IRJC

Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

A STUDY ON COMPETENCY MAPPING IN ADECCO SERVICE ORGANIZATIONS, CHENNAI

S. BALAJI*; D. VIMALA**
*Assistant Professor, School of Management Studies, Surya Group of Institutions, Vikravandi, Villupuram, Tamil Nadu, India. **School of Management Studies, Surya Group of Institutions, Vikravandi, Villupuram, Tamil Nadu, India.

ABSTRACT This Study makes a lucid attempt to Study the Competency Mapping in Adecco Service Organizations at Chennai. Competency may be defined as an ability of an individual to do a job properly. Competency Mapping is a process of identifying the gap of an individuals performance or job related skills in order to fill those gaps through effective training. The primary aim of this Study is to identify the difference between the performance of Employee of Adecco Service Organization at Chennai and the secondary aim is to identify the competency gap of employee based on the 11 dimensions taken for Competency Mapping. To fulfill this Researcher has designed questionnaire (1-SDA to 5-SA) comprising 11 dimensions and the same was distributed to 50 sample and 48 are found to be valid. The Nature of Study is Descriptive and Simple Random Sampling was used to collect the data. T Test was used to identify the difference between the performance of Employee and Radar Chart was used to identify the competency gap of employee in each dimension of Competency Mapping. The Period of Study is July 2012 to August 2012. Some Suggestions were given to bridge the gap between the two extremes. KEYWORDS: Competency, Competency Mapping, Employees Performance, Competency Gap. _________________________________________________________________________ INTRODUCTION A competency model is a descriptive tool that identifies the competencies needed to operate in a specific role within job, occupation, organization, or industry. The fast changes happening in the demography and social systems thereof have given chance for various HR practices enhancing the employee productivity and growth. One of the most commonly used HR practice is competency mapping for development of the employees. Identifying and development of the competencies in organization enable better performance management as well as reward and recognition systems leading to career and succession planning programs. This Study is conducted in Adecco Service Organization, one of the leading HR Services at Chennai.

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IRJC
Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

OBJECTIVES OF THE STUDY To identify the difference between the Performance of Employee of Adecco Service Organization at Chennai. To identify the Competency Gap of Employee based on the 11 dimensions. REVIEW OF LITERATURE A Competency is the capability of applying or using knowledge, skills, abilities, behaviors, and personal characteristics to successfully perform critical work tasks, specific functions, or operate in a given role or position. Personal characteristics may be mental/intellectual/cognitive, social/emotional/attitudinal, and physical/psychomotor attributes necessary to perform the job (Dubois, 1993; and Lucia & Lepsinger, 1999). Boyatzis (1982) described competencies as underlying characteristic of an individual, which are causally related to effective job performance. RESEARCH METHODOLOGY The Nature of Study is Descriptive Research, Simple Random Sampling Technique was used and Data was majorly collected from the Primary Source; The Population of this Study was more than 100 and hence 50 questionnaires were distributed to the sample from which 48 Sample was found to be valid. Pre-determined Questionnaire was constructed with 5 Point Rating Scale (1-SDA, 2-DA, 3-N, 4-A, and 5-SA) to Collect the Data. The Period of Study is from July 2012 to August 2012. Statistical Tools like T Test was used to identify the difference between the performance of employee and Radar Chart was used to identify the competency gap of employee in each dimension of Competency Mapping. RESULTS AND DISCUSSION TABLE 1: TABLE SHOWING THE PROFILE OF THE SAMPLE www.indianresearchjournals.com

PROFILE OF THE SAMPLE Variables Category 20 - 24 25 - 29 Age 30 - 34 35 - 39 9 1 19% 2% Numbers 16 21 Percentage 33% 44%

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Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

40 - 44 Total Male Gender Female Total 0 to 1 2 to 4 5 to 7 Experience 8 to 10 > 11 Total Married Marital Single Total

1 48 31 17 48 9 13 11 9 6 48 15 33 48

2% 100% 65% 35% 100% 19% 27% 23% 19% 12% 100% 31% 69% 100%

TABLE 2: TABLE SHOWING THE ONE SAMPLE T TEST Null Hypothesis (H0): There is no difference among the Performance of Employee of Adecco Service Organization. Alternative Hypothesis (H1): There is a difference among the Performance of Employee of Adecco Service Organization. ONE-SAMPLE STATISTICS N Performance of Employee 48 Mean 164.2500 Std. Deviation 19.13168 Std. Error Mean 2.76142

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Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

ONE-SAMPLE TEST Test Value = 176 95% Confidence Interval of the Difference Lower -17.3053 Upper -6.1947

t Performance Employee of -4.255

df 47

Mean Sig. (2-tailed) Difference .000 -11.75000

By using SPSS, it is found that the Mean is 164.25, Standard Deviation is 19.13 and the Significance value is 0.00 which is less than 0.05, hence the Null Hypothesis (H0) is rejected and it can be concluded that there is a difference among the Performance of Employee of Adecco Service Organization. The Test Value taken here is 176 based on the assumption (The Maximum Score is 220 for an individual and the test value is 4/5 of 220 = 176) TABLE 3: TABLE SHOWING THE COMPETENCY GAP VARIABLES Vision & Purpose Developing People Values & Ethics Commitment Performance Basic Knowledge Job Related Skills Meta Qualities Personal Competence Communication Skills Leadership ACTUAL 723 729 716 722 704 727 703 708 711 723 719 EXPECTED 960 960 960 960 960 960 960 960 960 960 960 COMPETENCY GAP 237 231 244 238 256 233 257 252 211 237 241 www.indianresearchjournals.com

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Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

CHART 1: RADAR CHART SHOWING THE COMPETENCY GAP

From the above Radar Chart, it is clear that the gap is spread more or less equally in all the dimension of Competent Factors. Specifically if we refer the above table the Competency Gap is found to be little higher in Job Related Skills (257), Performance (256) and Meta Qualities (252) of Employees of Adecco Organization. FINDINGS OF THE STUDY From the Analysis, it is found that the Significance value of t test is 0.00 which is less than 0.05, hence the Null Hypothesis (H0) is rejected and it can be concluded that there is a difference among the Performance of Employee of Adecco Service Organization. From the Radar Chart, the Competency Gap for all the dimensions is clearly shown. SCOPE OF THE STUDY This study is to bring out the importance of Competency Mapping. This study may also be extended to other Geographical Areas. It helps to find the difference among the Performance of Employees of Adecco Organization with respect to competent factors. www.indianresearchjournals.com

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Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

It also helps to find the Competency Gap of each dimension of Competent Factors. LIMITATIONS OF THE STUDY The research findings cannot be generalized to other organization. The response of some of the respondents may be biased. The respondents were often in a hurry to respond due to the nature of the work. Due to time constraint, in-depth study could not be carried out. CONCLUSION OF THE STUDY Thus the Study has made an attempt to identify the difference among the Performance of Employee of Adecco Organization and the Competency Gap of each dimension of Competent Factors by using Statistical Tools like t Test and Radar Chart respectively. A total of 11 dimensions have been used to assess the performance level and identify the gaps. It is found that the competency levels of Adecco Employees are found to be different among the employees. The Competency Gaps are found to be higher in Job Related Skills, Performance and Meta Qualities of employees of Adecco Organization. These could be developed by giving training specifically on Job Related Skills and Meta Qualities to the employees in order to the improve the Performance better. REFERENCES Adelaide Wilcox King, Sally Fowler W. and Carl Zeithaml P. Managing organizational competencies for competitive advantage: The middle-management edge, The Academy of Management Executive. (2001), Vol.15, No.2, pp.95-106. Adrian Furnham, a Question of Competency, Personnel Management (1990), Vol.22, No.6, p.37. www.indianresearchjournals.com Alessandro Margherita and Giustina Secundo, Competency management in support of organizational change, International Journal of Manpower (2009), Vol.28, No.3/4, pp.260-275. Amir Aczel D. and Jayavel Sounderpandian, Complete Business Statistics, Sixth Edition, Tata McGraw Hill Publishing Company Limited (2006), pp.375-381. Amir Aczel D. and Jayavel Sounderpandian, Complete Business Statistics, Sixth Edition, Tata McGraw Hill Publishing Company Limited (2007), pp.278. Anderson T.W., Introduction to Multivariate Analysis, John Wiley, New York (1998). Andrew May, Developing management competencies for fast changing organization, Career Development International (1999), Vol.4, No.6, pp.336-339.

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Asia Pacific Journal of Marketing & Management Review Vol.1 No. 3, November 2012, ISSN 2319-2836

Anne Lara E., Using competency management as foundation for employee development in a global information technology company, Proquest Thesis, Section 1517, Part 0688 (Ed. Dissertation), Wilmington University (Delaware), United States Delaware, Publication Number: AAT 3362629 (2009), 100 pages. Anup kumar Das, A project report on Strategic issues in training and development in the IT service industry at Kolkata Region: A study, Submitted to Indira Gandhi National Open University http://etdindividuals.dlib.vt.edu:9090/303/1/ accessed on 03-02-2008, (2005), pp.7-8 Das_AK_MBA_Dissertation.pdf(2008)-

Aswathappa, Organisational Behaviour, Seventh Edition, Himalaya Publishing House (2007), pp.249-250. Bai-Chuan Yang, Bing-Eng Wu, Pei-Gi Shu and Ming-Hsien Yang, On establishing the core competency identifying model: A value-activity and process oriented approach, Industrial Management and Data Systems (2006), Vol.106, No.1, pp.60-80. Bergenhenegouwen G.J., Ten Horn H.F.K. and Mooijman E.A.M., Competence development a challenge for HRM professionals: core competences of organizations as guidelines for the development of employees, Journal of European Industrial Training (1996), Vol.20/9, pp.29-35 Boyatzis, R. E. (1982). The competent manager: A model for effective performance New York: Wiley. Dubois, D. D. (1993). Competency-based performance improvement: A strategy for organizational change Amherst, MA: HRD Press, Inc. Lucia, A. D., & Lepsinger, R. (1999). The art and science of competency models: Pinpointing critical success factors in organizations New York: Pfeiffer.

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