Effect of core competence on organizational performance in an airport shopping center

This paper examines the relationships among core competence, unobservable human capital, and organizational performance conduct at an airport shopping center making use of personal interviews and secondary data. Factor analysis and hierarchical models are used to explore the relationship between performance and competence among employees. The findings suggest that the variables of core competences are positively correlated with organizational performance. Viewed from the perspective of job position, the management and non-management core competences of employees have different effects on organizational performances. The core competences of non-management, provide the greatest contribution to the performance of the shopping center while those for management are irrelevant.

► We found that the variables of core competences are positively correlated with organizational performance. ► Management and Non-management core competences of employees have different effects on organizational performances. ► This study revealed that the younger the employee, the better the performance of employees. ► The past professional skills and work-related competence have a reverse effect on the performance.