Uncovering True Participant Needs in SMEs Training to Enhance Training Service Quality

Ghanif Faoziansyah; Yati Rohayati; Muhammad Iqbal

doi:10.25124/ijies.v8i01.265

Ghanif Faoziansyah Telkom University
Yati Rohayati Telkom University
Muhammad Iqbal Telkom University

DOI: https://doi.org/10.25124/ijies.v8i01.265

Keywords: True Participant Needs, Training Service Quality, Model Kano, Small and Medium-Sized Enterprises, Training Dimensions

Abstract

It is recognized in various countries that Small and Medium-Sized Enterprises have played an essential role in the nation's economic development. However, despite the large number of Small and Medium-Sized Enterprises, only a few have succeeded in developing their businesses and moving upmarket. Various efforts from various parties, both government and private, have been made to help build the competencies needed to develop Small and Medium-Sized Enterprises businesses. One way this has been done is through training, such as that conducted by Rumah BUMN Bandung. However, the data shows that the movement provided has yet to have a significant positive impact on the development of Small and Medium-Sized Enterprises businesses. Therefore, a study was conducted to identify the needs of Small and Medium-Sized Enterprises for effective training by applying the Kano Model and Training Service Quality. Data was collected by surveying Small and Medium-Sized Enterprises who attended training at Rumah BUMN Bandung. Of the 130 respondents who participated in the assessment of 15 attributes of needs, it was found that there are 11 needs referred to as "True Participant Needs" that are currently not fulfilled. Among these needs, ten attributes require improvement, while the remaining require further development. These findings are expected to overcome the gap in fulfilling Small and Medium-Sized Enterprise's needs related to effective training.

References

[1] M. Haseeb, H. I. Hussain, B. Ślusarczyk, and K. Jermsittiparsert, “Industry 4.0: A solution towards technology challenges of sustainable business performance,” Soc Sci, vol. 8, no. 5, May 2019, doi: 10.3390/socsci8050154.
[2] M. Rosavina, R. A. Rahadi, M. L. Kitri, S. Nuraeni, and L. Mayangsari, “P2P lending adoption by SMEs in Indonesia,” Qualitative Research in Financial Markets, vol. 11, no. 2, pp. 260–279, Jun. 2019, doi: 10.1108/QRFM-09-2018-0103.
[3] KEMENKOPUKM, “Perkembangan Data Usaha Mikro, Kecil, Menengah (UMKM) dan Usaha Besar (UB) Tahun 2018 - 2019.” Accessed: Aug. 16, 2023. [Online]. Available: https://kemenkopukm.go.id/data-umkm/?JAGcJEhLIOhs1Caek4zxCgVkBd17r2L3q9BdND9NNJoZ613YWP
[4] F. Eggers, “Masters of disasters? Challenges and opportunities for SMEs in times of crisis,” J Bus Res, vol. 116, pp. 199–208, Aug. 2020, doi: 10.1016/j.jbusres.2020.05.025.
[5] M. Haseeb, H. I. Hussain, S. Kot, A. Androniceanu, and K. Jermsittiparsert, “Role of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance,” Sustainability (Switzerland), vol. 11, no. 14, 2019, doi: 10.3390/su11143811.
[6] I. W. E. Arsawan, V. Koval, I. Rajiani, N. W. Rustiarini, W. G. Supartha, and N. P. S. Suryantini, “Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage,” International Journal of Productivity and Performance Management, vol. 71, no. 2, pp. 405–428, Jan. 2022, doi: 10.1108/IJPPM-04-2020-0192.
[7] R. Rupeika-Apoga, K. Petrovska, and L. Bule, “The Effect of Digital Orientation and Digital Capability on Digital Transformation of SMEs during the COVID-19 Pandemic,” Journal of Theoretical and Applied Electronic Commerce Research, vol. 17, no. 2, pp. 669–685, Jun. 2022, doi: 10.3390/jtaer17020035.
[8] S. Sulastri, H. Mulyadi, D. Disman, H. Hendrayati, and H. Purnomo, “Resilience acceleration model of small and medium enterprises through digital transformation,” Journal of Eastern European and Central Asian Research (JEECAR), vol. 10, no. 4, pp. 609–619, Jul. 2023, doi: 10.15549/jeecar.v10i4.1355.
[9] S. Aryani, Y. Rohayati, A. A. Putri, and F. K. Rinjany, “Organizational Contribution to E-business Adoption for SMEs in The World,” International Journal of Innovation in Enterprise System, vol. 7, no. 02, pp. 116–133, Jul. 2023, doi: 10.25124/ijies.v7i02.210.
[10] M. De Silva, J. Howells, and M. Meyer, “Innovation intermediaries and collaboration: Knowledge–based practices and internal value creation,” Res Policy, vol. 47, no. 1, pp. 70–87, Feb. 2018, doi: 10.1016/j.respol.2017.09.011.
[11] A. Parasuraman, V. A. Zeithaml, and L. L. Berry, “Communication and Control Processes in the Delivery of Service Quality,” 1988.
[12] S. Anastasya, S. Wulandari, and A. A. Suhendra, “Identification Customer Needs of Shuttle Travel by Using Servqual and Kano Methods,” vol. 07, no. 02, pp. 166–179, 2023, doi: 10.25124/ijies.v7i02.238.
[13] J. Abbas, “HEISQUAL: A Modern Approach to Measure Service Quality in Higher Education Institutions,” Studies in Educational Evaluation, vol. 67, Dec. 2020, doi: 10.1016/j.stueduc.2020.100933.
[14] Q.-T.-A. Khair, “Factors contributing to quality of training and effecting employee job satisfaction,” 2013.
[15] K. C. Tan and T. A. Pawitra, “Integrating SERVQUAL and Kano’s model into QFD for service excellence development,” 2001. [Online]. Available: http://www.emerald-library.com/ft
[16] Sugiyono, Metode Penelitian Kuantitatif, Kualitatif, dan R&D. Bandung: Alfabeta, 2013.
[17] Hair, Black, Babin, and Anderson, Multivariate Data Analysis, Seventh Edition. New Jersey: Prentice Hall, 2010.
[18] J. Mikulić and D. Prebežac, “A critical review of techniques for classifying quality attributes in the Kano model,” Managing Service Quality, vol. 21, no. 1. pp. 46–66, Jan. 2011. doi: 10.1108/09604521111100243.
[19] D. Boger et al., “Kano’s Methods for Understanding Customer-defined Quality,” Center for Quality of Management Journal, vol. 2, pp. 3–36, 1993.
[20] R. Jain, S. Sahney, and G. Sinha, “Developing a scale to measure students’ perception of service quality in the Indian context,” TQM Journal, vol. 25, no. 3, pp. 276–294, 2013, doi: 10.1108/17542731311307456.
[21] M. Affiani, “Analysis of Service Quality for CPNS Basic Training Providers (LatSar) at BPSDM Jambi Province in 2019,” JURNAL PRAJAISWARA, vol. 1, pp. 153–167, Dec. 2020, [Online]. Available: https://prajaiswara.jambiprov.go.id
[22] M. Z. Ibrahim, M. N. A. Rahman, and R. M. Yasin, “Determining factors of students’ satisfaction with Malaysian skills training institutes,” International Education Studies, vol. 7, no. 6, pp. 9–24, 2014, doi: 10.5539/ies.v7n6p9.
[23] T. Windyaningrum and C. Indrawati, “Integrasi Metode Service Performance (SERVPERF), Importance Performance Analysis (IPA) Dan Customer Satisfaction Index (CSI) Dalam Penentuan Prioritas Pengembangan Lembaga Pendidikan Nonformal,” Jurnal Sains dan Terapan, vol. 2, no. 1, pp. 112–121, 2023.
[24] R. Nunkoo, V. Teeroovengadum, C. M. Ringle, and V. Sunnassee, “Service quality and customer satisfaction: The moderating effects of hotel star rating,” Int J Hosp Manag, vol. 91, Oct. 2020, doi: 10.1016/j.ijhm.2019.102414.