Competency In The Restaurant Industry

Today, competition is fierce and intense in the restaurant industry due to the threat of new entrants and many existing rivals in the market (Heer, 2015). The success of any business organization depends on their personnel which are guided by the competencies of the managers (Navarro, 2013). Supported by Koontz (2007) he mentioned that the success of an organization in achieving its goals and objectives at the same time satisfies social responsibilities depend largely to the managers.

Managers refer to a person who is responsible for the realization of the management process and thus plays a vital role in present-day of the organization (Cieślińska, 2007). Moreover, According to Drucker (1994) he mentioned that manager is synonymous with a

Moreover, One of the major components is the skill as defined by Green (2011) it is a commonly used to defined in a simpler way to whether some can do specific task or set of task. Same as skills one of the major components of competency is knowledge, thus it is referred to us as understanding based on experience (Firestone & McElroy, 2003).

Another major component of competency is personal attributes, where according to Kumar (2013) it is the inherent characteristics which are brought to the job representing the essential foundation upon which knowledge and skill can be developed. And lastly, Behavior as one of the major component of competency, according to Sahu (2009) it is an essentially definitive expression of a competency in that is the set of action that presumably can be observed, taught, learned and

As competence referred as the sum of our knowledge, values, skills and attitude thus the sum of our experiences that we have learned during our lifetime. In addition, The definition of F. Krontorád and M. Trčk supported that an employee uses this combination of skills, knowledge, behavior and abilities in doing their job and it is critical to achieving results which are aligned with the strategic goals of the organization.

In lieu with this, Managerial competencies provide a basis for an effective performance management program (Navarro, 2013). Furthermore, as claimed by Abraham (2010), effective performance serves as the key device of change that improves individual team accomplishment.

In Agreement to that, N. Rankin affirmed that competencies are essentially the definition of expected performance, which should as a whole provide a complete picture of the most valuable behavior, values, and roles required for the success of the