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					A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN
     PERAMBALUR SUGAR MILLS LTD, ERAIYUR

                              By
                        K.JEEVITHA
                   (Reg.No.80508601025)


                   A PROJECT REPORT
                       Submitted to the


         FACULTY OF MANAGEMENT STUDIES


           In partial fulfillment of the requirements
                 For the award of the degree
                               of


        MASTER OF BUSINESS ADMINISTRATION
                              IN
          HUMAN RESOURCE MANAGEMENT




         ANNA UNIVERSITY TIRUCHIRAPPALLI
               TIRUCHIRAPPALLI 620024
                         JUNE- 2010
                            BONAFIDE CERTIFICATE



          Certificate that this final project report on entitled “A STUDTY ON
   COMPETENCY MAPPING OF EMPLOYEES IN PERAMBALUR SUGAR
   MILLS LTD ERAIYUR” is the bonafide work of Ms. K. JEEVITHA(Reg. No:
   80508601025) II MBA, Dhanalakshmi Srinivasan Engineering College, Perambalur who
   carried out the project work under my supervisor. Certified further, that to the best of my
   knowledge the work reported here does not from part of any other project report or
   dissertation on the basis of which a degree of award was conferred on an earlier occasion
   on this or any other candidate.




Head of the department / MBA                                           Guide




   Mr. K. YOGANAND                                                         Ms. J. VENEE




   INTERNAL                                                               EXTERNAL




                                       Viva Voce on:-
                                    DECLARATION


   I hereby declare that the project entitled “A STUDY ON COMPETENCY MAPPING
   IN PERAMBALUR SUGAR MILLS LTD., ERAIYUR” is submitted to Anna
   University, Thiuchirapalli, in partial fulfillment of MBA during the year 2008-2010.


   It is the record of original work done by me, under the guidance of Ms. J. VENEE,
   Lecturer, Dhanalakshmi Srinivasan Engineering College, Perambalur. It is assured that
   this study have not been submitted to any other University for the award of MBA degree.




Place: Perambalur                                                       K.JEEVITHA
Date :
                                      ABSTRACT


       The Project titled “A STUDY ON COMPETENCY MAPPING OF
EMPLOYEES AT PERAMBALUR SUGAR MILLS LTD, ERAIYUR” is done as a
part of my MBA curriculum. The descriptive research design is adopted which deals with
the describing the characteristics of particular individual or group.


       The primary objective of the study is to know about the competency level of
employees in the organization. For the analytical study 50 samples are taken out of 119
populations in a random way. The primary data was collected through structured
questionnaire which consists of 29 questions. Secondary data was collected from various
books, and company records.


       The data is collected and then undergone a limit of mathematical operations and
later tabulated. A Statistical tool such as chi-square, percentage analysis, weighted
average method, is also implied.


       Through the various employees outcomes it was able to analyze the various
measurement and development activities that improve the employees competency
mapping in the organization factors of the workers in “PERAMBALUR SUGAR MILLS
LTD”. The suggestions and conclusions have been given finally.
                               ACKNOWLEDGEMENT


First of all, I thank My Parents and the Almighty for showering blessing towards me
for the successful completion of my project.


I would like to thank Shri A. SRINIVASAN, Founder Chairman, Dhanalakshmi
Srinivasan Educational Institutions, Perambalur for providing all facilities to do project
work successfully.


I express my special thanks to Dr. S.CHARLES, Principal, Dhanalakshmi Srinivasan
Engineering College, Perambalur for his guidance and encouragement.


I would like to express my sincere gratitude to Mr. K. YOGANAND, Head, Department
of Management Studies, Dhanalakshmi Srinivasan Engineering College, Perambalur, for
giving me this great opportunity to perceive this project.


I am greatly thankful to Ms. J. VENEE, Lecturer, Department of Management Studies,
Dhanalakshmi Srinivasan Engineering College, Perambalur, my internal guide for
extending constant support and valuable guidance for the successful completion of the
project work.


I would like to express my deep sense of gratitude to my external guide
Mr. V.SUBRAMANIYAN HR Manager of Perambalur sugar mills ltd., for giving me an
opportunity to do the project and for supporting me in all aspects with their valuable
guidance.


I would like to extent my thanks to all the faculty members of the Department of
Management Studies, Dhanalakshmi Srinivasan Engineering College, who helped in all
the way, directly or indirectly sharing my feelings and views regarding this project.
                   TABLE OF CONTENTS


CHAPTER.N0                 TITLE        PAGE.NO
                   LIST OF TABLES
                   LIST OF CHARTS
 Chapter-1         INTRODUCTION
             1.1   INTRODUCTION            1
             1.2   INDUSTRY PROFILE        8
             1.3   COMPANY PROFILE        11
             1.4   OBJECTIVES OF THE      20
                   STUDY
             1.5   SCOPE OF THE STUDY     20
             1.6   LIMITATIONS OF THE     21
                   STUDY
             1.7   REVIEW OF              22
                   LITERATURE
             1.8   RESEARCH               25
                   METHODOLOGY
 Chapter-2         DATA ANALYSIS AND     29-53
                   INTERPRETATION
 Chapter-3         FINDINGS,
                   SUGGESTIONS,
                   CONCLUSION
             3.1   FINDINGS               54
             3.2   SUGGESTIONS            56
             3.3   CONCLUSION             57

                   APPENDICES
                   REFERENCES
                       LIST OF TABLES


S.NO                      TITLE                        PAGE NO
2.1    EXPERIENCE OF THE RESPONDENTS                     29
2.2    AGE OF RESPONDENTS                                30
2.3    GENDER OF THE RESPONDTENTS                        31


2.4    EDUCATIONAL QUALIFICATON                          32
2.5    MARITAL STATUS                                    33
2.6    SALARY OF THE RESPONDENTS                         34
2.7    OPINION ON ORGANIZATION EXPERIENCED ANY           35
       SETBACKS IN THE LACK OF COMPETENT PEOPLE
2.8    OPINION ABOUT MAPPING THE COMPETENCIES            36
       FOR FURTHER DEVELOPMENT NEEDS AND TO
       ATTAIN CAREER PATH
2.9    OPINION ON MANAGEMENT BELIEF IN BUILDING          37
       A COMPETENCY BASED ORGANIZTION
2.10   OPINION ON TOP MANAGEMENT WILLINGNESS             38
       TO   BUILDING     COMPETENCIES      OF    THE
       EMPLOYEES ON A CONTINUOUS BASIS
2.11    OPINION ON NEED OF TRAINING PROGRAM‟S            39
2.12   ORGANIZATION COMPARING THE EMPLOYEES              40
       PERFORMNCE AGAINST KEY POSITION
2.13   MOTIVATION         FROM           CO-WORKERS      41
       ACHEIVEMENT
2.14   OPINION   ABOUT    HAVING    COMPETENCY           42
       MEASUREMENTS
2.15   OPINION ABOUT PROMOTION POLICY IN THE             43
       ORGANIZATION     HAVING    SOME    FORM    OF
       COMPETENCY ASSESSMENT
2.16   OPINION ABOUT THE TOP MANAGEMENT USING            44
       MULITIRATER ASSESSMENT OR 360 DEGREE
        FEEDBACKS FOR EMPLOYEE DEVELOPMENT
2.17    OPINION ON TALENT AND EXCELLENCE              45


2.18    TOP MANAGEMENT BELIEVETHE SUCCESS OF          46
        ORGANIZATION DEPENDS ON HAVING
        COMPETENT MANAGERS
2.19    SUFFERED ANY DRAWBACKS, PROFIT,               47
        PRODUCTION, ETC..
        CHI-SQUARE TEST

2.1.1   RELATIONSHIP    BETWEEN   SCIENTIFIC   AND   48-51
        SYSTEMATIC TRAINING IN THE ORGANIZATION
        AND PROMOTION


        WEIGHTED AVERAGE METHOD
2.1.2   VARIOUS COMPETENCIES OF THE EMPLOYEE IN       52
        ORGANIZATION
2.1.3   VARIOUS METHODS WHICH HELPS THE               53
        EMPLOYEES TO MEASURE THE COMPETENCIES
2.1.4   VARIOUS METHODS TO DEMONSTRATE         AND    54
        DEVELOP COMPETENCIES
                    LIST OF CHARTS
S.NO                      TITLE                        PAGE NO
2.1    EXPERIENCE OF THE RESPONDENTS                     29
2.2    AGE OF RESPONDENTS                                30
2.3    GENDER OF THE RESPONDTENTS                        31
2.4    EDUCATIONAL QUALIFICATON                          32
2.5    MARITAL STATUS                                    33
2.6    SALARY OF THE RESPONDENTS                         34
2.7    OPINION ON ORGANIZATION EXPERIENCED ANY           35
       SETBACKS IN THE LACK OF COMPETENT PEOPLE
2.8    OPINION ABOUT MAPPING THE COMPETENCIES            36
       FOR FURTHER DEVELOPMENT NEEDS AND TO
       ATTAIN CAREER PATH
2.9    OPINION ON MANAGEMENT BELIEF IN BUILDING          37
       A COMPETENCY BASED ORGANIZTION
2.10   OPINION ON TOP MANAGEMENT WILLINGNESS             38
       TO   BUILDING     COMPETENCIES      OF    THE
       EMPLOYEES ON A CONTINUOUS BASIS
2.11    OPINION ON NEED OF TRAINING PROGRAM‟S            39
2.12   ORGANIZATION COMPARING THE EMPLOYEES              40
       PERFORMNCE AGAINST KEY POSITION
2.13   MOTIVATION         FROM           CO-WORKERS      41
       ACHEIVEMENT
2.14   OPINION   ABOUT    HAVING     COMPETENCY          42
       MEASUREMENTS
2.15   OPINION ABOUT PROMOTION POLICY IN THE             43
       ORGANIZATION     HAVING    SOME    FORM    OF
       COMPETENCY ASSESSMENT
2.16   OPINION ABOUT THE TOP MANAGEMENT USING            44
       MULITIRATER ASSESSMENT OR 360 DEGREE
       FEEDBACKS FOR EMPLOYEE DEVELOPMENT
2.17   OPINION ON TALENT AND EXCELLENCE       45


2.18   TOP MANAGEMENT BELIEVETHE SUCCESS OF   46
       ORGANIZATION DEPENDS ON HAVING
       COMPETENT MANAGERS
2.19   SUFFERED ANY DRAWBACKS, PROFIT,        47
       PRODUCTION, ETC..
                                  1.1 INTRODUCTION



    Competence is a standardized requirement for an individual to properly perform a
specific job. It encompasses a combination of knowledge, skills and behavior utilized to
improve performance. More generally, competence is the state or quality of being
adequately or well qualified, having the ability to perform a specific role.

    For instance, management competency includes the traits of systems thinking and
emotional intelligence, and skills in influence and negotiation. A person possesses a
competence as long as the skills, abilities, and knowledge that constitute that competence
are a part of them, enabling the person to perform effective action within a certain
workplace environment. Therefore, one might not lose knowledge, a skill, or an ability,
but still lose a competence if what is needed to do a job well changes.

The competencies have five characteristics, namely:

       * Motives: Things a person consistently thinks about or wants that cause action,
       motives drive, direct and select behavior towards certain actions. Example
       achievement motivation people consistently set challenging goals for themselves,
       take responsibility for accomplishing them and use the feedback to do better

       * Traits: Physical characteristics and consistent responses to situations. Good
       eyesight is physical traits of a pilot. Emotional Self Control and initiative are
       more complex consistent responses to situations.

       * Self Concept: A person's attitude value or self image. A person's values are
       reactive or respondent motives that predict what a person would do in the short
       run. Example: A person who values being a leader would be more likely to
       exhibit leadership behavior.
        * Knowledge: (Information a person has in a specific work area) Example: An
        accountant's knowledge of various accounting procedures.

        * Skill: (is the ability to perform certain mental or physical tasks) Example:
        Mental competency includes analytical thinking. The ability to establish cause
        and affect relationship.

The four general competences are:

           Meaning Competence: Identifying with the purpose of the organization or
            community and acting from the preferred future in accordance with the values
            of the organization or community.
           Relation Competence:        Creating and nurturing connections to the
            stakeholders of the primary tasks.
           Learning Competence: Creating and looking for situations that make it
            possible to experiment with the set of solutions that make it possible to solve
            the primary tasks and reflect on the experience.
           Change Competence: Acting in new ways when it will promote the purpose
            of the organization or community and make the preferred future come to life.

Types of competencies:

   1. Organizational competencies -unique factors that make an organization
        competitive.
   2.   Job/Role competencies-things an individual must demonstrate to be effective in a
        job,      role, function, task, or duty, organizational level, or in their entire
        organization.
   3. Personal competencies-aspects of an individual imply a level of skill, achievement, or
        output.


    Identification of competencies

        Competencies can be identified by one of more of the following category of
people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in
consultation with: Line Managers, Current & Past Role holders, Supervising Seniors,
Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders
and Other role set members of the role (those who have expectations from the role holder
and who interact with h him/her).

Methodology used

         The following methods are used in combination for competency mapping:
Interviews, Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of
Job descriptions, Performance Appraisal Formats etc.

         The process of identification is not very complex. Some of the methods are given
below:

                1. Simply ask each person who is currently performing the role to list the
         tasks to be performed by him one by one, and identify the Knowledge, Attitudes,
         and Skills required to perform each of these. Consolidate the list. Present it to a
         role set group or a special task force constituted for that role. Edit and Finalize.

                2. Appoint a task force for each role. When the author worked with the
         Ministry of Health in Indonesia a three day workshop was found to be sufficient
         to train the local Health Province staff in competency mapping. This in spite of
         the author having to work with groups of Indonesians who spoke only Bhasa
         Indonesia.

Language Used

         Use Technical language for technical competencies. For example: knowledge of
         hydraulics.

                Use business language for business competencies. Example: Knowledge
         of markets for watch business or Strategic thinking.
          Use your own language or standard terms for Behavior competencies.
   Example: Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too
   technical and conceptual knowledge align to the organization and people may
   create more problems than help .

 Competency mapping is a task which can be done by many people. Now days all
   Management schools and definitely those specializing in HR train the students in
   competency mapping. Recently when the author taught a course on Management
   of Talent at the Indian School of Business with two hours or introduction to the
   process of competency mapping the students (all with experience of more than
   two years) have done a great job of competency mapping for a set of roles.
   Any Masters in Management or Social Sciences or an Employee with Equivalent
   Experience and Training can develop these competencies. Conceptual
   Background and Understanding of the business is important. Familiarity with
   Business, Organizations, Management and Behavioral Sciences is useful. HR
   Managers, Management Graduates, Applied Psychologists are quite qualified to
   do this. Most institutions specializing in HR train the candidates to do this.
 The following are some of tips to do competency mapping at low cost:

          Pick up a job or a role that is relatively well understood by all individuals
   in the company. Work out for this role and give it as an illustration. For example
   Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist,
   Transport Manager, PR Manager, etc. are known to all and easy to profile.

          Work out competencies for this role if necessary with the help of job
   analysis specialist or an internal member who has knowledge of competency
   mapping. Circulate these others and ask various departments to do it on their won.
   Circulate samples of competencies done by others.

                 Illustrate knowledge, attitudes, skills, values etc.
                 Choose a sample that does not use jargons
                 Explain the purpose
                       Interview of past successful job holders helps




MANAGERIAL:

         Competencies which are considered essential for staff with managerial or
supervisory responsibility in any service or program area, including directors and senior
posts.

         Some managerial competencies could be more relevant for specific occupations,
however they are applied horizontally across the Organization, i.e. analysis and decision-
making, team leadership, change management, etc.

GENERIC:

         Competencies which are considered essential for all staff, regardless of their
function or level, i.e. communication, program execution, processing tools, linguistic,
etc.

TECHNICAL/FUNCTIONAL:

         Specific competencies which are considered essential to perform any job in the
Organization within a defined technical or functional area of work, i.e. environmental
management, industrial process sectors, investment management, finance and
administration, human resource management, etc.

Levels of Competency:

         1. Practical competency - An employee's demonstrated ability to perform a set of
         tasks.

         2. Foundational competence - An employee's demonstrated understanding of what
         and why he / she is doing.
       3. Reflexive competence (An employee's ability to integrate actions with the
       understanding of the action so that he / she learn from those actions and adapts to
       the changes as and when they are required.

       4. Applied competence - An employee's demonstrated ability to perform a set of
       tasks with understanding and reflexivity.


Application levels of a competency

ADVANCED

       Demonstrates high level of understanding of the particular competency to perform
fully and independently related tasks.

       Frequently demonstrates application that indicates profound level of expertise.
Can perform adviser or trainer roles. Work activities are carried out consistently with
high quality standards.

PROFICIENT

       Demonstrates a sound level of understanding of the particular competency to
adequately perform related tasks, practically without guidance. Work activities are
performed effectively within quality standards.

KNOWLEDGEABLE

       Demonstrates a sufficient understanding of the particular competency to be used
in the work place, but requires guidance Tasks or work activities are generally carried out
under direction.

COMPETENCY MAPPING

       Competency mapping is a process through which one assesses and determines
one's strengths as an individual worker and in some cases, as part of an organization. It
generally examines two areas: emotional intelligence or emotional quotient (EQ), and
strengths of the individual in areas like team structure, leadership, and decision-making.
Large organizations frequently employ some form of competency mapping to understand
how to most effectively employ the competencies of strengths of workers. They may also
use competency mapping to analyze the combination of strengths in different workers to
produce the most effective teams and the highest quality work.




       The steps involved in competency mapping with an end result of job evaluation
include the following:

       1) Conduct a job analysis by asking incumbents to complete a position
information questionnaire (PIQ). This can be provided for incumbents to complete, or
you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to
gather from incumbents what they feel are the key behaviors necessary to perform their
respective jobs.

       2) Using the results of the job analysis, you are ready to develop a competency
based job description. A sample of a competency based job description generated from
the PIQ may be analyzed. This can be developed after carefully analyzing the input from
the represented group of incumbents and converting it to standard competencies.




       3) With a competency based job description, you are on your way to begin
mapping the competencies throughout your human resources processes. The
competencies of the respective job description become your factors for assessment on the
performance evaluation. Using competencies will help guide you to perform more
objective evaluations based on displayed or not displayed behaviors.

       4) Taking the competency mapping one step further, you can use the results of
your evaluation to identify in what competencies individuals need additional
development or training. This will help you focus your training needs on the goals of the
position and company and help your employees develop toward the ultimate success of
the organization.



                              1.2 INDUSTRY PROFILE:



    The history of sugar is associated with the history of civilization in the ancient time
honey was well known. Sugar is derived from the Sanskrit word sacrara begins its history
in the 4th century B.C with the discovery by the soldiers of the great Alexander in the
valley of the Indus river of a cane yielding, honey without bees in the 7th century A.D the
Arabs invade the middle east and discover one more the sugarcane.
    They spread its cultivation in the Mediterranean basis laboratories of producing
sugar out of sugarcane are setup in rhode Cyprus Egypt in the northern islands in the
southern Spain.
    Sugar appears in the central Europe in the 12th century due to the crusaders who
carried it over from the Syria. The impetration took place from the Venice port. Its sales
were at a very high price from the drug store as a precious exotic product in the form of
sugarcanes broken aggregate of sugar or in the dust.
    The discovery of the new world altered fully the geography of sugar. The sugarcane
was grown in tropical climates e.g. In the Caribbean island which are there by called
sugars islands.
    Sugar was imported raw and petrified in the refineries setup mostly near the
European harbors. The French revolution and the continental embargo imposed by the
France upon the English sugarcane. These results severe constrains upon consumption.
    Its therefore necessary to find a European plan out of which to produce sugar like
sugarcane.


ORIGIN OF SUGAR
       In1994 MARGARF a German chemist proved that in the cattle breeding beet is
contained the same sugar produced out of sugarcane.25 years later his country man
ARCHARD repeated and perfected is experiments sugar out of beet represented 63% of
the universal production.
      Today‟s percentage is 40% for the sugar out of beet represented 60% for the sugar
out of sugarcane. The annual universal sugar production is fairly enough complicated
process which includes a great many processing stages. There follows a description in
outline of the main stages of sugar production.
       The term sugar refers to the sucrose (c12, h12. 011) which is a natural product
and contained in many plants. However it is extracted, industrially throughout the world
out of to cultivated plants. The sugarcane which is grown in the temperate zoon sucrose is
composed pf two molecules one molecule of glucose and one more molecule of fructose.
Its sweetening power is set conventionally on a par within the unit.
       There are artificial sweetening materials which have sweetening capacity multiple
of sugar (aspartame, sugaring etc) without having the qualities of sugar namely;
            Sweet and soft taste
            Capacity to give mass and volume to various preparations
            To reinforce and display the savor of the foods
            To safeguard from the onset of microorganism e.g. marmalades, sweet etc
            To protect from the less of vitamin c
            To supply energy

       It is cheapest food per calories oils and fats have greater calories power (9k cal/g)
whereas sugars and the albumen‟s have 4k cal/g. so a tea spoon of sugar with a capacity
of 8gm ha only 32kcal.
       The main activity of the company is the production and trade of sugar, as well as
the trade of the by-products of sugar. The company produces white crystal sugar.
Whereas in the course of production there results as a set of by- products which following
a proper processing are mode available in the market.


       In concrete terms the products are traded by the company as follows,
            White crystal sugar
            Molasses
            Sugar-pie
            Nutria 135
            Fresh pulp

       The sugar is sugar by- product and is used as a raw material to produce alcohol,
yeasts and cattle feed. Sugar pie is cattle feed and is prepared by dry pulp (by- product of
sugar) with the addition of molasses.
       Nutria 135 is a short of cattle feed which is used for fattening the calves and is
prepared by dry pulp and molasses with an addition pf trace elements and vitamins
            High reliable plant require less maintenance
            Out sugar plants in corporate all the components such motors, gearboxes,
               bearing, coupling etc as per the international standards and sizes and can
               be replaced easily in any part of world
            Sugar produced is crystal white manufacture through suspiration or
               carbonation process
            Our sugar plants are equipped with captive power generation having steam
                       is used to run the turbines and the exhaust steam is used for the
               process requirement haggises being the waste of sugarcane
            Our sugar plants are equipped with both air pollution control as well as
               water pollution control equipment.

       The sugar industry in India has been playing an important role in the economic
development of the country. The sugar industry is seasonal and operators for 120 to 240
days in a year, beginning from early November and ending in May. Large volumes of
effluents are produced during the manufacture of sugar and they contain a high pollution
potential. As these wastes are disposed of on land or into water bodies in the non-
monsoon period, extreme pollution of small rivers and foul smell in the vicinity of the
sugar mills commonly noticed.
                                 1.3COMPANY PROFILE:
INTRODUCTION:
                      Perambalur sugar mills ltd.., is a subsidiary unit of Tamil Nadu
sugar corporation Ltd.., it is situated in Eraiyur village. About20 Kms away from
Perambalur on Trichy-Chennai National Highways in an extent of 133 acres of land. This
is an agro based industry. Sugar cane being the raw material. Crushing operation will be
going on for about six months every year and the remaining period will be utilized for
overhauling of the machinery. The factory had its maiden crushing during 1977-78
season with n installed capacity of 120 tones of cane per day.
AREA OFOPERATION OF THE MILLS:
                      Taluk                                         District


 1. Perambalur                                                      Perambalur
 2. Veppanthattai                                                   Veppanthattai
 3. Kunnam                                                          Kunnam
 4. Ariyalur                                                        Ariyalur
 5. Senthurai                                                       Senthurai
 6. Athur (Thalaivasal&Gangavalli)                                  Salem
 7. Kallakurichy (52 villages)                                      Villupuram.




EXPANSION:
       The installed capacity of the mill was expanded during 1989-90 from 1250 TCD
to 3000 TCD and crushing at expanded capacity was start on 06.11.1990. The loans
received from financial institutions for expansion have been fully repaid.
ADMINISTRATION:
       The mills is being administered by the Board Of Directors of Perambalur sugar
mills Ltd., At Unit level, the execute administration is being carried out by the Chief
Executive subject to the control and supervisions of the Chairman & Managing Director,
Perambalur sugar mills ltd., the following departments are functioning in the mills:


                           Administration
                           Accounts
                           Cane
                           Engineering
                           Manufacturing

SUGAR POLICY:
SUGAR SEASON
        One sugar is 12 months from October to September. The actual crushing will
depend upon the availability of sugar cane. This will normally be about 6 months in a
year.
CANE PRICE:
Statutory Minimum price
        The government of India fixes the statutory minimum cane price the sugar cane
control order, 1966. This price as to be paid by the sugar mill within 14 days from the
date of supply of cane failing which interest at the rate of 15% will have to be paid to the
cane growers till the date of payment. The statutory minimum cane price is fixed by the
government of India for the recovery of 9.50%.
        The cane price is fixed for a sugar mills based on the peak period recovery of the
mill. The peak period recovery refers to the average recovery obtained from 1st December
to 31st March of the proceeding season. The statutory minimum price for 1998-99 for
Perambalur sugar mills was Rs. 539.40 per tone.
STATE ADVISED PRICE
        The state government announce cane price every over and above the statutory
minimum price fixed by the government of the India and this price is the known as state
advised price. The state advised price (S.A.P) for 1998-99 for this mills was Rs.702.50
linked to 8.5% recovery. The –cane price fixed by the government and paid by the mills
since 1989-90 are furnished in Annexure-II.
GOVERNMENT OF INDIA’S FINAL CANE PRICE & ADDL.CANE PRICE AS
PER BHARGAVA FORMULA
        Initially the Govt. of India fixed the statutory minimum price for sugarcane for a
particular season based on the peak period recovery of the previous season. At the end of
every season, the final cane price payable to the cane growers for a season is being
computed under clause 5A of the sugarcane control order, 1966. For working out this
final price, the Govt. of „L‟ factor.
        The sales realization of sugar out of a particular season‟s sugar is matched with
the cost of production and the surplus is being shared between the sugar producers and
growers @50.50. While announcing the final cane price, the statutory minimum price
initially paid is deducted.
INCENTIVE CANE PRICE
        The co-operative and public sector sugar ill Tamil Nadu are also in the/ practice
of declaring an incentive cane price for the cane drawn in a particular season to enthuse
the growers to bring in more area under cane cultivation. While declaring such incentive
cane price, the ill usually deducts a portion of the price towards the Area Development
Fund. The corpus of the fund is usually utilized for socially relevant schemes in the
command area of the mills.


SALE OF SUGAR
        As per the existing sugar policy (Dual control) every sugar producer shall sell
40% of their production as levy sugar to the public distribution system through the civil
suppliers corporation / food corporation of India and the balance 60% shall be in the
open market. Under the sugar control order, 1966 the sale and dispatch of sugar (both
levy &tree) is regulated by the monthly release orders issued by Directorate of sugar.
Govt.   Of India. The quantity released for a month under sale should be sole and
dispatched before end that month.
PRICE
    1. Levy sugar
             The price of levy sugar for a particular season os fixed by Govt. of India
        which is called “Notified Price”. The levy sugar price for the 1998-99 sugar
       season for Tamil Nadu / one is Rs.1069.82 Qtl, For Road delivery. This price is
       being paid for sugar dispatched / delivered at factory gate. While fixing the levy
       price, the Government of India takes into account the following factors:
                    The minimum price. If any fixed for sugarcane by the central
                        government.
                    The manufacturing cost of sugar.
                    The duty or tax, if any paid or payable thereon
                    A reasonable return on the capital employed in the business of
                        manufacturing sugar.
   2. Free sale sugar
               The price of free sale sugar depends upon the supply and demand position
               of the market, its comparative price in the neighboring states and the
               transport charges involved for purchases of sugar from the neighboring
               states. The sale of free sale entitlement is being effected by Tamil Nadu
               co- operative sugar federation.
               The consideration for the levy and sale sugar is being received in advance
               by all the mills.

Sugar mill waste and pollution control:
       Cane sugar waste is one of the important organic industrial wastes in our country.
The effluents are rich in suspended solids, BOD and oil and grease and hence a great
pollution potential. Preventive measures for the pollution load are,
       1. Provisional of receptors during crushing
       2. Lime treatment followed by 8 hrs setting for filter cloth washing
       3. Recycling of spill- over‟s of molasses and sugar
       4. Dry cleaning of floors
       5. Proper loading of evaporators and pans
       6. Control of waste from spray ponds and
       7. Good housekeeping.
BY PRODUCTS
Bagasse
       The production of bagasse will be normally around 30% of the cane crushed.
About 80% of the bagasse will be utilized as fuel in the mills boilers for production of
steam which is utilized for generation of electricity. The remaining quantity of bagasse id
being sold to Tamil Nadu Newsprints &papers limited


Press mud
.      The production of press mud will be normally around 30 and of the cane crushed.
The entire press mud is being given to cane growers @ Rs.25 per tone.
Molasses
       The production of molasses will be around 4.25% of cane crushed. The
possession and sale of molasses was 100% controlled prior to 10.06.1993. the
Government of India rescinded the molasses control order by dated /10/06.1993 and
consequently the state government has also decontrolled sale of molasses. After the
decontrol, molasses is being sold in the open market by tender system to distilleries,
cattle feed manufacturing etc.
CANE DIVISIONAL OFFICE
       The are 10 cane divisional offices at the following places:
                      1. Eraiyur
                      2. V. Kalathur
                      3. Labbaikudikadu
                      4. Agramseegur
                      5. Puduvettakudi
                      6. Thamaraipoondi
                      7. Veppur
                      8. Perambalur
                      9. Krishnapuram
                      10. Arumbavoor
Emphasis on sugarcane management:
        Considerable knowledge and technology on sugarcane are available. The
exploitation of such knowledge should be managed, cost effective and result oriented
combining alertness, agility, imagination and skill of the chief manager based on sound
principles of good management.


The sugarcane management broadly cover the following areas:
           1. cane area management
           2. cane productivity
           3. varietal management
           4. cane quality management
           5. plant & Raton crop management
           6. sugar recovery management
           7. harvest management
           8. cane supply and transport
           9. 9. R&D Management

Cane Area Management:
        The required and potential cane for availability of 4.3 lakhs tones for 172 days
duration in Tamil Nadu in respect of 2500 TCD sugar mill will range from 140000 to
23000 cres depending stabilized by efficient management.
Cane Productivity Management:
        The yield / acre of the sugar mill zone range from 70-80 The as against 100-110
the of state average. This large gap in yield the has to be narrowed down. The strategy to
be adopted is to look for a high yielding cane variety with all other suitable filed
management. Early planting and harvest and poor plant crop will not an economic Raton
crop.


Cane Quality Management:
       Cane quality improvement is possible, though difficult under prevailing tropical
in Tamil Nadu. The climate, though favorable for high cane yield potential, is a major
constraint for high sugar formation in cane sugar is a product of high variety, climate,
comprising maximum and minimum temperature, R humidity and climate before harvest
at 12-13 months age.


Sugar Recovery Management:
       The sugar recovery is a function of cane quality and factory efficiency. High cane
quality with higher sugar in cane. High juice enhances efficiency.
       The factory performance consisting steady crushing, better cane preparation,
maximum mill extraction, high imbibitions, minimum down time, better clarification,
lower final molasses purity will hike the sugar recovery.


R&D Management on sugarcane:
       Top priority should be given for an efficient R&D wing both at the factory level
and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest
and disease control. Tissue culture by TNCSE in its technical wings.
       Certain aspects of cane management has to be pursued by cane department if
necessary by having additional temporary staff to undertake further programmed in the
field for improving sugar production in the field.
SUBSIDIES
Transport subsidy
       The transport charges only paid by the mill.
Crop Insurance
       Action being taken for insuring the crops from this season onwards.
ROADS
       Roads were laid under sugarcane Road development scheme for a distance of 48.6
ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the
growers to transport the sugar cane to the mills.
       In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70
lakhs laid by utilizing the area development fund.
LOANS
       Loans were sanctioned to the cane growers under sugar development fund for
digging and deepening of open wells and bore wells, purchase of oil Engines and electric
motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been
sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane
proceeds.
       The mill is also arranging loan through nationalized banks for digging of wells,
purchase of pump sets oil engine tyre carts etc.
SUGAR TO CANE GROWERS
       Sugar at concessional rate is distributed to the cane growers at the rate of ½ Kg
per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus
free sale excise duty.
R&D Management on sugarcane:
       Top priority should be given for an efficient R&D wing both at the factory level
and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest
and disease control. Tissue culture by TNCSE in its technical wings.
       Certain aspects of cane management has to be pursued by cane department if
necessary by having additional temporary staff to undertake further programmed in the
field for improving sugar production in the field.
SUBSIDIES
Transport subsidy
       The transport charges only paid by the mill.
Crop Insurance
       Action being taken for insuring the crops from this season onwards.
ROADS
       Roads were laid under sugarcane Road development scheme for a distance of 48.6
ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the
growers to transport the sugar cane to the mills.
       In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70
lakhs laid by utilizing the area development fund.
LOANS
       Loans were sanctioned to the cane growers under sugar development fund for
digging and deepening of open wells and bore wells, purchase of oil Engines and electric
motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been
sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane
proceeds.
       The mill is also arranging loan through nationalized banks for digging of wells,
purchase of pump sets oil engine tyre carts etc.
SUGAR TO CANE GROWERS
       Sugar at concessional rate is distributed to the cane growers at the rate of ½ Kg
per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus
free sale excise duty.
1.4 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
                   To study the competency level of the employees in the
                      organization.

SECONDARY OBJECTIVES:
                   To analyze the competencies of the employees in the organization.


                   To identify the methods which helps in measuring competencies


                   To find the best methods for developing competencies.



1. 5 SCOPE OF THE STUDY
       1.This study titled competency mapping among the employee of Perambalur
Sugar Mills Ltd., the researcher has give insight into various dimensional factors that
influenced competencies, like factors on job related characters, attitudes of        top
management .


       2. This study will also help the management to the job related problems, increase
motivational activities & develop the employees in such a way that their career goals are
archived.
       3. The result of the study helps the management to know about the short coming
in managing the employees. Correction of the short coming helps the management to
improve the efficiency of the organization.
        4. Employees are considered for the study is order to understand how they
mapping their talents with respect to their working environment & training provided by
the company.
1.6 LIMITATIONS OF THE STUDY


           1. Probability of look of commitment from the employees.
           2. The results can‟t be generalized for the other publications.
           3. The period taken for this study is limited days. So time is the major
               limiting factor for this study.
           4. The result of the study depends upon the information given by the
               employees, which may be biased.



                        1.7 REVIEW OF LITERATURE


   Competency may be defined as one of the outcome of learning& development.
     competencies are the knowledge & skills that employees require to perform a job
     satisfaction, competency is a specific, identifiable, definable & measurable
     knowledge skills, ability and attitude, physical ability required to perform any
     given task. Identifying competencies is the basis for HR planning. It provide &
     training needs analysis once the individual competencies have been recognized
     the HR department can use this information to assess whether a particular task
     on designation is suited to that individual competency set.


                           -HRM by Ian Beardwell & Len holdem.
   Competencies are the collection of the knowledge, skills, attitudes beliefs or
     values and personality traits that are required for the job older to be successful in
     the job. Therefore, they do not include knowledge, but do include “applied”
     knowledge or the behavioral application of knowledge that produce success. In
     addidition competencies do include skills, but only include observable behaviors
     related to motives.

                           -Geomery of HR by S.Sadri, S.Jayasree, & M.Ajgaonkar.
 Competency may be defined as knowledge, experience & skills required to meet
   the demands of a role the aptitudes required to perform the role to the required
   standards. Competency is a process to identify key competencies for an
   organization and in corpararting those competencies through the various process
   (i.e job evaluation, training recruitment) of the organization. It is about
   identifying ideal behaviors and personal skills which distinguish expectation
   performance for the average work forces to follow competencies provide
   employees with concrete and objective information unable in all employment
   decisions. As a matter of fact competency is a behavioral & demonstrative ability
   that is informed to some degree by a conceptual perception competency mapping
   help the overall HRD process of an organization.

                           -HRM by Thomas Cook.
 Competency is any personal traits, characteristics or skill which can be shown to
   be directly linked to effective or outstanding role performance. Competency
   mapping is the process successful a given job or role or a set of tasks at a given
   role or job into its constituent tasks or activities and identifying the competencies
   (technical managerial behavioral, conceptual, knowledge, an attitudes, skills
   etc,.) needed to perform the same successful. Company assessment is the extent
   to which a given individual or roles. Assessment centers use multiple method
   and multiple assessors to assess the competencies of a given individual or a
   group of individuals.


 In order to enhance objectivity they use trained assessors and multiple methods
   including psychometric tests, simulation exercise, presentations in basket
   exercise, interviews, role-plays group discussions etc,. the method to be used
   depend on the nature of competencies.


                                 -HRM by Boots.
 Competencies are basis characteristics that can linked to enhance the performance
   by individuals or teams. Competency mapping is important and is an essential
   exercise. Every well managed firm should have well defined roles and list of
   company needs performance management, promotions, placements & training
   needs identification.


                           -HRM by Roberts, L.M.Mathis & John H.Jackson.

 McBer a Consulting Firm founded by David McClelland and his associate Berlew
   have specialized in mapping the competencies of entrepreneurs and managers
   across the world. They even developed a new and yet simple methodology called
   the Behavior Event Interviewing (BEI) to map the competencies. With increased
   recognition of the limitations performance appraisal in predicting future
   performance potential appraisal got focused. And Assessment centers became
   popular in seventies. The setting up an Assessment center was in integral part of
   the HRD plan given to L&T by the IIMA professors as early as in 1975. L&T
   did competency mapping and could not start assessment centers until much latter
   as it was not perceived as a priority area.
 Though there are well-accepted guidelines and assessment tools such as
   psychometric tests, the assessor‟s skill will play an important role in deciding
   when a gap calls for training and when it calls for redeployment
 Competency mapping comes in very useful in the following situations: candidate
   appraisal for recruitment; employee potential appraisal for promotion; training
   needs identification; performance diagnostics; and self-development initiatives.
 Apart from the above situations, organizations would also be well-advised to
   carry out a comprehensive, company-wide mapping exercise if it has never been
   done before.
 As is the case with any HR appraisal activity, competency mapping too places
   emphasis on transparency, objectivity and quantification.
 Oh, and one more thing, I have used the word skill in some places and the word
   competency in others. For the purpose of normal conversation, these words can
   be used interchangeably but, strictly speaking, the word competency covers the
         following: attitudes; knowledge; skill; and other characteristics of the individual
         (motives, values, traits, self-concept.
                                        -Ashok     R. Sankethi, CEO, Kaybase




                             1.7 RESEARCH METHOLOGY

         Research is an organized and systematic way of finding answers to questions.
Research methodology is a way to systematically solve the research problems.
RESEARCH DESIGN:
         Descriptive research design has been used. The descriptive research design refers
to the characteristics of particular individual or group.
UNIVERSE:
         Universe is the total population available for the study. In the case 119 employees
of Perambalur sugar mills ltd were identified as universe.
SAMPLE SIZE:
         Sample refers to the number of people under survey. The sample size selected for
the study was 50 respondents in random from the organization.
SAMPLE TECHNIQUES:
         Random sampling method is being used for the survey. A random sample is the
one, in which unit of the population as an equal chance of being used for the survey. A
random sample is the one in which each unit of the population as an equal chance being
included in it.
SOURCES OF DATA:
         Both primary and secondary data was utilized for the purpose of the
study.
             Primary data – primary data include those data which are collected for the
                  first time. A well designed structured questionnaire was prepared for this
                  purpose.
             Secondary data – It includes those data‟s which are collected for some
                  earlier research work and are applicable in the study the researcher has
               presently undertaken. Secondary data was collected from encyclopedia,
               Magazines, Journals, internet etc.




DATA COLLECTION:
       The project work use primary work uses primary data. The primary data were
collected through structured questionnaire. Personal interview technique was adopted to
meet the respondents personally. The data were collected after explaining the questions.
The secondary data were collected through employee data base (personal details of the
respondents), magazines, journals etc.


PILOT STUDY
       The pilot study was undertaken prior to the main study by the researcher. The
purpose is to change the climate at work so that the human technological organization
interfaces leads to better employee attrition.
       The research had discussion with the concerned authorities so as get the first hand
information about the research problem frequent visit to the selected areas helps the
researchers to finalize the research problem.


PRETESTING:
       Pretesting was done before entering into the primary data collection. The detailed
pretending to the employee satisfaction were discussed with the chief manager it was
helpful in further designing of the questionnaire and it was helpful in conducting he
interview with the employees in the organization.
        The questionnaire was designed in English which are plan to gather data from the
employees     in the supervising level of the primary data were generated through
questionnaire by soliciting the response if      the employees in order to evaluate the
satisfaction level and also evaluate the performance level.




TOOLS USED FOR ANALYSIS:
    The data collected through survey have been careful and meaningfully analyzed by
    using well-established statistical tools and techniques. Important statistical
    techniques like,
             Percentage analysis
             Weighted average method
             Chi square

PERCENTAGE ANALYSIS:
         In this analysis the various kinds of research are summed separately and the
percentage of difference responses by the respondent in that category is found out by
dividing the summed value by the total respondents.
         % of the respondents =     Frequency of responses           X 100
                                     Frequency of the respondents
WEIGHTED AVERAGE METHOD:
         The arithmetic mean, gives equal importance (or weight) to each value of
individual observation in the data set. However, are situation in which value of individual
observation in the data set is not of equal importance. Under these circumstances, we may
attach to each observation value a weight w1,w2… w              as an indicator of there
importance perhaps because of size or importance and compute a weighted mean or
average denoted by:




CHI-SQUARE TEST:
         Chi-square symbolically written as is a statistical measure with the help of which
it is possible to assess the significance of the difference between the observed
frequencies and expected frequencies obtained from some hypothetical universe chi
square test enable us to test whether more two population portions‟ can be considered
equal.
         In order that chi-square test may be applicable both the frequencies must be
grouped in the same way and the theoretical distribution must be adjust to give the same
total frequencies which is equal to that of observed frequencies is calculated with the help
of the following formula.
                        2
                       ᵡ = ∑(Oi-Ei)2/ Ei
Where,
O = Observed Frequency
E = Expected Frequency
Expected frequency = Total no. of rows*Total no. of columns/Grand total
Formula for chi- square test:
         a) Expected value=
                (Row total* column total)/ grand total
         b) Hypothesis testing
                Null hypothesis (HO):<condition>
         c) Significant level
                Level =<value>with degree of freedom=<value>
         d) Calculated value
                Chi-square [(observed value-expected value)2 /expected value]+……..

Table value
         By considering the table value and calculated value. Final decision wheather to
accept the Null hypothesis or rejected null hypothesis is made.
               DATA ANALYSIS AND INTERPRETATIONS
                                         Table 2.1
                        EXPERIENCE OF THE RESPONDENTS
       S. No           Year                 of       Frequency      Percentage (%)
                       Experience
         1             Below 2 yrs                       4                 8
         2             2-5 yrs                           5                10
         3             5-10 yrs                          3                 6
         4             Above 10 yrs                     38                76
                                 Total                  50                100
                                            Chart No: 2.1




                                 Year of Experience
INTERPRETATION:
       From the above table it is cleared that 76% of the respondents are having above
10 years experience.
Table 2.2
                AGE OF THE RESPONDENTS
       S. No             Age              Frequency      Percentage (%)
            1    Below 30 yrs.                  3                6
            2    31-40 yrs.                     8               16
            3    41-50 yrs.                     2                4
            4    Above 50 yrs.                  37              74
                          Total                 50              100


                        Chart No: 2.2




C

Table 2.3
                GENDER OF THE RESPONDENTS
      S. No            Gender           Frequency     Percentage (%)
        1       Male                       48              96
         2           Female                            2                   4
                              Total                   50                  100


                                      Chart No: 2.3




                              Gender of the respondents
INTERPRETATION:
       From the above table it is found that 96% of the respondents are male. But only
4% of the respondents are female.
Table 2.4
               EDUCATIONAL QUALIFICATION OF RESPONDENTS
       S. No          Educational                Frequency           Percentage (%)
                      Qualification
         1            SSLC                             9                    18
         2            HSC                             17                    34
         3            Graduate                         8                    16
         4            Diploma                         16                    32
                             Total                    50                   100

                                      Chart No: 2.4




                             Educational qualification
INTERPRETATION:
       From the above table it is cleared that 34% of workers are qualified in HSC, 32%

of the workers are qualified in diploma,18% of the workers are qualified in SSLC.
Table No: 2.5
             MARITAL STATUS OF THE RESPONDENTS
     S. No            Marital Status           Frequency            Percentage (%)
       1           Married                          50                    100
       2           Unmarried                         0                       0
                           Total                    50                    100

                                   Chart No: 2.5




                           Marital status
INTERPRETATION:
     From the above table it is found that 100% of the respondents are married.
                                      Table No: 2.6
                       SALARY OF THERESPONDENTS
      S. No           Salary(month)                Frequency         Percentage (%)
        1             Below Rs.7000                     2                       4

        2             7000-8500                         5                   10
        3             8500-10000                       36                   72
        4             Above 10000                       7                   14
                              Total                    50                  100

                                       Salary of the respondents
                                             Chart No: 2.6




INTERPRETATIONS:
              The above table analyses    that 72% of the respondents are get       monthly
income of Rs. 8500-Rs.10000 and 14% of the respondents get monthly income of
Rs.10000.
Table 2.7
OPINION ON ORGANIZATION EXPERIENCED ANY SETBACKS
IN THE LACK OF COMPETENT PEOPLE
       S. No                 Opinion               Frequency          Percentage (%)
         1             To great extent                  12                   24
         2             To least extent                  34                   68
         3             Not at all                       4                     8
                               Total                    50                  100


                                         Chart No:2.7




INTERPRETATION:
             From the above table it is concluded that 68% of the respondents have agreed
to a least extent that the organization lack of competent people. But the 24% of the
respondents have only agreed to great extent on this statement.
Table 2.8
OPINION         ABOUT        MAPPING          THE       COMPETENCIES             FOR
FURTHER DEVELOPMENT NEEDS AND TO ATTAIN CAREER
PATH
        S. No                Opinion                    Frequency               Percentage
          1              Strongly Agree                        13                   26
          2              Agree                                 21                   42
          3              Neutral                               4                      8
          4              Disagree                              7                    14
          5              Strongly Disagree                     5                    10
                                    Total                      50                   100
                                      Chart No: 2.8




       Competencies for further development needs and to attain career path
INTERPRETATION:
       From the table it is finalized that 42% of the respondents agreed that they are
ready to map their competencies for future development needs and to attain career path.
But 26% of the respondents strongly agree on this statement.
Table 2.9
OPINION        ON      MANAGEMENT                BELIEF       IN    BUILDING          A
COMPETENCY BASED ORGANIZTION
       S. No           Opinion                    Frequency          Percentage (%)
         1           To great extent                   25                   50

         2           To least extend                   19                   38

         3           Not at all                        6                    12

                            Total                      50                  100

                                       Chart No: 2.9




INTERPRETATION:
       From the above table it is concluded that 50% of the respondents have agreed to a
great extend that the management believe in building a competency-based on
organization. But almost 38% of the respondents have agreed to a least extent on this
statement.
                                    Table 2.10
OPINION ON TOP MANAGEMENT WILLINGNESS TO BUILDING
COMPETENCIES OF THE EMPLOYEES ON A CONTINUOUS
BASIS
      S. No                Opinion               Frequency        Percentage (%)
         1           To great extent                26                  52
         2           To least extent                23                  46
         3           Not at all                      1                    2
                            Total                   50                  100

                                       Chart No: 2.10




INTERPRETATION:
       From the above table it is found that 52% of the respondents have agreed to a
great extend and 46% of the respondents agreed to a least great extend that the top
management is willing to invest time and effort in building competencies of the
employees on a continuous basis.
Table 2.11

TRAINING PROGRAM IMPROVE COMPETENCY
       S. No              Opinion                Frequency            Percentage (%)
         1            Strongly agree                   1                      2
         2            Agree                          14                      28
         3            Neutral                        19                      38
         4            Disagree                       12                      24
         5            Strongly Disagree               4                       8
                                Total                50                     100
                                        Chart No: 2.11




                       Need of training programs
INTERPRETATION:
       From the above table it is finalized that 38% of the respondents neutrally and 28%
of the respondents agreed that the training improve competencies.
Table 2.12
OPINION ON ORGANIZATION COMPARING THE EMPLOYEES
PERFORMNCE AGAINST KEY POSITION
      S. No           Opinion                    Frequency           Percentage (%)
         1            Strongly Agree                 12                     24
         2            Agree                          19                     38
         3            Neutral                        15                     30
         4            Disagree                        3                      6
         5            Strongly Disagree               1                      2
                                Total                50                    100
                                Chart No: 2.12
             Comparing the employees performance against key position




INTERPRETATION:
       From the above table it is found that 38% of the respondents agreed that
organization compares their performance against key positions and organization
competencies. But same time 30% of the respondents neutrally on this statement.
Table 2.13
OPINION           ON          MOTIVATION             FROM           CO-WORKERS
ACHEIVEMENT
       S. No          Opinion                    Frequency            Percentage (%)
         1            Strongly Agree                  10                     20
         2            Agree                           20                     40
         3            Neutral                         15                     30
         4            Disagree                         3                      6
         5            Strongly Disagree                2                      4
                                Total                 50                    100
                                          Chart No: 2.13




                      Motivation from co-workers achievement
INTERPRETATION:
       From the above table it is finalized that 40% of the respondents have agreed that
the achievement of the co-workers motivate them to improve the competencies in which
they are weak. But at the same time 30% of the respondents neutrally on this statement.
Table 2.14
OPINION ABOUT HAVING COMPETENCY MEASUREMENTS
       S. No          Opinion                     Frequency            Percentage (%)
         1            To great extent                 27                      54
         2            To least extent                 18                      36
         3            Not at all                       5                      10
                              Total                   50                     100


                                        Chart 2.14




INTERPRETATION:
       From the above table it is concluded that 54% of the respondents have agreed to a
great extent and 36% of the respondents only agrees to a least extent that the performance
appraisal have a measure of competencies separately for each individual level.
                                       Table 2.15
OPINION          ABOUT            PROMOTION               POLICY         IN      THE
ORGANIZATION HAVING SOME FORM OF COMPETENCY
ASSESSMENT
       S. No               Opinion              Frequency            Percentage (%)
        1            To great extent                 22                     44
        2            To least extent                 19                     38
        3            Not at all                      9                      18
                             Total                   50                    100


                                       Chart 2.15




INTERPRETATION:
       From the above table it is concluded that 44% of the respondents have agreed to a
great extent and 38% of the respondents have only agreed to a least extent that the
promotion or promotion policies in the organization require some form of competency
assessment


                                        Table 2.16
OPINION ABOUT THE TOP MANAGEMENT USING MULITIRATER
ASSESSMENT OR 360 DEGREE FEEDBACKS FOR EMPLYEE DEVELOPENT
        S. No         Opinion                     Frequency            Percentage (%)
         1            To great extent                 25                      50
         2            To least extent                 20                      40
         3            Not at all                        5                     10
                              Total                   50                     100


                                        Chart No: 2.16




INTERPRETATION:
         From the above table it is clear that 50% of the respondents agreed to a great
that the top management believe in using 360% feedback for employee development. But
the same time 40% of the respondents agreed to a least extent on this statement.
Table 2.17
               OPINION ON TALENT AND EXCELLENCE
       S. No        Opinion                    Frequency        Percentage (%)
         1          To great extent               27                  54
         2          To least extent               22                  24
         3          Not at all                    11                  22
                            Total                 50                 100


                                      Chart No: 2.17




INTERPRETATION:
       From the above table concluded that 54% of the respondents agreed to great
extent and 24% of the respondents that agreed to that least extent on talent and
excellence.
Table 2.18
OPINION       ON    TOP        MANAGEMENT         BELIEVETHE        SUCCESS       OF
ORGANIZATION DEPENDS ON HAVING COMPETENT MANAGERS
      S. No          Opinion                    Frequency          Percentage (%)
        1            Strongly Agree                 20                    40
        2            Agree                          25                    50
        3            Neutral                        2                      4
        4            Disagree                       1                      2
        5            Strongly Disagree              2                      4
                               Total                50                    100
                                       Chart No : 2.18




    Top management believes the success of organization depends on having
competent managers.
INTERPRETATION:
     From the above table it is cleared that 50% of the respondents agreed and 40% of
the respondents strongly agree that the top management believe that the success of the
organization depends on having competency managers.
Table 2.19
OPINION ON SUFFERED ANY DRAWBACKS, PROFIT, PRODUCTION, ETC..
       S. No            Opinion                    Frequency          Percentage (%)
          1             To great extent                20                    40
          2             To least extend                24                    48
          3             Not at all                         6                 12
                                Total                  50                   100


                                          Chart No: 2.19




INTERPRETATION:
       From the above table that clear 48% of the respondents agreed least extent but the
same time 40% of the respondents that agreed to great extent in suffered an drawbacks,
production, profit etc..,
CHI-SQUARE TEST
NULL HYPOTESIS:
              There is no significant relationship between scientific and systematic
training in the organization and promotion.
ALTERNATIVE HYPOTESIS:
              There is significant relationship between scientific and systematic training
in the organization and promotion.
TEST STTATISTICS:
 2
ᵡ = ∑(Oi-Ei)2/ Ei
Where,
O = Observed Frequency
E = Expected Frequency
Expected frequency = Total no. of rows*Total no. of columns/Grand total


                                     Chi square test
Null Hypothesis:
Ho: There is no significant relationship between scientific and systematic training in the
organization and promotion
Alternative Hypothesis:
H1: There is significant relationship between scientific and systematic training in the
organization and promotion.
                                 Table 2.1.1
Relationship between scientific and systematic training in the organization and
organization valuing talent and excellence
Opinion on Strongly             Agree       Neutral   Disagree      Strongly     Total
training/           agree                                           disagree
Organization
valuing
talent       and
excellence
To        great         7              12       6          0            0            25
extend
To          least      11              6        3          1            0            21
extent
Not at all              3              1        0          0            0            4
Total                  21              19       9          1            0            50




Degree of freedom = (r-1) (c-1)
                       = (5-1) (3-1)
                       =8
Level of significant = 5%
The table value of chi square in the degree of freedom at 5% level of significant = 15. 5
Calculated value = 6.768


          By comparing the table and calculated value, calculated value is less than the
table value. so we are accepting the null hypothesis and we are rejecting the alternative
hypothesis.
INFERENCE:
        This shows that there is no significant relationship between respondents opinion
on scientific and systematic training in the organization and promotion.


                              WEIGHTED AVERAGE METHOD
                                      TABLE 2.1.2
Various competencies of the employees in the organization
          RANK                COMPETENCIES                        WEIGTED MEAN
             1                Relationship Building                        2.16
             2                Self confidence                              1.8
             3                Team work                                    1.7
             4                Vision & standards                           1.6
             5                Initiative and risk taking                   1.44


INFERENCE:
                 From the above table it is estimated that the employees of Perambalur
sugar mills ltd Have high level of relationship building, Self confidence and team work.
But they are weak in initiative and risk taking




                                      TABLE 2.1.3
Various methods which helps the employees to measure competencies
          RANK                 METHODS                            WEIGHT MEAN
             1                 Performance Appraisal                       2.84
             2                 Succession planning                         1.86
             3                 360 Degree feedback                         1.44


INFERENCE:
                 From the above table it is estimated that the employees Choose
performance Appraisal and succession planning as the best methods which help them to
measure their competencies.
                                    TABLE 2.1.4
Various methods to demonstrate and develop competencies
         RANK                    METHODS                      WEIGHTED MEAN
            1                Apprenticeship                            2.06
            2                Job rotation                               2
            3                Potential Appraisal                       1.84
            4                Training program                          1.56




INFERENCE:
                From the above table it is estimated that the employees of Perambalur
Sugar mills ltd., chooses Apprenticeship and training programs in their organization as
the best methods to demonstrate and develop their competencies.
3. FINDINGS, SUGGESTIONS AND CONCLUSION


                         3.1 FINDINGS
   Around 68% of the respondents are agreed to least extent, and 24%
      respondents are agreed not at all in this organization experienced any
      setbacks in the lack of competent people.
   Around 42% of the respondents are neutrally, but the same time26% of
      the respondents Agree with organization needs competencies for
      further development needs and to attain career path.

                       50% respondents agreed to least extent and 38% of
      the respondents not at all for belief in building a competency based on
      organization.
   38% of the respondents neutrally and 28% of the respondents agreed
      that there is need of training program.
                       38% of the respondents agreed that organization
      compares their performance against key positions and organization
      competencies. But same time 30% of the respondents neutrally on this
      statement.


                       50% of the respondents agreed to a great that the top
      management believe in using 360% feedback for employee
      development. But the same time 40% of the respondents agreed to a
      least extent on this ststement.


   54% of the respondents agreed to great extent and 24% of the
      respondents that agreed to that least extent on talent and excellence.
                                50% of the respondents agreed and 40% of the
                respondents strongly agreed that the top management believe that the
                success of the organization depends on having competency managers.


                                44% of the respondents have agreed to a great extent
                and 38% of the respondents have only agreed to a least extent that the
                promotion or promotion policies in the organization require some form
                of competency assessment.


                                48% of the respondents agreed great extent but the
                same time 40% of the respondents that agreed to least extent in
                suffered an drawbacks, production, profit etc..,
                                Using weighted average method
               Relationship building,
               Self confidence and,
               Team work.
    This all are the important competencies needed for the employees in
    organization.
                                Using    weighted    average      method,   performance
    appraisal is the best method for measure competencies in organization.
                                Using weighted average method

               Apprenticeship and
               job rotation
    This are the methods used to develop the competencies in organization.
 Chi square test that shows there is no significant relationship between respondents
    opinion on scientific and systematic training in the organization and promotion.
              3.2                         SUGGESTIONS



 Training will be provided to the employees to improve their competencies.


 The employees should improve their 360 degree performance appraisal. It
   will help to measure the competencies at good way.



 Encourage the employees to take risk and initiative in their work. This will
   help to develop the organization




                               3.3 CONCLUSION


          Competency mapping is very important to all organization. All
   organization would like to improve their competencies in their
   organization. Work out competencies for this role if necessary with the
   help of job analysis specialist or an internal member who has knowledge
   of competency mapping. Circulate these others and ask various
   departments         to       do        it       on        their       won.
   Circulate samples of competencies done by others. This method is help to
   improve the competencies in Perambalur Sugar Mills Ltd.,

           The training programs is to improve scientific and systematic
   training in the organization and promotion. Motivation is to improve their
                competencies in which they are weak. Employees lack in taking initiatives
                and risk in Perambalur Sugar Mills Ltd. The employees take initiatives
                and risk it will improve their competencies.



                                        APPENDIX-I
                                      QUESTIONNAIRE

A study on competency mapping of employees in Perambalur Sugar Mills
Ltd,..
       1. Name                                :
       2. Designation                         :
      3. Years of Experience                  : Below 2yrs        2-5yrs
                                                5-10 yrs          Above 10 yrs
       4. Age                                 : Below 30yrs       31-40 yrs
                                                41-50 yrs         Above 50 yrs

       5. Sex                                 : Female             Male
       6. Educational qualification           : SSLC               HSC
                                                     Graduate            Diploma
       7. Marital status                      : Married            Unmarried
       8. Salary                              : Below RS.7000      7000-8500
                                                8500-10000         Above 10000

      9. Has your organization experienced any set backs in the recent past due to lack
of competent people?
               great extent
                To                    least extend
                                      To                    at all
                                                            Not
      10. Are you ready to map your competencies to for future development needs and
      to attain career goals.
               Strongly agree    Agree   Neutral  Disagree   Strongly disagree
      11. Does your management believe in building a competency- based
      organization?
               great extent
                To                    least extend
                                      To                    at all
                                                            Not
      12. Is your top management willing to invest time and effort in building
      competencies of your employees on continuous basis?
               great extent
                To                    least extend
                                      To                    at all
                                                            Not
      13. Do you agree that various training program‟s in your organization will
      improve your competency?
                Strongly agree    Agree   Neutral  Disagree   Strongly disagree
      14. Do you agree that training in your organization is based on scientific, or at
      least systematic, identification of competency gaps and competency needs?
                Strongly agree    Agree   Neutral  Disagree   Strongly disagree
15. Do you think that your organization compares your performance against key
position and organizational competencies?
                  Strongly agree   Agree     Neutral   Disagree    Strongly
disagree
16. The achievements of the co-workers motivate you to improve the weak
competencies. Do you agree?
                  Strongly agree   Agree     Neutral   Disagree    Strongly
        disagree
17. Does your performance appraisal have a measure of competencies separately
for each individual level or function or group of jobs.
                  great extent
                   To                  least extend
                                       To                    at all
                                                             Not
18. Does promotion (or promotion policy) in your organization require some form
of competency assessment?
                   great extent
                    To                  least extend
                                         To                  at all
                                                             Not
19. Does your top management believe in using multi-rate assessment or 360
degree feedback for employee development?
                  great extent
                   To                  least extend
                                       To                    at all
                                                             Not
20. Does your organization improve talent and excellence?
                  great extent
                   To                  least extend
                                       To                    at all
                                                             Not
21.Does your top management believe that the success of your organization
depends on having competent managers?
                  Strongly agree   Agree     Neutral   Disagree    Strongly
Disagree
22. Have you suffered any drawbacks, profit, production, marketing, customer
etc.
                  great extent
                   To                  least extend
                                       To                    at all
                                                             Not
23. Estimate your competency?                       Excellent V. Good      Good
Poor
        1. Relationship Building                                         

        2. Vision & standards                                            

        3. self confidence                                               

        4. Team work                                                     

        5. Initiative & Risk taking                                      

24. Estimate the method which helps you to measure competencies
        1. Performance appraisal                                         

        2. succession planning                                           

        3.360 degree feedback                                            

       4. Potential appraisal                                                


25. How will you estimate the methods to demonstrate and develop your
competency
       1. Apprenticeship                                       

       2. Various training programs                            

       3. Job rotation                                         

       4. Job Assignment                                       

       5. Volunteer Role                                       

26. Rate the following               Five four three two       one
       1 Performance appraisal                                 

       2. succession planning                                  

       3.360 degree feedback                                   

       4. Potential appraisal .                                


I.     For exceeds acceptable standards. (5)
II.    Better than acceptable standards. (4)
III.   Quite acceptable performance (3)
IV.    Not quit up to acceptable standards(2)
V.     Fails to meet acceptable standards (1)

26. Job related skills / competencies
       Technical skills
                    
                 5       4 3 2        1
       Work with an attitude to learn new things
                    
                 5       4 3 2        1
       Always work with positive attitude to produce qualitative results.
                    
                 5       4 3 2        1
       T o voluntary steps to address existing and potential problems at the
       work places.
                    
                 5       4 3 2        1

27. Interpersonal & communication skills
              Enjoy working with in origination employees and able to contribute to
              learn from the employees.
                          
                       5     4 3 2        1
              Communicate clearly with others.
                          
                       5     4 3 2        1
              Respective correction
                          
                       5     4 3 2        1

       28. Personal competencies
              Able to work with limited supervisions
                          
                       5    4 3 2         1
              Honest and sincere towards the work and responsibility.
                          
                       5    4 3 2         1

29. Knowledge competencies
             Detailed Knowledge of materials and tools used for assembling.
                        
                     5     4 3 2        1
             Operational Knowledge of machines & tools
                        
                     5     4 3 2        1
             Knowledge on product testing
                        
                     5     4 3 2        1
             APPENDIX-II


Oi    Ei        Oi-Ei      (Oi-Ei)2   (Oi-Ei)2/ Ei

7    10.5       -3.5        12.5         1.17

12   9.5         2.5        6.25         0.66

6    4.5         1.5        2.25          0. 5

0    0. 5       -0. 5       0.25          0. 5

0     0           0           0            0

11   8.82       2.18        4.75         0. 54

6    7.9        -1.9        3.61         0.46

3    3.8        -0.8        0.64         0.17

1    0.42       0. 58       0.33         0.80

0     0           0           0            0

3    1.7         1.3        1.69         0.99

1    1. 52      -0. 52      0.27         0.17

0    1.72       -0.72       0. 52        0.72

0    0.08       -0.08      0. 0064       0.08

0     0           0           0            0

                Total                    6.768
             REFERENCES:


     C.R Kothari, “Research Metodology”, Wishva prakasham publication, Reprint,
         2006.

         K.Aswathappa(2007),”Human Resource Management” Fifth edition.
     J.K.Sharma,”Business Statistics” New Delhi. Pearson Education Pvt Ltd.
     Subha Rao, ”Human Resource Management”Mumbai,imalaya publishing house.
     S.Sadri, S.Jayasree, & M.Ajgaonkar., “Geomery of HR”
     Roberts, L.M.Mathis & John H.Jackson,” Human Resource Management ”
     Thomas Cook, “Human Resource Management”.


         Websites :
      www.citehr.com
          www.google.com
                                   www.managementparadise.com

.

				
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