How to cite:

Egidio da Costa and NiuXiongying. (2021). The Role of Human Resources

Competency on SMEs Performance in Timor – Leste. Journal Eduvest.

1(11): 1203-1213

E-ISSN:

2775-3727

Published by:

https://greenpublisher.id/

Eduvest – Journal of Universal Studies

Volume 1 Number 11, November 2021

p- ISSN 2775-3735 e-ISSN 2775-3727

THE ROLE OF HUMAN RESOURCES COMPETENCY ON

SMEs PERFORMANCE IN TIMOR – LESTE

Egidio da Costa and Niu Xiongying

Business School, University of International Business and Economics, Beijing, China

E-mail: egidiodacosta90@gmail.com and niuxy@uibe.edu.cn

ABSTRACT

Small and medium enterprises (SMEs) play a large role in the economic

development of each country. This can be seen from their contribution to the

gross domestic product (GDP). Furthermore, the existence of impacts on the

development of a number of countries, particularly small and developing

countries, This study was conducted with the aim of exploring the influence of

skills, knowledge, and abilities on the performance of SMEs with a quantitative

approach. The population in this study was SMEs domiciled in Dili, Timor-Leste,

and the sampling method was simple random sampling. The data collection was

conducted by distributing questionnaires to 250 SMEs and their owners and

managers. The measurement scale used was a Likert scale. SPSS version 23 was

used to analyze the data, which included multiple regression analysis. The

results of the F test (simultaneous) analysis show that the skills (X1), knowledge

(X2), and ability (X3) have positive and significant effects on SMEs’ performance

(Y). While t-test (partial) results show skills are positive but do not significantly

influence SMEs' performance, knowledge and abilities show positive and

significant effects on SMEs' performance.

KEYWORDS

Human Resources Competency, Performance, Role, SMEs

This work is licensed under a Creative Commons

Attribution-ShareAlike 4.0 International

 
 
Egidio da Costa and Niu Xiongying 
 
The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1204 
 
INTRODUCTION 
 
Small and medium-sized enterprises (SMEs) are businesses that play an important 
role in their ability to ensure economic stability (Bagwell et al., 1998) and as sources of job 
creation. The  performance  of  small  and  medium-sized  enterprises (SMEs)  has a  direct 
impact on the economic development of developed and developing countries. As a result, 
government  assistance  such  as  capital,  capital  access,  infrastructure,  information, 
marketing, licensing, regulation, and the associated training and capacity-building program 
are valuable in improving the performance of SMEs. 
Pramashella (2017) stated that, in terms of characteristics, small and medium-sized 
enterprises (SMEs) have a higher survival rate than large enterprises, although most of 
them are small and medium-sized enterprises that operate without the use of machines and 
mostly  rely  only  on  human  resources.  As  it  is  known,  the  position  of  HR  in  today's 
organizations is not only a means of production but also a tool and a determining factor for 
the development of the activities of the organization because the higher the quality of the 
resources, the better the performance will be produced by HR at work.   
The development of human resources skills is one of the factors that affects the 
performance of SMEs because each business unit is determined by how the people involved 
manage  the  business  (Wahyudiati  &  Isroah,  2018)  but  limited  human  resources  are 
accompanied by limited capital and technology. This is considered one of the main causes 
of  the  low  competitiveness  of  SME  products  compared  to  large  industrial  products, 
(Tambunan, 2004) and and these difficulties have an impact on SME owners not being able 
to manage the business properly and negatively impacting business performance. 
As human resources with a high level of knowledge, skills, and abilities, they are 
able  to  support  the  improvement  of  employee  performance  and  also  contribute  to  the 
performance  of  the  company  (Robbins  &  Judge,  2008).  The  results  of  the  SMEs’ 
performance are visible through the return on investment (ROI) (Kotler, 1997), Balanced 
Score Card (BSC), (Wibowo and Utami, 2018). In addition, most companies also measure 
performance by sales volume, earnings over a period of time, and an increase in the number 
of employees (Munizu, 2010). 
The performance of SMEs often faces many  obstacles. Some  of the causes are 
problems in human resources, such as knowledge, skills, and capacity (Ardiana et al. 2010), 
product ownership, financing, marketing, and other problems that lead SMEs to compete 
over  large  companies  (Aribawa,  2016).  Therefore,  improving  the  quality  of  human 
resources is essential, and human resource development should be achieved not only for 
SMEs' owners but also for their employees. 
Small and medium-sized enterprises (SMEs) may also have serious problems due 
to things like a lack of skills, poor market access and development, a weak capital structure, 
poor organization and management, a small business network, and a lack of cooperation 
with other economic actors. 
Empirical research shows that the majority of SMEs’ owners have a lack of vision 
and knowledge, making them short-term oriented, and efforts to improve performance tend 
to be more conventional due to a lack of knowledge of management, which ultimately turns 
out to have a negative affect on business performance (Wahyudiati & Isroah, 2018). So, it's 
important for the owners of small and medium-sized businesses (SMEs) to have the skills 
they need to reduce these barriers, keep growing, and gain a competitive edge. 
Timor-Leste is one of the countries that continues to grow, and the development of 
SMEs in the country has occurred quite rapidly in recent years. However, according to the 
results  of  a  preliminary  survey,  many  SMEs  in  Timor-Leste  generally  ignore  the 

Eduvest – Journal of Universal Studies 
Volume 1 Number 11, November 2021 
 
1205    http://eduvest.greenvest.co.id 
competence of human resources (HR), such as skills, knowledge, and knowledge. It seems 
that the main issues affecting the performance and competitiveness of SME are as assumed. 
Furthermore,  the  quality  of  human  resource  competencies,  as  well  as  the  delivery  of 
products and services, still needs to be improved. Not only that, but there has been no 
empirical  research  done  on  this  topic  in  Timor-Leste.  This  is  the  main  reason  why 
researchers are doing this research: to find out how skills, knowledge, and abilities affect 
the performance of small and medium-sized enterprises (SMEs).  
Competence is closely related to performance, both individual and organizational 
(corporate). According to (Armstrong (1994) and Ardiana et al. (2010), a person's success 
can be seen in his or her knowledge, skills, experience, and behavior to complete the task. 
Kaur & Bains (2013) conclude that competence is a set of experiences, knowledge, skills, 
and attitudes necessary for effective performance in a task or job. Purnomo and Lestari, 
(2010) agree with this point of view. They say that there are many ways to measure how 
well an organization is doing, including human resource management, which is related to 
human behavior and human resource competencies. 
In  (Zhaviery  et  al.  2018)  the  research  of  Hamzani  (2014)  confirms  that  the 
competence of human resources has a big effect on the performance of SMEs. Theo (2012) 
n the other hand, finds that business performance is mostly a reflection of how productive 
employees are.. 
The  results  of  Anoraga  (1997)  study  demonstrate  that  HR  competence  is 
significantly correlated with the performance of SMEs. Based on the results of the data 
analysis, it is also proven that competencies consisting of knowledge, skills, and abilities 
have a significant effect, unlike the knowledge variable. On the other hand, in this study, 
the researchers found that the government training program is one of the factors that has 
not been maximized and really needs extra attention. 
While the research by Lowe et al (2010) examined the variables, skills, knowledge, 
and behavior of the hostager (Mulyaningsih, 2008) on the company's performance, which 
was  shown  quantitatively  (financially)  and  qualitatively  (not  financially),  Sirupolis  (in 
Mulyaningsih, 2008) found a positive relationship. The results of this study indicate that 
business managers have a good understanding of the environment when doing business, 
which in turn can increase the average income of SMEs. Ziana Asyifa et al. (2010) found 
the same results in their survey, but researchers expect SME operators to pay more attention 
to service and quality. 
Munizu (2010) research shows that internal factors like the competence of human 
resources (owners, managers, and employees) have a significant and positive effect on the 
performance of micro and small businesses. This means that both external and internal roles 
can  affect  the  performance  of  SMEs.And  SMEs  that  have  positive  relationships  with 
internal and external parties are likely to achieve these improvements in governance and 
practical skills. After looking at and analyzing the effects of HR competencies (knowledge, 
skills, and abilities) on SMEs, it was decided that HR competencies have a big effect on 
performance, which is the best thing for the company. 
(Demirbag et al. 2006). explores the role of HR competencies in improving the 
performance of SMEs using qualitative methods. The results of this study confirm that the 
role of human resource (HR) competence is a determining factor for an organization or 
company, and competence is an aspect that determines the success of MSME. This study 
again  summarizes  that  the  high  competence  of  an  organization's  HR  will  ultimately 
determine the quality of its competitiveness. 
The  research  results  of  (Murtadlo,  2018)  on  SMEs'  performance  based  on 
competence,  commitment,  and  motivation  indicate  that  engagement,  competence,  and 
business  motivation  simultaneously  have  a  positive  and  significant  effect  on  SMEs' 

Egidio da Costa and Niu Xiongying

The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1204

performance. Not only that, research results by Ismail and Abidin (2010) show that

employee competence has a significant effect on SMEs. In the service sector, employees'

performance is also based on their capital and personal traits.

Sitharam and Hoque (2016) argue that external factors, government factors, factors

of macroeconomic conditions, competition, globalization, criminal acts, and corrupt

practices are the main challenges for SMEs. This survey was conducted in South Africa,

and the results of the survey show that there is a significant relationship between MSMEs’

performance compared to last year's performance and competition. Therefore, it is

concluded that skill has a great influence on performance; the more skill the entrepreneur

has, the higher the business's performance. On the other hand, as an entrepreneur with low

skill, it will also lead to low performance. Therefore, the skill will have an impact on

improving performance to generate business profit.

RESEARCH METHOD

This study involved a total of 250 small and medium-sized enterprises (SMEs)

located in Dili, Timor-Leste. The sampling method is random sampling. The types of data

in this study are divided into two categories: Primary data and secondary data Primary data

obtained directly from respondents and secondary data obtained from the literature search,

including literature or reviews, The data sources for this study are the respondents, namely

the owners of small and medium-sized enterprises (SMEs). This study uses a questionnaire

with a Likert scale of 1 to 5.

The data analysis method used in this study uses multiple linear regression analysis

with SPSS 23. The variables in this study are composed of independent variables such as

skills (X1), knowledge (X2), and ability (X3), while the dependent variable is the

performance of the students (Y). The hypothesis test in this study used simultaneous and

partial methods. The simultaneous test (F test) is used to determine if all independent

variables have the same effect on the dependent variable, while the partial test (T test) is

the test used to test the significance of the partial regression/coefficient.This partial test is

used to determine the partial effect between the independent variable and the dependent

variable by looking at the t value at a significance level of 5%. Furthermore, this study also

used the determinant (R2), which is basically used to measure how well the model can

explain the variability of the dependent variable.

RESULT AND DISCUSSION

Performance is the result of work done by an individual or a group of individuals in

an organization in accordance with the authority and responsibility assigned to each

employee in achieving organizational goals. This idea is reinforced by the conclusion.

According to Aribawa (2016) SME performance is the result of work done by an individual

in the company within a specific time frame and will be associated with a measure of the

value or standard of the company where the individual works. Another opinion was

expressed by Theo (2012) who stated that the company's performance refers to the

achievement of the necessary actions and execution of work. According to Nugrahayu and

Retnani (2015), "company performance" is the overall success of the company in achieving

the strategic goals that have been set through selected strategic initiatives. As a result, the

performance of a business or company is essentially determined by the productivity of its

employees.

Egidio da Costa and Niu Xiongying

The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1206

From the different interpretations found by different researchers, it is understood that

the performance of SMEs requires a measure to determine the level of success or

achievement of the company's performance. If the individual's performance is good, surely

the company's and the organization's performance will be better. A variety of indicators

can be used to analyze and measure the company's performance and determine how the

company achieves its strategies through its employees.

Gitosudarmo (2001) revealed several indicators used to measure the performance of

a business unit, including the amount of revenue earned, growth rate, competitive

advantage, company independence, and corporate image. Munizu (2010) also suggests a

few ways to measure the performance of a small or medium-sized enterprise (SME). These

are: capital sales growth, labor force growth, market growth, and profit growth. Zaenal In

Rusdi (2016) further stated that several indicators that can be used to measure the

performance of an SME, namely: profit growth, number of customers growth, sales

growth, and assets growth.

A similar idea has also been added by Soleh (2008) who says that the growth rate of

firms is measured by examining the increase in income, labor force, and consumers using

their products. Hadjimanolis (2000) also mentions a number of indicators to see and

measure the growth rate of a business, especially small businesses, such as an increase in

employees, profit, and the ratio of return on assets. From the number of indicators above

showing performance, it can also be seen that there are a number of factors that can affect

the performance of small and medium enterprises.

A According to Minuzu (2010), there are two types of factors that affect the

performance of SMEs, namely internal and external factors. Internal factors consist of

aspects related to human resources, financial aspects, production aspects, operational

techniques, and marketing aspects. External factors also consist of government policies,

socio-cultural, and economic aspects, as well as the roles of relevant agencies. Anggadwita

and Mustafid (2014) found that the performance of small and medium-sized businesses is

also affected by a number of factors, including entrepreneurship, human resource

competence, innovation, and sustainability.

A. Human Recourses Competence

Competency is defined as the ability to perform tasks in the workplace, including

the application of skills supported by knowledge (cognitive) and ability in accordance with

the required conditions. Thus, standards of competence can be seen as formulating skills

and talents that human resources (HR) must possess to perform a function in accordance

with the requirements that are defined or agreed upon. That competence is part of a deep

personality and is associated with a person with predictable behavior in various jobs and

tasks. Meanwhile, according to Utami et al. (2017), the concept of competence is the main

determinant for a person to achieve outstanding performance. Dessler (2009) also found

that competence is an individual trait that can be considered, including knowledge, skills,

and behaviors that can lead to performance and success. The same statement was also

put forward by Mondi (2008), which states that competence is a set of technical

knowledge, quality, and behavior related to human skills or understanding of company

policies.. Sutrisno (2009) adds that competence is an ability based on skills and knowledge

that is supported by work attitudes and their application in carrying out tasks and working

in certain workplaces. The indicators of HR competence in this study were obtained based

on research by Ardiana et al. (2010), namely skills, knowledge and abilities. Furthermore,

the components of competence can be understood from various aspects, including skills,

knowledge and behavior (Dessler, 2009). As indicators of competence according to

Fadillah et al. (2017) namely nature, self-concept, knowledge, skills, and motivation

Egidio da Costa and Niu Xiongying

The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1208

Figure 1 Conceptual model showing the hypothesized relationship between human resourses

competency and SMEs performance.

To increase the success of a company, it must have good and balanced competencies

such as knowledge, skills, ability, and behavior. Micro, small, and medium-sized

enterprises (MSMEs) are a group of enterprises that are able to advance the economy.

However, this company still seems to be underperforming due to the lack of knowledge,

skills, and empowerment opportunities in the business. There is no denying that HR

competency is one of the determinants of a company's success, especially for SMEs.

Having the right skills means possessing peak performance for small and medium

businesses. Len (2017) in her research, found that there was a positive influence of skills

on the performance of small and medium enterprises; Amelia and Hendra (2016) also found

the same results as previous studies that skills had a significant effect and still have a

significant effect on the performance of SMES. The same study was conducted by

Megantoro (2015) and stated that there was a positive effect of skills on the performance

of small and medium enterprises. However, Viviani et al. (2020) found that the skill

variable had no positive or significant effect on the performance of SMEs. This

insignificant result means that skills affect performance, but the effect is small and does

not have much impact on performance. Hence, it is assumed that;

H1: The Labour Skill is Positively Affected on Sme’s Performance.

Competence is needed to help the organization, create a high work culture of organizational

performance (Wibowo, 2012), who argue that entrepreneurial knowledge has a positive but

not significant effect on the performance of smes (Echdar, 2016). Research of

Trihudiyatmanto and Purwanto (2018) showed the same result, that knowledge had a

negative and insignificant effect on the performance of smes. However Rahman et al.

(2015) in their study found that there was a positive influence between knowledge and

performance of small and medium enterprises, small and medium enterprises (SMEs).

Hence it is assumed that;

H2: The Labour Knowledge is Positively Affected on SME’s Performance.

The performance of SMEs is determined by the performance of their human resources and

its result Mostly lies in the production scale. Putri Andam at, el (2015) in their research

found that the ability factor has a significant influence on the performance of small and

medium enterprises. Ardiana at el (2010) in their research also found that there is an effect

variable of ability on performance. Hence it is assumed that:

H3: The Labour Ability is Positively Affect on SME’s Performance

Every entrepreneur aims to maximize the business (Idris, 2015) Which is indicated by sales

growth, company asset growth and profit growth (Lee & Tsang, 2001), HR competence is

closely related to knowledge, skills, abilities and personality characteristics that directly

Skills

Knowledge

Ability

SME’s Performance

Eduvest – Journal of Universal Studies

Volume 1 Number 11, November 2021

1211 http://eduvest.greenvest.co.id

affect smes performance (Mangkunegara, 2012). Previous research by Primadanti and

RAHARDJA (2017) also shows that simultaneously and partially competence have a

positive and significant effect on the performance of smes relevant research also found by

(Viviani et al., 2020) where the result support and accept the hypothesis, that HR skills,

knowledge and ability have a positive effect on SMEs performance. Therefore it can be

hypothesized that:

H4: Skill and Knowledge, Ability Are Simultaneously positive and significant Affected

on SMEs Performance

Table 1.Hypothesis testing with T test

Coefficients

Model

Unstandardized coefficients

Standardized

coefficients

Sig.

Std. Error

Beta

(constant)

6.135

1.848

3.320

.001

Skills(x1)

.023

.098

.015

.235

.814

Knowledge(x2)

.313

.086

.286

3.646

.000

Ability(x3)

.393

.066

.428

5.943

.000

A. Dependent variable: smes performance(y)

Source: Data processing result of SPSS 23, the t test using hr competency (skills,

knowledge, ability) as independent variable and smes performance as dependent variable,

primary data, 2021.

Referring to the result of the regression in table 1, it shows that the significance

value of skills is 0.814 > 0.05. It can be concluded that there is no significant effect, but

there is a positive effect of skills on the performance of the smes and the significance value

of knowledge is 0.000 <0.05 meaning there is positive and significant effect of knowledge

on sme performance while the significance value of abilty is 0.000 < 0.05. Thus there is a

positive and significant effect of capacity on SME’s performance.

Table 2. Hypotheses testing with f test

Anova

Model

Sum of

squares

Mean square

Sig.

Regression

5876.002

1958.667

70.570

.000

Residual

6827.742

246

27.755

Total

12703.744

249

A. Dependent variable: sme's performance(y)

B. Predictors: (constant), ability(x3), skills(x1), knowledge(x2)

Source: Data processing result of SPSS 23, the f test using hr competency (skills,

knowledge, ability) as independent variable and smes performance as dependent variable,

primary data, and 2021.

Based on the above output, the significance value for the effect of skills (X1),

knowledge (X2), ability (X3) on smes performance (y) simultaneously is known to be

0.000, therefore it can be concluded that H4 is accepted.

Table 3 Coefficient of Determination (R

)

Model summary

Model

R square

Adjusted r square

Std. Error of the estimate

.680

.463

.456

5.26831

A. Predictors: (constant), ability(x3, skills(x1), knowledge(x2).

Source: Data processing result of SPSS 23, coefficient determinat (R

) result, 2021

Egidio da Costa and Niu Xiongying

The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1212

Based on the output model summary table above, it is known that the value of the

coefficient of determination or r

is 0.463. The value of r squared (0.463) is derived from

the square of the value of the correlation coefficient r, which is 0.680* 0.680 = 0.463. The

level of the coefficient of determination (R

) is 0.643 or equal to 64.3%. This number means

that the variables x1, x2, x3 affect y. By 64.3% while the rest (100% -64.3% = 35.7%) is

influenced by other variables outside the regression or variables that are not examined.

B. The Impact of Skills on SMEs’ Perfromance (H1)

The results of the study do not support the first hypothesis that competence is

positively and significantly on the performance of smes. This is illustrated by the significant

probability value of 0.814, which indicates a value greater than the predetermined

significant value of 0.05 (0.814 > 0.05), indicating that skills are positive but not significant

on the performance of smes. The results of this study are inconsistent with research

conducted by (Zhaviery et al., 2018) stated that human resource competence such as skills,

knowledge and ability are able to improve the performance of their smes at some point.

C. The Impact of Knowledge on SMEs’ Performance(H2)

Based on the data processing results, it is clear that knowledge has a positive and

significant impact on the performance of SMEs. This is due to employees who have

knowledge of their roles and responsibilities in carrying out their duties and are able to

see existing business opportunities as ways to increase the company's capital. However,

the results of this study are not in line with research conducted by Fahmi et al (2020)

which found that the knowledge variable shows an insignificant and positive effect on

performance while other variables have a significant and positive effect on the

performance of SME. Furthermore, Sulistyandar et al. (2017) found in their research that

skills have a significant effect on the performance of SME. However, knowledge and ability

do not affect the performance of SMES..

D. The Impact of Ability on SMEs’ Performance (H3)

Based on the results of this hypothesis, it was determined that the ability has a

positive and significant effect on the company's performance. The results are also

reinforced by the research conducted by Ardiana et al (2010) the relevant analysis results

show that HR competency is closely linked to the performance of SME. The results of the

analysis also showed that the influence of the knowledge variables is negative and

insignificant, but the other two variables, such as skills and abilities, have significant

effects on the performance of small and medium-sized enterprises. This research result

was also supported by Ekaningtyas Widiastuti Sri Martini (2016), who found that ability

had no effect on company performance and that it was very hard to meet various

indicators, such as the ability to manage business, make decisions, lead, control, innovate,

and manage the business environment.

E. The Impact of HR Competency (Skill, Knowledge, Ability) on SME’s

Performance (H4)

Human resource competencies consisting of skills, knowledge, and skills, according

to the findings of the fourth hypothesis, are those that have an impact on the performance

of SMEs in terms of customer satisfaction, increased sales volume, and workforce.The

results of this study are in line with the research of Ardiana (2010), who confirms that the

competence of human resources among small and medium-sized entrepreneurs is

significantly affected by business performance, partially and simultaneously, meaning that

an increase in human resource competence will improve business performance.

This study develops and empirically validates the hypothesized model of skills,

knowledge, ability, and performance of SMEs, and conclusions can be drawn from the

findings and rejections above. First, the skill variable has an insignificant but positive effect

Eduvest – Journal of Universal Studies 
Volume 1 Number 11, November 2021 
 
1211    http://eduvest.greenvest.co.id 
on the performance of SMEs; the second variable, knowledge, has a positive and significant 
effect on SMEs; and the third variable, ability, has a positive and significant impact on the 
performance of SMEs. Fourth, when the independent variables are simultaneously tested 
on the dependent variable, they have a positive and significant effect. This means that if 
the level of skills, knowledge, and ability of SME owners increases, the performance of 
SME will increase significantly, and vice versa. 
 
CONCLUSION 
 
Based on the conclusions from the results of the research above, companies must 
actively provide training programs and employee development in the production process 
to improve the performance of SMEs. Further research can examine the use of variables 
other than those studied in this study to obtain more varied results and enrich the existing 
theory, and different research objects and fields will produce different research results. So, 
more  research  should  broaden  the  study's  focus  or  look  into  other  topics  with  bigger 
populations and bigger samples to get more accurate results. 
 
REFERENCES 
 
Amelia, Dona, & Hendra, Nanda. (2016). Pengaruh Knowledge, Skill Dan Ability Sumber 
Daya Manusia Terhadap  Kinerja  Umkm  Batu  Bata Di Kota  Bukittinggi.  Sumber, 
5(2132), 8632. 
Anggadwita,  Grisna,  &  Mustafid,  Qaanita  Yuuha.  (2014).  Identification  Of  Factors 
Influencing The Performance Of Small Medium Enterprises (Smes). Procedia-Social 
And Behavioral Sciences, 115, 415–423. 
Anoraga, Pandji. (1997). Manajemen Bisnis. Jakarta: Pt. Rineka Cipta. 
Ardiana, Idkr, Brahmayanti, I. A., & Subaedi, Subaedi. (2010). Kompetensi Sdm Ukm Dan 
Pengaruhnya  Terhadap  Kinerja  Ukm  Di  Surabaya.  Jurnal  Manajemen  Dan 
Kewirausahaan, 12(1), Pp-42. 
Aribawa,  Dwitya.  (2016).  Pengaruh  Literasi  Keuangan  Terhadap  Kinerja  Dan 
Keberlangsungan Umkm Di Jawa Tengah. Jurnal Siasat Bisnis, 20(1), 1–13. 
Armstrong, Michael. (1994). Manajemen Sumber Daya Manusia: A Handbook Of Human 
Resource Management. Pt Elex Mediakomputindo. Jakarta. 
Bagwell, Christopher E., Piceno, Yvette M., Ashburne-Lucas, A. M. Y., & Lovell, Charles 
R. (1998). Physiological Diversity Of The Rhizosphere Diazotroph Assemblages Of 
Selected  Salt  Marsh  Grasses.  Applied  And  Environmental  Microbiology,  64(11), 
4276–4282. 
Demirbag,  Mehmet,  Tatoglu,  Ekrem,  Tekinkus,  Mehmet,  &  Zaim,  Selim.  (2006).  An 
Analysis  Of The  Relationship  Between  Tqm  Implementation  And  Organizational 
Performance: Evidence From Turkish Smes. Journal Of Manufacturing Technology 
Management. 
Dessler, Gary. (2009). Manajemen Sdm Buku 1. Jakarta: Indeks. 
Echdar, Saban. (2016). Manajemen Entrepreneurship: Kiat Sukses Menjadi Wirausaha. 
Andi. 
Fadillah,  Rozi,  Sulastini,  Sulastini,  &  Hidayati,  Noor.  (2017).  Pengaruh  Kompetensi, 
Disiplin Kerja Dan Lingkungan Kerja Terhadap Kinerja Karyawan Pada Kantor Bank 
Kalsel Cabang Pembantu Di Banjarmasin. Jurnal Bisnis Dan Pembangunan, 6(1), 1–
9. 
Fahmi, Abdur Rozzaq, Hadiyati, Ernani, & Ahmad, Ahmad. (2020). Pengaruh Knowledge 
Dan Skill Terhadap Kinerja Melalui Kompetensi Kewirausahaan Pada Pengusaha Ukm 

 
 
Egidio da Costa and Niu Xiongying 
 
The Role of Human Resources Competency on SMEs Performance in Timor – Leste 1212 
Produk Unggulan Kota Malang. Reformasi, 10(1), 1–10. 
Gitosudarmo, Indriyo. (2001). Manajemen Strategis. Yogyakarta: Bpfe Yogyakarta. 
Hadjimanolis, Athanasios. (2000). An Investigation Of Innovation Antecedents In Small 
Firms In The Context Of A Small Developing Country. R&D Management, 30(3), 
235–246. 
Idris, Yumanhadi. (2015). Kajian Tentang Pengaruh Kepuasan Kerja Dan Disiplin Kerja 
Terhadap  Kinerja  Pegawai  Pada  Dinas  Kependudukan  Dan  Pencatatan  Sipil 
Kabupaten  Cirebon.  Jurnal  Riset  Bisnis  Dan  Manajemen  Universitas  Komputer 
Indonesia, 5(1), 2086–0455. 
Kaur, Hardeep, & Bains, Anupama. (2013). Understanding The Concept Of Entrepreneur 
Competency. Journal Of Business Management & Social Sciences Research, 2(11), 
31–33. 
Kotler, Philip. (1997). Manajemen Pemasaran: Analisis, Perencanaan, Implementasi, Dan 
Kontrol. Jakarta: Prenhallindo. 
Lee, Don Y., & Tsang, Eric W. K. (2001). The Effects Of Entrepreneurial Personality, 
Background And Network Activities On Venture Growth. Journal Of Management 
Studies, 38(4), 583–602. 
Len,  Christina  Ina.  (2017).  Pengaruh  Kemampuan  Pengetahuan,  Keterampilan,  Sikap 
Terhadap Kinerja Umkm Makanan Dan Minuman Di Lingkungan Perguruan Tinggi 
Swasta Di Kota Malang. Jurnal Agregat, 2(2). 
Lowe, Ben, Lowe, Julian, & Lynch, David. (2010). A Case Study And Some Propositions 
About Marketing In A Fast Growth Sme: Is Entrepreneurial Marketing Different? 
Journal Of Strategic Management Education, 6(4). 
Megantoro, Dwi. (2015). Pengaruh Keterampilan, Pengalaman, Kemampuan Sumber Daya 
Manusia Terhadap Usaha Kecil Menengah (Studi Kasus Di Panjangrejo, Srihardono, 
Pundong, Bantul Yogyakarta). Universitas Pgri Yogyakarta. 
Munizu,  Musran.  (2010). Praktik  Total  Quality  Management  (Tqm)  Dan  Pengaruhnya 
Terhadap Kinerja Karyawan (Studi Pada Pt. Telkom Tbk. Cabang Makassar). Jurnal 
Manajemen Dan Kewirausahaan (Journal Of Management And Entrepreneurship), 
12(2), 185–194. 
Murtadlo,  Kholid.  (2018).  Pengaruh  Kompetensi  Kewirausahaan,  Kompetensi  Sumber 
Daya  Manusia,  Dan  Supply  Chain  Management  Terhadap  Kinerja  Ukm  Dan 
Keunggulan Bersaing. Sketsa Bisnis, 5(1), 15–27. 
Pramaishella,  Nuary  Ayu.  (2017).  Pengaruh  Modal,  Dukungan  Pemerintah  Dan 
Kompetensi  Sumber  Daya  Manusia  Terhadap  Kinerja  Usaha  Mikro,  Kecil  Dan 
Menengah (Studi Empiris Pada Usaha Mikro, Kecil Dan Menengah Di Kecamatan 
Kencong Kabupaten Jember). Universitas Muhammadiyah Jember. 
Primadanti, Arsari, & Rahardja, Edy. (2017). Pengaruh Pengetahuan, Keterampilan, Dan 
Kemampuan  Karyawan  Terhadap  Kinerja  Karyawan  (Studi  Pada  Karyawan  Pt. 
Mirambi Energi, Semarang). Fakultas Ekonomika Dan Bisnis. 
Purnomo, Ratno, & Lestari, Sri. (2010). Pengaruh Kepribadian, Self-Efficacy, Dan Locus 
Of Control Terhadap Persepsi Kinerja Usaha  Skala  Kecil Dan Menengah.  Jurnal 
Bisnis Dan Ekonomi, 17(2). 
Rahman, Ria Fitri Nur, & Fe, Fakultas Ekonomi. (2015). Pengaruh Modal, Pengetahuan, 
Dan  Inovasi  Terhadap  Kinerja  Umkm  Kecamatan  Karangrejo  Kabupaten 
Tulungagung. Artikel Universitas Nusantara Pgri Kediri, 1(11), 1–16. 
 

Eduvest – Journal of Universal Studies 
Volume 1 Number 11, November 2021 
 
1213    http://eduvest.greenvest.co.id 
 
Robbins,  Stephen  P.,  &  Judge,  Timothy  A.  (2008).  Perilaku  Organisasi  Edisi  Ke-12, 
Salemba Empat. Jakarta. 
Rusdi, M. (2016). Pengaruh Kompetensi Sdm Dan Modal Intelektual Terhadap Kinerja 
Usaha Mikro Di Ciputat Timur (Studi Kasus Di Pasar Tradisiona Ciputat Timur). 
Jakarta: Fakultas Ekonomi Dan Bisnis Uin Syarif Hidayatullah Jakarta. 
Soleh, Mohamad. (2008). Analisis Strategi Inovasi Dan Dampaknya Terhadap Kinerja 
Perusahaan  (Studi  Kasus:  Ukm  Manufaktur  Di  Kota  Semarang).  Program 
Pascasarjana Universitas Diponegoro. 
Sulistyandari, Sulistyandari, Widiastuti, Ekaningtyas, & Martini, Sri. (2017). Kompetensi 
Sdm Dan Pengaruhnya  Terhadap  Kinerja  Umkm  Batik Di Kabupaten  Banyumas. 
Performance:  Jurnal  Personalia,  Financial,  Operasional,  Marketing  Dan  Sistem 
Informasi, 23(2), 89–101. 
Sutrisno, Edi. (2009). Manajemen Sumber Daya Manusia Edisi Pertama. Jakarta: Kencana 
Prenada Media Group. 
Tambunan, Tulus. (2004). Pertumbuhan Ekonomi Dan Pembangunan Kemiskinan. Jurnal 
Penelitian Bidang Ekonomi, 3(2). 
Theo, Suhardi. (2012). Entrepreneurship. Bandung. Unpad Press. 
Trihudiyatmanto,  M.,  &  Purwanto,  Heri.  (2018).  Pengaruh  Motivasi,  Kompetensi  Dan 
Orientasi Berwirausaha Terhadap Kinerja Usaha Pada Sentra Umkm Pande Besi Di 
Wonosobo.  Journal  Of  Economic,  Management,  Accounting  And  Technology 
(Jematech), 1(1), 31–41. 
Viviani,  Nur  Eli,  Mufidah,  Eva,  &  Fibriyani,  Vita.  (2020).  Pengaruh  Keterampilan, 
Pengetahuan, Dan Kemampuan Sdm Terhadap Kinerja Umkm Mebel Di Kelurahan 
Sebani Kota Pasuruan. Jurnal Ema, 5(1). 
Wahyudiati, Dinar, & Isroah, Isroah. (2018). Pengaruh Aspek Keuangan Dan Kompetensi 
Sumber Daya Manusia (Sdm) Terhadap Kinerja Usaha Mikro Kecil Dan Menengah 
(Umkm) Di Desa Kasongan. Jurnal Profita: Kajian Ilmu Akuntansi, 6(2). 
Wibowo. (2012). Manajemen Kinerja. Jakarta: Raja Grafindo Persada. 
Zhaviery,  Hizrian  Fariz,  Anisah,  Hastin  Umi,  &  Faidah,  Anna  Nur.  (2018).  Pengaruh 
Kepribadian  Dan  Kompetensi  Sumber  Daya  Manusia  Terhadap  Kinerja  Umkm 
Sasirangan  Di  Kota  Banjarmasin.  Jurnal  Sains  Manajemen  Dan  Kewirausahaan, 
3(1), 35–41. 
 