Professional Documents
Culture Documents
1 INTRODUCTION
In todays competitive market companies are aware that their work force must be
properly trained and fully competent over a range of tasks with any given work discipline.
Success of any organization depends largely on its competent employees and the extent to which
the knowledge is shared in that organization. Competency mapping is a process through which
one assesses and determines ones strengths as an individual worker.
Competency Mapping is a way of assessing the strengths and weaknesses of a worker or
organization. It's about identifying a person's job skills and strengths in areas like teamwork,
leadership, and decision-making. Large organizations may use some form of this technique to
understand how to best use each worker or how to combine the strengths of different employees
to produce the highest quality work. Individuals may also find that this type of assessment can
help them prepare for a career change or advance in a specific job field.
Competencies are not "fixed"they can usually be developed with effort and support
(though some are harder to develop than others). Employees and their managers together can
identify which competencies would be most helpful to work on to improve the employees
effectiveness. They can then integrate that into a learning plan that may include on-the-job
experience, classroom training, or other developmental activities.
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following forms:
Knowledge: this refers to information and learning resting in a person,
Skill: This refers to a persons ability to perform a certain task.
Other characteristics of an individual including
Motives: Motives are emotions, desires, physiological needs, or similar impulses that
prompt action.
Traits: It is physical characteristics and consistent responses to situations or information.
Self-Concept and Values: This refers to a persons attitudes, values, or self-image. An
example is self-confidence, a persons belief that he or she can be successful in a given
situation.
COMPETENCY
Behavior based
Manner of behavior
How the standard are achieved
COMPETENCE: A work related concept that refers to the areas of work at which the person is
competent
COMPETENCIES: Often referred as the combination of the above two
-WOODRUFFE (1991)
Underlying characteristics of a person that results in effective a superior performance
- MANSFIELD (1997)
Core Competencies: They are organised competencies that all individuals are
expected to process. The goal of core competencies is for individuals to be able to
perform in diverse positions throughout the organisation. For example, guiding
behaviours such as cost effective, service delivery, customer focus, team work,
communication, initiative and so on.
Competencies may be grouped in to various areas. In a classic article published a few decades
ago in Harvard Business Review, Daniel Katz grouped those under three areas, which were later
expanded by Indian Management professors in to the following four categories:
Technical: dealing with the technology or know how associated with the function, role,
task (Also now referred by some as Functional)
Managerial/Organizational: dealing with the managerial aspects, organizing,
planning, mobilizing resources, monitoring, systems use etc.
Human/Behavioural including personal, interpersonal, team related and
Conceptual/Theoretical including visualizations, model building etc.
HR Role in Competency Framework:
HR managers role lies in the following aspects, such as
Large organizations may use some form of this technique to understand how to best use
each worker or how to combine the strengths of different employees to produce the highest
quality work.
Individuals may also find that this type of assessment can help them prepare for a career
change or advance in a specific job field.
Competency mapping an important tool:
Finding the right person for the right job is a matter of concern for most organisations. As
for meeting an individual's career aspirations, once the organisation gives an employee the
perspective of what is required from him/her to reach a particular position, it drives the
individual to develop the competencies for it.
Competencies enable individuals to identify and articulate what they offer -regardless of
the job. Competency mapping is a process of identifying key competencies for a particular
position in an organisation, and then using it for job-evaluation, recruitment, training and
development, performance management, succession planning, etc. The introduction of
competency mapping also helps skill appraisal during performance reviews.
The slowing economy around the world has put new and increased pressure on an
organisations capability to get more out of the available resources they have, and this often
translates into pressure on the individual employee. That is where it is important to correlate
performance result with competencies. It is therefore imperative to define a set of core
competencies which corresponds with the organisations key market differentiators.
The current economic downturn has forced companies to scale down various overhead
costs to meet their budgets. Competency mapping identifies the precise set of competencies and
proficiency levels needed for every role in the organisation. This system helps identify specific
areas of training and maps employee growth to strategic business needs. It also helps
organisations to sustain their competitive edge in the industry by investing in learning and
development programs that will empower employees to build on their strategic career objectives.
Many companies have long realised the importance of competency mapping as an
important HR function. This is especially relevant in an environment where human capital is one
of the most important assets of an organisation and needs to be nurtured. For organisations there
is always a need to have the best quality manpower. More and more companies are using
5
competency mapping tools to screen and hire people with specific competencies. There might be
a need for a person with excellent writing skills or an excellent creative mind. When individuals
seek new jobs, knowing ones competencies can give one a competitive edge in the market.
1.7 USE OF COMPETENCY MAPPING:
Competency mapping serves a number of purposes. It is done for the following functions:
Gap Analysis.
Role Clarity.
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring.
Competency mapping plays a crucial role in career planning of the individual in the
organization.
1.9 AREAS OF IMPLEMENTATION:
Thecompetencymapping canbe applied totheareasdepictedinthefollowing diagram
A gap between the competencies needed and what the organization can hire for indicates
the training new hires will need.
A lengthy training period may transpire before new hires become productive. New hires
with the competencies to do a job become fully productive faster.
b) Training and Development
It involves identifying gaps and helping employees develop in the right direction.
Knowing the competency profile for a position allows individuals to compare their own
competencies to those required by the position or the career path. Training or development plans
could focus on those competencies needing improvement.
If the training programs can be aligned to the development needs emerging out of the
appraisal system and to the market led training needs they can contribute better to both
individual and business objectives. This can be achieved in the following manner:
Firstly determine the competencies for a particular position
Secondly identify the competencies of the person holding that position
By mapping the competencies, identify gaps in terms of the competencies for that role
and the competencies of the person doing that role to diagnose the training and
development needs.
Identify the most appropriate training and development methodology for each trainable
competency
Accordingly, the person can be trained on those competencies only. Competency based training
programs clearly tell what should be the competency level of the person entering the program.
This would drastically reduce the training cost for the organization.
c) Career and succession planning:
It involves assessing employees' readiness or potential to take on new challenges.
Determining a person job fit can be based on matching the competency profile of an individual to
the set of competencies required for excellence within a profession. Individuals would know the
competencies required for a particular position and therefore would have an opportunity to
decide if they have the potential to pursue that position or not.
d) Rewards and Recognition
Various elements are considered for arriving at compensation increase. Enhancement in
Experts
HR Specialists
Job analysts
Psychologists
Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and
other role set members of the role.
10
are many variables such as work environment, culture, and differences in job responsibilities that
may limit the relevance of the information.
Confirm competency definitions with respective Head of Departments and obtain from
the required proficiency levels of each competency that is ideal for each role. Also locate any
missing competencies.
Help teams and individuals align their behaviours with key organizational strategies.
For Managers
The competency mapping provides following advantages to the managers:
Identify performance criteria to improve the accuracy and ease of the selection
process.
Provide more objective performance standards.
Easier communication of performance expectations.
Provide a clear foundation for dialogue to occur between the managers and
employees and performance, development and career-oriented issues.
For employees
The employees in an organization get the following advantages by competency mapping:
Identify the behavioural standards of performance excellence.
Provide a more specific and objective assessment of their strengths and the tools
required to enhance their skills.
Enhances clarity on career related issues.
13
CHAPTER-II
2.1 INTRODUCTION
Knowledge is added and upgraded continuously therefore we need to refer the existing
knowledge on our area of study; otherwise we may unnecessarily spend time on reinventing the
wheel. Many scholars, researchers and seminal writers have acquired knowledge in almost all the
areas of knowledge. Their guidelines and revealing will help us to understand and investigate
further on our research topic. The researcher has presented some pertinent studies and their
findings in the following pages.
2.2. REVIEW RELATED STUDIES:
Influencing performance improvement using skill charting - Paul Lyons (2013)this paper
serves several purposes. It provides a brief exposition on the general definitions and features of
skills and competence in organizations, presents an overview of skill charting, offers specific
methods to demonstrate training for skill development using constructivist approaches (skill
charting/competency mapping); and then presents the results of a brief study that encompasses
the approaches discussed. The findings of the study indicate that the skill charting methods have
value, promise, and that they require further study.
Revaathy (2011)competencies are the traits and its a personal quality which is needed to a
person to be effective personality. Highly competent person can contribute more than an ordinary
person. The identification the required competency areas and mapping, accordingly, helps in
improving and developing the employees in all aspects both in personal and professional life.
An Assessment model for Intelligence Competencies of Accounting Information Systems
- Mehdi Ghazanfari, MostafaJafari, SaeedRouhani (2011) Accounting Information Systems
(AIS) as computer-based systems that processes financial information and supports decision
tasks have been implemented in most organizations but, but they still encounter a lack of
Intelligence in their decision-making processes. Models and methods to evaluate and assess the
Intelligence-level of Accounting InformationSystems can be useful in deploying suitable
business
intelligence
(BI)
services.
This
paper
discusses
BI
Assessment
criteria,fundamentalstructure and factors used in the Assessment model. Factors and the
14
proposed model can assess the intelligence of Accounting Information Systems to achieve
enhanced decision support in organizations. The statistical analysis identified five factors of the
Assessment model. This model helps organizations to design, buy and implement Accounting
Information Systems for better decision support. The study also provides criteria to help
organizations and software vendors implement AIS from decision support perspectives.
Christokper Rowe (2010) has conducted a study on clarifying the use of competence and
competency model in recruitment, assessment and staff development. He considered competence
models, such as the initiative standards in the area of skill assessment, which focus on what
people, can do; require clear, measurable standards; and exclude grading. He also discussed
behavior inventories which focus on how people behave and can be graded in relation to
recruitment and staff development. This study made a distinction between intellectually abased
and normally based behaviors created with hard competencies at the centre, phasing out
through intellectually based behaviors to soft normally based behavior at the periphery.
Moral Competency Inventory Validation: Content, Construct, Convergent and
Discriminant Approaches - Daniel E. Martin, Benjamin Austin (2010)Their research fulfills
three purposes: 1) introduce practitioners to the appropriate use of measures of unethical
behaviour; 2) evaluate the use of integrity related assessments for use in personnel selection; and
3) determine the validity of the MCI instrument using standard validation procedures. Content,
construct, convergent and discriminant approaches are applied to establish the relative validity of
the assessment tool. The results of the MCI purport to align with ones moral values and
behaviours. We establish face validity of the MCI measure, but fail to establish: 1) an appropriate
simple factor structure, 2) convergent validity, 3) discriminant validity, and 4) support for the
lack of impact of demographic factors on the purported measure of Moral intel
Rebecca B. Rubin,(2009) a test of basic communication skills for college students. The
CCAI assesses 19 specific speaking and listening competencies in an educational context,
defined as those skills which high school graduates should possess to be prepared for college
classes. The communication competencies for an educational context are then partitioned into
four main competency areas following the lead of the official SCA endorsed framework (e.g.,
communication codes, oral message evaluation, basic speech communication skills, and human
relations). Each competency area is assessed directly (i.e., without the possible influence of
15
reading and/or writing deficiencies). A rating book defines five levels of skill attainment for each
of the 19 assessments. The CCAI requires a total of 30 minutes for each student's assessment.
Wang et al. (2007) has conducted a study on core competency beyond identification. The
purpose of the study was to outline a model that is conceptually and empirically applicable by
practitioners in context extending beyond mere core competency and identification. The findings
also indicated that competencies are central to core competency matters.
Implications for Cultural Competency in Physical Therapy Evaluation - Lori Marie
Walton (2007)This study investigated specific health beliefs of Muslim women and their
decision to access and follow through with physical therapy evaluation and treatment. A survey
of health beliefs constructed from Purnell's cultural competence model was randomly distributed
to twenty Muslim women in three cluster groups across the USA. Fourteen (n=14) were
completed for analysis. Results suggest that Muslim women perceive specific health beliefs as
important and may affect their participation in physical therapy evaluation and treatment. Health
beliefs of Muslim women should be considered and future research explored in physical therapy
practice.
Competency based management: a review of systems and approaches - FotisDraganidis,
GregorisMentzas,(2006) Aims to review the key concepts of competency management (CM)
and to propose method for developing competency method.Examines the CM features of 22 CM
systems and 18 learning management systems.Finds that the areas of open standard (XML, web
services, RDF), semantic technologies (ontologies and the semantic web) and portals with selfservice technologies are going to play a significant part in the evolution of CM
systems.Emphasizes the beneficial attributes of CM for private and public organizations
Thomas G ReioJr, Faye C Sutton (2006) has conducted an explanatory study on employer
assessment of work-related competencies and work place adaptation mainly concentrated on
engineering graduates. This analysis suggested a strong positive magnitude of effect between
interpersonal and technical competencies and each measure of work place adaptation. HRD
professionals could have a powerful influence on work place assimilation and performance by
facilitating interpersonal and technical competency improvement through training and
development activities.
Maurice, M. Grzeda (2005)has conducted a study on the competency framework continues
to be clogged by unresolved conceptual ambiguity. Shukla and Sethi 2004 have conducted a
16
had culture or cultural competency as the main theme or 1 of many themes. Students reported
few specific learning instances where cultural competency was the main theme. Students and
teachers considered cultural competency training to be integrated into the medical programme.
Cultural competency was not assessed. This evaluation showed places in the curriculum where
cultural competency is a present, absent or hidden part of the curriculum. The differences
between the 3 perspectives on the curriculum lead us to propose curriculum changes. This study
illustrates how triangulation with a multifactorial methodology leads to understanding of the
current curriculum and changes for the future.
American
Compensation
Association
(1996)thestudy
focusing
on
competency
decisions as a "map" of related skills and ideas that would in turn serve as a framework for a
WELL curriculum. The team explored various methods for using domain maps to define course
content, to recommend learning activities, and to provide academic counseling to prospective
WELL students. Among the innovative methods for conducting this experiment in curriculum
development was the use of computer software for synchronous conferencing, which allowed
team members to collaborate in evaluating and integrating domain maps.
19
Management
Madras Cements Ltd is managed by a Board of Directors comprising of eminent
personalities as its members. The Chairman of the board is Shri P. R.
RamasubrahmaneyaRajha, under whose dynamic leadership the company has grown into
a massive organization.
The company board brings together a team of business, administrative, financial and
cement technology professionals who provide guidance and direction to the company's
operations in a competitive business environment. Madras CementsLtd has been a
pioneer in adopting corporate governance practices comparable to the best in the country.
21
22
UnitsofMadrasCementsLimited
IntegratedCementPlants
Ramasamy Raja Nagar, Virudhunagar, Tamil Nadu
Alathiyur, Ariyalur District, Tamil Nadu
Ariyalur, Govindapuram, Ariyalur District, Tamil Nadu
Jayanthipuram, Andhra Pradesh
Mathodu, Chitradurga District, Karnataka
Grinding Units
Uthiramerur,KanchipuramDistrict,TamilNadu
Valapady,SalemDistrict,TamilNadu
Kolaghat,PurbaMedinipurDistrict,WestBengal
Packing Terminals
Nagercoil Packing Unit, Kumarapuram, Aralvaimozhi, Kanyakumari District, Tamil
Nadu
Hyderabad Packing Plant, Pochampally Road, Malkapur, Nalgonda District, Andhra
Pradesh
Operational Highlights:
Cement Capacity
Rs.3288 Crores
Rs.385.11 Crores
Cement Plants
:5
Grinding Plants
:3
Packing Plants
:2
:1
:1
: 159.19 MW
No of Employees
: 2626
fromNationalCouncilfromcementand
buildingMaterials.
ReceivedCorporateAwardfromEconomicTimes.
HonouredbyTheAnalystAwardfromInternationalCongressonChemistryof Cement.
BestallRoundIndustrialPerformancegivenbyFederationofAPChambersof Commerce
Industries.
VisvesvariahIndustrialAwardbyAllIndiaManufacturers Organization.
Business ExcellenceAwardbyIndustrialEconomist.
State Safety Award and Good Industrial Relations Award by Tamil Nadu Government.
Ariyalur Plant - Govindapuram, Ariyalur District, Tamil Nadu (4.0 MTPA)
The Line 1 capacity of the plant is 2 MTPA which was commissioned in 2008.
Currently Line 2 of the plant with a capacity of another 2 MTPA was commissioned.
Salient features
Ultra-modern Plant which incorporates the latest technologies in cement manufacture.
Locational advantage of being situated in the suburban of Ariyalur, where the countrys
best quality limestone is available.
Employs two bulk solid analyzers at the crusher site itself for quality control at the raw
material stage itself.
Blending of the limestone available in different mines, to achieve the desired quality of
raw mix. Only a small quantity of fire clay is being used as an additive.
24
Large raw material and additive storage sheds to store and run the Plant without
interruption.
Modern X-Ray Analyser and online quality control of raw mix and XRD.
Wagon tippler arrangement for quickly unloading the coal receipts.
The largest VRM for raw mix and cement grinding quality.
Four large Packing Plants for quick packing and uninterrupted cement supply to the
dealers & customers.
2.3 CONCLUSION
In this chapter, the researcher collected information about the previous studies related to his
research topic. It helps him to know more about the topic. It also enables the researcher to have
more clarity of the concept. It gives the researcher wider knowledge about the topic.
CHAPTER III
RESEARCH METHODOLOGY
3.1 INTRODUCTION:
25
1. There is a significant relationship between age of the respondents and their behavior
competency mapping
2. There is a significant relationship between experience of the respondents and their
competency mapping
28
29
The researcher should be able to foresee what kind of study would suit the problem
formulated. What kind of data one may need to understand the subject and what kind of
technicians are needed to collect the kind of data on looks for etc.
The researcher here used descriptive research design to carry out the study.
3.7 SAMPLING TECHNIQUE:
convenience sampling
The convenience sampling method is used for the survey. Convenience is the crudest type
of non- random sampling. This involves selecting the most convenient group available.
3.8 SAMPLE SIZE:
66 respondents
The universe is 416 employees
3.9 SECONDARY DATA:
Books
Web site
The secondary data are those data which have already been collected through others
sources like news paper, magazine, books & internet. Secondary data are collected to find
out the level of their needs, wants, and their taste.
3.10PRIMARY DATA COLLECTION METHOD:
Behavioral Event Interview:
BEIs can be one of the most reliable tools in predicting an applicants future onthe-job performance. The theory of behavior event interviewing (BEI) is simple. It
considers the best way for an organization to predict an individuals future behavior and
performance is to have the individual talk about their past competencies, behavior and
performance. There are additional benefits to both the organization and the individual as
well.
Primary data collection target audience:
workmen
Staff
30
Officer
Head of the Departments
Unit head
3.11LIMITATIONS OF THE STUDY
CHAPTER 1V
DATA ANALYSIS AND INTERPRETATION
Analyzing and interpretation of data collected is a vital aspect of any research. In this
chapter the data collected from the employees of MADRAS CEMENTS LIMITED, ARIYALUR
are analyzed and interrelated in the form of tables and charts.
The received data were tabulated, collated and analyzed using the SPSS package. Getting
the expertise of the statistical analyst the data were analyzed for interpretation. The following
31
statistical tools were used for analysis of data keeping in view of the purpose and scope of the
research; chi-square test to assess the significance of the difference between the observed
frequencies and the expected obtained from hypothetical measure. A statistical measure for
finding out the degree or strength of association between the two or more variables
4.1 TABLE
AGE OF THE RESPONDENTS
PARTICULARS
BELOW 24
25-30
31-35
36-40
ABOVE 40
Total
NO OF RESPONDENTS
10
20
18
12
6
66
PERCENT
15.2
30.3
27.3
18.2
9.1
100.0
32
INTERPRETATION: The above table shows that the majority of 30.3 percentages of the
respondents belong to the age group of 25 to 30 years, 9.1 percentages of respondents belong to
the age of above 40 years. 15.2 percentages of peoples belong to the below 24 years and 27.3
percentages are 31-35 years.
4.1 CHART
AGE OF THE RESPONDENTS
33
35
30
25
20
20
18
15
10
NO OF RESPONDENTS
PERCENT
12
10
6
5
0
BELOW 24
25-30
31-35
36-40
ABOVE 40
4.2 TABLE
EXPERIENCE OF THE RESPONDENTS
34
PARTICULARS
0-4
5-10
11-15
16-20
Above 20
Total
NO OF RESPONDENTS
20
24
16
5
1
66
PERCENT
30.3
36.4
24.2
7.6
1.5
100.0
INTERPRETATION: The above table indicates that majority of respondents have 5-10 years
experience. And 1.5 percentages of respondents have above 20 years.11-15 years respondents are
24.2 percentages. 30.3 percentages people are belong to the 0-4 years.
4.2 CHART
EXPERIENCE OF THE RESPONDENTS
35
40
35
30
25
NO OF RESPONDENTS
20
PERCENT
15
10
5
0
0-4
5 to 10
11 to 15
16 to 20
above 20
4.3 TABLE
DESIGNATION- CADREWISE
36
PARTICULARS
HOD
OFFICER
STAFF
WORKMEN
Total
NO OF RESPONDENTS
3
11
14
38
66
PERCENT
4.5
16.7
21.2
57.6
100.0
INTERPRETATION: The above table shows that 57.6 percentages respondents belong to the
cadre of workmen. And it also indicates the 21.2 percentages are staff, 16.7 percentages are
officer and 4.5 percentage respondents are belong to the category of HOD
4.3 CHART
DESIGNATION- CADREWISE
37
70
60
50
40
NO OF RESPONDENTS
Percent
30
20
10
0
Hod
officer
staf
workmen
4.4 TABLE
DEPARTMENTS OF THE RESPONDENTS
38
DEPARTMENTS
ELECTRICALS
INSTRUMENTATION
MECHANICAL
MINES
PRODUCTION
Total
NO OF RESPONDENTS
14
11
13
15
13
66
PERCENT
21.2
16.7
19.7
22.7
19.7
100.0
INTERPRETATION: The above table shows that 22.7 percentage respondents are mines, 19.7
percentages are mechanical, 16.7 percentages are instrumentation, and 19.7 percentages are
production respectively.
4.4 CHART
DEPARTMENT OF THE RESPONDENTS
39
25
20
15
10
NO OF RESPONDENTS
PERCENT
5
0
4.5 TABLE
MARITAL STATUS OF THE RESPONDENTS
40
PARTICULARS
1.00
NO OF RESPONDENTS
Percent
50
75.8
2.00
16
24.2
Total
66
100.0
INTERPRETATION: The above table indicates that 75.8 percentages of respondents are married
and the remaining 24.2 percentages are unmarried.
4.5 CHART
MARITAL STATUS OF THE RESPONDENTS
41
80
70
60
50
No of Respondents
40
percent
30
20
10
0
MARRIED
UNMARRIED
4.6 TABLE
COMMUNICATION
42
NO OF
PARTICULARS
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
Total
RESPONDENTS
6
9
20
19
12
66
PERCENT
9.1
13.6
30.3
28.8
18.2
100.0
INTERPRETATION: The above table indicates that 30.3 percentages respondents are average in
communicating, 9.1 percentages are very poor, 28.8 percentages are good and 18.2 percentages
are excellent in communication.
4.6 CHART
COMMUNICATION
43
35
30
25
20
NO OF RESPONDENTS
Percent
15
10
5
0
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
4.7 TABLE
INTERPERSONAL SKILL
44
PARTICULARS
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
Total
NO OF RESPONDENTS
2
9
25
24
6
66
PERCENT
3.0
13.6
37.9
36.4
9.1
100.0
INTERPRETATION: The above table indicates that majority 37.9 respondents are average in
interpersonal skill, 36.4 respondents are good in interpersonal and 9.1 percentages respondents
are excellent in interpersonal. And 13.6 percentages are poor in interpersonal skill.
4.7 CHART
INTERPERSONAL SKILL
45
40
35
30
25
NO OF RESPONDENTS
20
Percent
15
10
5
0
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
4.8TABLE
DECISION MAKING
46
PARTICULARS
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
Total
NO OF RESPONDETNS
7
8
23
24
4
66
PERCENT
10.6
12.1
34.8
36.4
6.1
100.0
INTERPRETATION: The table indicates that 36.4 percentages respondents are good in decision
making, 34.8 percentages are average in decision making and 10.6 percentages of very poor in
decision making.
4.8 CHART
DECISION MAKING
47
40
35
30
25
NO OF RESPONDETNS
20
Percent
15
10
5
0
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
4.9 TABLE
TEAM WORK
48
PARTICULARS
VERY POOR
NO OF RESPONDENTS
16
PERCENT
24.2
POOR
15
22.7
AVERAGE
16
24.2
GOOD
15
22.7
EXCELLENT
4
66
6.1
100.0
Total
INTERPRETATION: The above table shows that majority of people average in team work, 22.7
respondents are good in team work, 22.7 percentages are poor and 24.2 percentages respondents
are very poor in team work.
4.9 CHART
TEAM WORK
49
30
25
20
NO OF RESPONDENTS
15
Percent
10
5
0
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
4.10 TABLE
LEADERSHIP
50
PARTICULARS
AVERAGE
GOOD
EXCELLENT
Total
NO OF RESPONDENTS
3
8
7
18
PERCENT
16.7
44.4
38.88
99.99
INTERPRETATION: The above table indicates that 44.4 percentages respondents are good in
leadership, 38.88 percentages are excellent in leadership and 16.7 percentages are respondents
are average in leadership.
4.10 CHART
LEADERSHIP
51
14
12
10
8
NO OF RESPONDENTS
Percent
6
4
2
0
AVERAGE
GOOD
EXCELLENT
4.11 TABLE
STRESS MANAGEMENT
52
PARTICULARS
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
Total
NO OF RESPONDENTS
4
10
31
18
3
66
PERCENT
6.1
15.2
47.0
27.3
4.5
100.0
INTERPRETATION: The table indicates that 47 percentage respondents are average in stress
management, 27.3 percentages are good, 15.2 percentages are poor and 4.5 percentages are
excellent in stress management.
4.11 CHART
STRESS MANAGEMENT
53
50
45
40
35
30
NO OF RESPONDENTS
25
Percent
20
15
10
5
0
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
4.12 TABLE
ADAPTABILITY
54
PARTICULARS
VERY POOR
POOR
AVERAGE
GOOD
EXCELLENT
Total
NO OF RESPONDENTS
3
7
33
14
9
66
PERCENT
4.5
10.6
50.0
21.2
13.6
100.0
INTERPRETATION: The table shows that 50 percentages are average in adapting the personal
and organizational changes, 21.2 percentages are good, and 4.5 percentages are very poor in
adapting skill.
4.12 CHART
ADAPTABILITY
55
60
50
40
30
NO OF RESPONDENTS
20
Percent
10
0
Mean
Std.
Deviation
Std. Error
95% Confidence
Interval for Mean
Lower
Upper
Minimu
m
Maxim
um
56
1.00
2.00
3.00
4.00
5.00
Total
7
8
23
24
4
66
1.7143
2.6250
2.9130
2.9583
2.7500
2.7576
.75593
1.30247
1.16436
1.23285
.95743
1.19048
Bound
1.0152
1.5361
2.4095
2.4377
1.2265
2.4649
.28571
.46049
.24279
.25166
.47871
.14654
Bound
2.4134
3.7139
3.4165
3.4789
4.2735
3.0502
1.00
1.00
1.00
1.00
2.00
1.00
3.00
4.00
5.00
5.00
4.00
5.00
ANOVA
Sum of
Squares
Df
Mean Square
Between Groups
Within Groups
Total
9.283
2.321
82.838
92.121
61
65
1.358
1.709
Statistical
inference
.160>0.05
Not
significant
1.00
2.00
Mean
Std.
Deviation
16
15
1.6875
1.8000
.70415
.67612
Std.
Error
.17604
.17457
95% Confidence
Interval for Mean
Lower
Upper
Bound
Bound
1.3123
2.0627
1.4256
2.1744
Minimum
Maximum
1.00
1.00
3.00
3.00
57
3.00
4.00
5.00
Total
16
15
4
66
2.0625
2.8667
2.7500
2.1364
1.18145
.91548
.95743
.99051
.29536
.23637
.47871
.12192
1.4329
2.3597
1.2265
1.8929
2.6921
3.3736
4.2735
2.3799
1.00
1.00
2.00
1.00
5.00
4.00
4.00
5.00
ANOVA
Sum of
Squares
Between Groups
Within Groups
Total
Df
Mean Square
14.514
3.629
49.258
63.773
61
65
.808
F
4.494
Statistical
inference
.003<0.05
significant
HA: There is a significant difference between the age of respondent and team work
H0: there is no significant difference between the experience of the respondent and team work
Findings
The above table shows that there is a significant difference between age of the respondents and
the team work. Hence, the calculated value is less than the table value. So the research
hypothesis is rejected and the null hypothesis is accepted.
CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSIONS
5.1 FINDINGS:
From the analyze and calculation we can identify that the most of respondents age group
was 25-30 years.
From the analyze and calculation the most of respondents having 0-4 year experience
From the analyze and calculation 57.6 percentages respondents are workmen
From the analyze and calculation 22.7 percentage respondents are belong to mines
department
From the analyze and calculation 75.8 percentage respondents are married
From the analyze and calculation 30.3 respondents communication level is average and
28.8 percentages are good in communication.
58
From the analyze and calculation 37.9 percentages are average and 36.4 percentages are
having good level in interpersonal skill
From the analyze and calculation 36.4 percentages respondents are good in decision
making and 34.8 percentage respondents are having average level in decision making.
From the analyze and calculation the majority of respondents are average in team work
and 22.7 percentage respondents are good in team work.
From the analyze and calculation 44.4 percentage respondents are good in leadership and
38.88 percentage are excellent in leadership.
From the analyze and calculation 47 percentage respondents are average in managing
stress and 27.3 percentage respondents are good in stress management.
From the analyze and calculation 50 percentage respondents are average and 21.2
percentage respondents are good in adopting personal as well as changes in organization.
2.2 SUGGESTIONS
The company management should provide the soft skill training program to the every
employee in the organization to enlarge their competency related skills.
The company management should regularly monitor the behavior related performance of
the employee during before and after commencement of training program.
The company should makes awareness of employee own behavior related competency
like stress, adaptability, leadership, communication, decision making, team work,
interpersonal etc.
The organization should continuously encourage and ask the employees to participate
decision making, leadership etc.
Managing stress, adapting changes are important behavior related competency which
affecting the performance of employees. So the organization should train the employee to
managing stress and adapting changes.
2.3 CONCLUSION
If the organization conduct the competency mapping means they may get good feedback
from the employees. The competency mapping which is useful to the management to know
the current level of competency what they have.Otherwise they cannot know the employees
behavior related competency. With the help of competency mapping the management can allot
59
the right person to the right job. Andthe organization needs to provide various training
programs to improve the various behavior related competency.
BIBLIOGRAPHY
1. Anderson, A.H[2000] Training in Practice, New Delhi: Infinity Books.p.19-32.
2. Boyatzis, R.E [1989] The Competent Manager, A model for effective performance,
New York, Wiley.
3. Dubosis, D [1993] Competency Based Improvement. A strategy for organization
change. Sultan Chand and Sons, New Delhi.
4. Jaideep Sharma [2001] Professional Competencies in Modern Libraries Delhi: Authors
Press p6-71.
5. Gangani, N, Mc Lean, G and Braden, R.[2004] A Competency Based Human Resource
Development Strategy, Wiley Eastern Limited, New Delhi,19[1],127-139.
6. James,R [2000]Competency Assesment and Human Resource Management,
performance of country extension chairs, American University, Texas from Tamil
education/42,html.
7. Lynton,R.P and PareekUdai [2000], Training for Organization Transformation,
Oxford University Press.
8. Sanghi, Seema, 2004, The Handbook of Competency Mapping. A division of Sage
publication private Limited. New Delhi: p3-33.
9. Rao, T.V.2003. Mapping a Clear Path. Human Capital, Vol.6, pp:42-44
10. Sharma Radha,2002, Competency Mapping and Assesment Centers, Tata McGrawhill,
Kogan Press
11. Spencer, L.M and Spencer, S.M, 1993, Competency at work, New York, Wiley.
60
E-SOURCES OF REFERENCES
1.
2.
3.
4.
5.
http://mmgindia.com/competencymapping.html
http://www.hrfolks.com/workshop/compass.html
http://www.amazon.com/Handbook-competency-mapping.html
Ebookbrowse.com/search/guide-competency-mapping
www.ramcocement.in/
AGE
EXPERIENCE
DESIGNATION
DEPARTMENT
EXPERIENCE
MARITAL STATUS
EMP. NO
BEHAVIOUR PARAMETER:
SCALE:
EXCELLENT: 5
VERY POOR: 1
COMMUNICATION
INTERPERSONAL
SKILL
DECISION MAKING
TEAM WORK
STRESS
MANAGEMENT
ADAPTABILITY
GOOD: 4
BENCHMARK
ED LEVEL
LEVEL 1
LEVEL 1
EX
AVERAGE: 3 POOR: 2
GOO
D
AVG
POOR
V.POOR
LEVEL 1
LEVEL 1
LEVEL 1
LEVEL 1
FEEDBACK
62
EXPERIENCE
DESIGNATION
DEPARTMENT
EXPERIENCE
MARITAL STATUS
EMP. NO
BEHAVIOUR PARAMETER:
SCALE:
EXCELLENT: 5
VERY POOR: 1
COMMUNICATION
INTERPERSONAL
SKILL
DECISION MAKING
TEAM WORK
STRESS
MANAGEMENT
ADAPTABILITY
GOOD: 4
BENCHMARK
ED LEVEL
LEVEL 2
LEVEL 2
EX
AVERAGE: 3 POOR: 2
GOOD
AVG
POOR
V.POOR
LEVEL 2
LEVEL 2
LEVEL 2
LEVEL 2
FEEDBACK
63
EXPERIENCE
DESIGNATION
DEPARTMENT
EXPERIENCE
MARITAL STATUS
EMP. NO
BEHAVIOUR PARAMETER:
SCALE:
EXCELLENT: 5
VERY POOR: 1
COMMUNICATION
INTERPERSONAL
SKILL
DECISION MAKING
TEAM WORK
LEADERSHIP
STRESS
MANAGEMENT
ADAPTABILITY
GOOD: 4
BENCHMARK
ED LEVEL
LEVEL 3
LEVEL 3
LEVEL
LEVEL
LEVEL
LEVEL
EX
AVERAGE: 3 POOR: 2
GOOD
AVG
POOR
V.POOR
3
3
1
3
LEVEL 3
FEEDBACK
64
EXPERIENCE
DESIGNATION
DEPARTMENT
EXPERIENCE
MARITAL STATUS
EMP. NO
BEHAVIOUR PARAMETER:
SCALE:
EXCELLENT: 5
VERY POOR: 1
COMMUNICATION
INTERPERSONAL
SKILL
DECISION MAKING
TEAM WORK
LEADERSHIP
STRESS
MANAGEMENT
ADAPTABILITY
GOOD: 4
BENCHMARK
ED LEVEL
LEVEL 4
LEVEL 4
LEVEL
LEVEL
LEVEL
LEVEL
EX
AVERAGE: 3 POOR: 2
GOOD
AVG
POOR
V.POOR
4
4
2
4
LEVEL 4
FEEDBACK
65
EXPERIENCE
DESIGNATION
DEPARTMENT
EXPERIENCE
MARITAL STATUS
EMP. NO
BEHAVIOUR PARAMETER:
SCALE:
EXCELLENT: 5
VERY POOR: 1
COMMUNICATION
INTERPERSONAL
SKILL
DECISION MAKING
TEAM WORK
LEADERSHIP
STRESS
MANAGEMENT
ADAPTABILITY
GOOD: 4
BENCHMARK
ED LEVEL
LEVEL 5
LEVEL 5
LEVEL
LEVEL
LEVEL
LEVEL
EX
AVERAGE: 3 POOR: 2
GOOD
AVG
POOR
V.POOR
5
5
3
5
LEVEL 5
FEEDBACK
66
70
Level 3: Proficient
Having mental stamina to handle the prolonged stresses.
Able to work effectively in the condition.
Level 4: Professional
Manages one owns stress and others too.
Develops stress less situation and adjusts the stressful situations.
Level 5: Expertise
Identifies and consistently models ways of releasing or limiting stress within the organization.
Adaptability: The ability to work effectively in varying environments and with different
tasks, responsibilities and various individuals or groups
Level 1: Novice
Afraid to adapt the changes in work.
Taking more time to adapt the situation.
Always need assistance to adapt.
Not willing to fight the setbacks.
Level 2: Learner
Adapts only when told to do so.
Waits until told to adapt rather than taking proactive steps.
Accepts changes reluctantly.
Assisting others to get adapt the changes.
Level 3: Proficient
Adapts changes in job requirements, schedules, or work environments as part of job.
Recovers quickly from setbacks, and finds alternative ways to reach goals or targets.
Makes changes based on new credible information.
Level 4: Professional
Adjusts schedules and timelines to accomplish goals and objectives in response to change.
Maintains composure and shows self-control in the face of challenges and change.
Level 5: Expertise
Proactively adapts to new opportunities or risks.
Adapts approach, goals, and methods to achieve solutions and results in dynamic situations.
71