Classical Competency Development Strategy: Closing the Sociocultural Managerial Competency GAP of ASN at the Semarang POM Center
Sahat Nicolus Wicaksono Panggabean1, Yosafat Anditya Wiryawan2, Edy Raharja3
1Sahat Nicolus Wicaksono Panggabean, Student, Department of Management Study Program, Faculty of Economics and Business, Diponegoro University, Indonesia.
2Yosafat Anditya Wiryawan, Student, Department of Management Study Program, Faculty of Economics and Business, Diponegoro University, Indonesia.
3Dr. Edy Raharja, Researcher, Department of Management Study Program, Faculty of Economics and Business, Diponegoro University, Indonesia.
Manuscript Received on 20 January 2025 | First Revised Manuscript Received on 28 January 2025 | Second Revised Manuscript Received on 16 March 2025 | Manuscript Accepted on 15 April 2025 | Manuscript published on 30 April 2025 | PP: 1-7 | Volume-11 Issue-8, April 2025 | Retrieval Number: 100.1/ijmh.F178611060225 | DOI: 10.35940/ijmh.F1786.11080425
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: This study aims to analyze the effectiveness of classical competency development methods in closing the gap between managerial and sociocultural competencies in the State Civil Apparatus (ASN) at the Semarang POM Center. This study uses a sequential explanatory design mix-method with a quantitative approach through a questionnaire to 108 ASNs and qualitative through in-depth interviews with 8 ASNs to analyze the effectiveness of classical competency development. The sampling technique uses stratified random sampling for quantitative and purposive sampling for qualitative, with quantitative data analysis in descriptive statistical tests, paired sample t-tests, and correlation tests. The results of the paired sample t-test showed a significant increase between pre-training and post-training scores (p < 0.001), with the communication and integrity aspects experiencing the greatest improvement. Pearson's correlation test also found a strong positive association between training quality and improving sociocultural managerial skills (r = 0.582). Qualitative results from semi-structured interviews supported the quantitative findings, in which participants reported improved collaboration, decision-making, and change management abilities after training. Triangulation between quantitative and qualitative results shows strong consistency, thus strengthening the validity of the findings. In conclusion, classical training is effective in improving the technical and sociocultural skills of civil servants, which are crucial in public service and change management in a dynamic work environment.
Keywords: Sociocultural, Managerial Competency, POM.
Scope of the Article: Management