sage Publications.
33. Rosenthal, E. (2007). Cement industry is at centre of climate change debate. New York Times, 26, p. 24.
34. Scrivener, K. L., John, V. M., & Gartner, E. M. (2016). Eco-efficient cements: Potential economically viable solutions for a low-CO2 cement-based materials industry.
35. Selby, S. C., Roos, I., & Wright, L. (2000). Investigation of the application of frontline management training in the community services and health industry: a progress report. Paper presented at the Victorian Community Services and Health Industry Training Board Conference, Melbourne, 22 June. Fundamentals and New Directions in Sample Preparation. Vol. 37: Elsevier.
36. Shafeek, H. (2014). Continuous improvement of maintenance process for the cement industry: A case study. Journal of Quality in Maintenance Engineering, 20(4), pp. 333- 376.
37. Shah, C. R. (2016). Competency Mapping and its impact on Organization Effectiveness with special reference to Sales Staff of Pharmaceutical Industry of Ahmedabad Region. Ahmedabad, India: Gujarat Technological University.
38. Shippmann, J. S., Ash, R. A., Batjtsta, M., Carr, L., Eyde, L. D., Hesketh, B., Kehoe, J., Pearlman, K., Prien, E. P., & Sanchez, J. I. (2000). The practice of competency modeling. Personnel Psychology, 53(3), pp. 703–740.
39. Srividya, N., & Basu, R. (2015). Competency Mapping Correctional Officers. SCMS Journal of Indian Management, 12(1).
40. Tafazoli, D., & Gómez Parra, M. E. (2017). Robot-assisted language learning: Artificial intelligence in second language acquisition. Current and Future Developments in Artificial Intelligence, 370.
41. The UK National (and Scottish) Vocational Qualification System. (1997). State of the art or in a state? International Journal of Training and Development, 1(4), p. 242.
42. Thinnisses, P., Boselie, P., & Fruytier, B. (2013). A review of talent managemnt: 'infancy of adolescence?' International Journal of Human Resource Management, 24(9), pp. 1744–1761.
43. Treasury Board of Canada Secretariat. (1999). Framework for Competency-based Management in the Public Service of Canada. Report of joint initiative between the Treasury Board of Canada Secretariat and the Public Service Commission, December.
44. Uzzaman, I., Rahman, M., Alam, M., & Alam, S. (2016). Simulation of cement manufacturing process and demand forecasting of cement industry. Global Journal of Researches in Engineering: G Industrial Engineering, 16(2).
45. Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision, 50(5), pp. 925–941.
46. Vakola, M., Eric Soderquist, K., & Prastacos, G. P. (2007). Competency management in support of organisational change. International Journal of Manpower, 28(3/4), pp. 260–275.
47. Van Vuuren, D. P., Stehfest, E., Gernaat, D. E., Berg, M., Bijl, D. L., Boer, H. S., Daioglou, V., Doelman, J. C., Edelenbosch, O. Y., Harmsen, M., & Hof, A. F. (2018). Alternative pathways to the 1.5 C target reduce the need for negative emission technologies. Nature Climate Change, 8(5), p. 391.
48. Vladova, G., Ullrich, A., & Sultanow, E. (2017). Demand-oriented competency development in a manufacturing context: the relevance of process and knowledge modeling: Proceedings of the 50th Hawaii International Conference on System Sciences 2017. http://hdl.handle.net/10125/41699 . [Date access 20 November 2019].
49. Whelan, E., Collings, D. G., & Donnellan, B. (2010). Managing talent in knowledge- intensive settings. Journal of Knowledge Management, 14(3), pp. 486–504.
50. Yigitcanlar, T., & Bulu, M. (2015). Dubaization of Istanbul: Insights from the knowledge- based urban development journey of an emerging local economy. Environment and Planning A, 47(1), pp. 89–107.
51. Zainal, Z. (2007). Case study as a research method. Journal Kemanusiaan, 5(1).
Published
2020-12-14
How to Cite
Manganye, A., & Mbukanma, I. (2020). Exploring Requisite Competency Profiles for an Automated Cement Factory: A Study of Selected Robolab Cement Factories in South Africa: Array. Acta Universitatis Danubius. Œconomica, 17(1). Retrieved from https://dj.univ-danubius.ro/index.php/AUDOE/article/view/737
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Business Administration and Business Economics
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