Competency Mapping

COMPETENCY MAPPING IN ICTIND LTD
A PROJECT REPORT
SUBMITTED BY

DORATH STEFFINA.P
(Reg. No. 962511631007)

In partial fulfillment of the Requirement for
The award of the degree of
MASTER OF BUSINESS ADMINISTRATION
IN
DEPARTMENT OF MANAGEMENT STUDIES
THE RAJAAS ENGINEERING COLLEGE
ANNA UNIVERSITY, CHENNAI
JULY - 2013

THE RAJAAS ENGINEERING COLLEGE
(Approved by AICTE New Delhi, Affiliated to Anna University Of Technology)
Accredited by NBA(AICTE) New Delhi.
Raja Nagar, Vadakkangulam-627116.
Ph: 04637 230142,230077,230066
www.rajas.edu

BONAFIDE CERTIFICATE
Certified that this project report titled COMPETENCY MAPPING IN ICTIND
LTD is the bonafide record of research work done by DORATH STEFFINA.P (Reg
no:9625111631007) who carried out the project work under my supervision. Certified further,
that to the best of my knowledge the work reported herein does not from part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.
Place: Vadakangulam
Date:
Forward by,
Signature of the Project Guide
Mr. Vijay Anand (Mr. Jacob Senthil Kumar)
H.O.D M.B.A Department

INTERNAL EXAMINER EXTERNAL EXAMINER
Viva-voice examination held on:

DECLARATION

I, P.DORATH STEFFINA, hereby declare that the project work entailed,
COMPETENCY MAPPING IN ICTIND LTD, submitted by me in fulfillment for the
award the degree of Master of Business Administration of Anna University of Technology is a
record of project work done by me during the period of study under the guidance and supervision
of Mr.Jacob Senthil Kumar lecturer of MBA department and that the project has not formed
the basis of any other project report.

Place: Vadakangulam
Date:
Signature of the candidate
(P.DORATH STEFFINA)

ACKNOWLEDGMENT

The satisfaction that accompanies the successful of any task would be in complete
without mentioning the people whose guidance and encouragement have served as
beacon light and crowned our efforts with success
I express my sincere gratitude to Mr.Jacob Senthil Kumar, lecturer of The Rajas
Engineering College, whose guidance and support throughout the organizational study
helped me to complete this report successfully
I would like to express my sincere gratitude to all those who have helped me to bring
my report to a successful completion I wish to express my heart full gratitude to my project
guide Mr. Vijay Anand, H.O.D of MBA department, for his valuable and timely
suggestions.
I express my sincere gratitude to Mr. Sundar Raj, HR Manager of ICTIND ltd for
providing me an opportunity to undertake this project in their esteemed organization.
I extend my sincere gratitude to Mr.Jegan, Assistant HR & Project guide of ICTIND ltd,
whose guidance and support throughout the project work helped me to complete this report
successfully.
I place on record my sincere thanks to my family for their encouragement in the
preparation of this report. I also express my sincere thanks to my friends.
Above all I thank God, whose mercy and blessings along helped me to successfully
complete the organization study. Last but not I wish to express my heart full thanks to my
parents and to my friends for all their goodwill and constructive ideas.

P.Dorath Steffina

TABLE OF CONTENTS
CHAPTER CONTENTS PAGE NO
I 1 INTRODUCTION
1.1 Introduction About The Topic 1
1.2 Industry Profile 5
1.3 Company Profile 9
1.4 Statement Of The Problem 13
1.5 Objectives Of The Study 13
1.6 Scope Of The Study 13
II 2 REVIEW OF LITERATURE 15-17
III 3 RESEARCH METHODOLOGY 18
3.1 Research Design 19
3.2 Methods Of Data Collection 19
3.3 Tools Used For Analysis 19
3.4 Limitation Of The Study 21
IV 4 DATA ANALYSIS AND INTERPRETATION 22-64
5 FINDINGS, SUGGESTIONS & CONCLUSION 65
V 5.1 Findings 66
5.2 Suggestions 68
5.3 Conclusion 69
BIBLIOGRAPHY 70
APPENDIX 73

LIST OF TABLES
S.NO CONTENTS PAGE NO
4.1.1 Written skill 23
4.1.2 Oral skill 24
4.1.3 Team player 25
4.1.4 Flexibility 26
4.1.5 Negotiation 27
4.1.6 Conflict management 28
4.1.7 Motivation 29
4.1.8 Innovation 30
4.1.9 Quick learning 31
4.1.10 Initiative 32
4.1.11 Stress management 33
4.1.12 Time management 34
4.1.13 Leadership quality 35
4.1.14 Planning 36
4.1.15 Delegation 37
4.1.16 Problem Analysis 38
4.1.17 Decision making 39
4.1.18 C++ 40
4.1.19 J2EE 41
4.1.20 Ajax 42
4.1.21 .NET 43
4.1.22 XHTML 44
4.1.23 PHP 45
4.1.24 MySQL 46
4.1.25 Eye strain 47
4.1.26 Back pain 48
4.1.27 Numbness & Swelling in wrist 49
4.1.28 Neck & shoulder stiffness, head ache 50

LIST OF CHARTS
S.NO CONTENTS PAGE NO
4.1.1 Written skill 23
4.1.2 Oral skill 24
4.1.3 Team player 25
4.1.4 Flexibility 26
4.1.5 Nogotiation 27
4.1.6 Conflict management 28
4.1.7 Motivation 29
4.1.8 Innovation 30
4.1.9 Quick learning 31
4.1.10 Initiative 32
4.1.11 Stress management 33
4.1.12 Time management 34
4.1.13 Leadership quality 35
4.1.14 Planning 36
4.1.15 Delegation 37
4.1.16 Problem Analysis 38
4.1.17 Decision making 39
4.1.18 C++ 40
4.1.19 J2EE 41
4.1.20 Ajax 42
4.1.21 .NET 43
4.1.22 XHTML 44
4.1.23 PHP 45
4.1.24 MySQL 46
4.1.25 Eye strain 47
4.1.26 Back pain 48
4.1.27 Numbness & Swelling in wrist 49
4.1.28 Neck & shoulder stiffness, head ache 50
1

CHAPTER 1
INTRODUCTION

2

1.1 INTRODUCTION ABOUT THE TOPIC
In todays competitive world organizations are becoming very much focused about building of
competitive activities of a business. In last three decades, a lot of research has been done with
regard to what competencies a business needs to have in order to compete in specific
environment. This is none other the effect of globalization, privatization and liberalization.
Finding the right fit for the right job is a matter of concern for most organizations especially in
todays economic crisis. As meeting an individual's career aspirations are concerned, once the
organization gives an employee the perspective of what is required from him/her to reach a
particular position, it drives them to develop the competencies for the same.
COMPETENCY
Competency is a underlying skill, a personal characteristic or a motive demonstrated by
various behaviors which contribute to outstanding performance in a job. Generally, competency
is the quality of being adequately or well qualified, having the ability to perform a job.
Knowledge
Skills
Behavior
Characteristics
A combination of knowledge, skills, attitude and personality of an individual as applied to a
role or job in the context of the present and future environment, that accounts for sustained
success within the framework of Organizational Values. Sometimes competencies are also
defined as cluster of successful characteristics.
FIVE TYPES OF COMPETENCY CHARACTERISTICS

1. Motives: the things a person consistently thinks about or wants that cause action. Motives
drive, direct, and select behavior toward certain actions or goals and away from others.
E.g. Achievement-motivated people consistently set challenging goals for themselves and use
feedback to do better.

3

2. Traits: physical characteristics and consistent response to situation or information.
E.g. reaction time and good eyesight are physical trait competencies of combat pilots.

3. Self-concept: A persons attitude, values, or self-image.
E.g. Self-confidence, a persons belief that he can be effective in any situation is a part of that
persons concept of self.

4. Knowledge: Information a person has in specific content areas
E.g. A surgeons knowledge of nerves and muscles in the human body.

5.Skill: The ability to perform a certain physical or mental task.
E.g. A dentists physical skill to fill a tooth without damaging the nerve.
A competency is an underlying characteristic of an individual that is related to effective
performance in a job or situation.

Competency Mapping
Competency mapping involves the determination of the extent to which the person possesses the
various competencies related to a 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.
Therefore, competency mapping is a process a HR expert uses to identify and describe
competencies that are most crucial for the organizational development.
For Ex: The extent to which a person is adjustable, resourceful, capable of working efficiently
under stress, capable of anticipating threats, finding solutions and contributing in innovations.
Which is then compared with the extent to which the various competencies are required for a
job? The comparison enables us to know the suitability of a person for a job. So this is used for
Performance
Bahaviours Personal
characters
4

setting standards and checking the employees standing on the various competencies platform
and further, the training needs of a person can also be identified.
NEED FOR COMPETENCY MAPPING
Competency management is the continuous process of managing and developing competency
standards which reflect normal good practices of direction setting, monitoring and measuring
competencies, providing feedback and taking action accordingly.Competency mapping forms an
important part of any organization as it helps the management to select appropriate employees
and place them in right place. In same way employees can improve their performance by
identifying various competencies required to perform their job. In case of competency gap the
management can arrange for proper training.
Competency mapping serves a number of purposes. It is done for the following functions:
Gap Analysis
Role Clarity
Succession Planning
Growth Plans
Restructuring

5

1.2 INDUSTRY PRIFILE
Information Technology has made possible information access at gigabit speeds. It has
created a level playing field among nations and has made positive impact on the lives of millions
who are poor, marginalized and living in rural and far flung topographies. Internet has made
revolutionary changes with possibilities of e-filing Income Tax returns or applying for passports
online or railway e-ticketing. Today a countrys IT potential is paramount for its march towards
global competitiveness, healthy GDP, improving defence capabilities and meeting up the energy
and environmental challenges.
The Information technology industry in India has gained a brand identity as a knowledge
economy due to its IT and ITES(Information Technology- Information Technology-Enabled
Services) sector. The ITITES industry has two major components: IT Services and business
process outsourcing (BPO). The growth in the service sector in India has been led by the IT
ITES sector, contributing substantially to increase in GDP, employment, and exports. The sector
has increased its contribution to India's GDP from 1.2% in FY1998 to 7.5% in
FY2012. According to NASSCOM, the ITBPO sector in India aggregated revenues of US$100
billion in FY2012, where export and domestic revenue stood at US$69.1 billion and US$31.7
billion respectively, growing by over 9%. The major cities that account for about nearly 90% of
this sectors exports are Bangalore, Hyderabad, Chennai, Delhi, Mumbai. Bangalore is
considered to be the Silicon Valley of India because it is the leading IT exporter. Export
dominate the ITITES industry, and constitute about 77% of the total industry revenue. Though
the ITITES sector is export driven, the domestic market is also significant with a robust revenue
growth. The industrys share of total Indian exports (merchandise plus services) increased from
less than 4% in FY1998 to about 25% in FY2012. According to Gartner, the "Top Five Indian IT
Services Providers" are Tata Consultancy Services, Infosys, Cognizant, Wipro and HCL
Technologies.
This sector has also led to massive employment generation. The industry continues to be
a net employment generator - expected to add 230,000 jobs in FY2012, thus providing direct
employment to about 2.8 million, and indirectly employing 8.9 million people. Generally
dominant player in the global outsourcing sector. However, the sector continues to face
6

challenges of competitiveness in the globalized world, particularly from countries
like China and Philippines.
India's growing stature in the Information Age enabled it to form close ties with both
the United States of America and the European Union. However, the recent global financial
crises has deeply impacted the Indian IT companies as well as global companies. As a result
hiring has dropped sharply, and employees are looking at different sectors like the financial
service, telecommunications, and manufacturing industries, which have been growing
phenomenally over the last few years.
HISTORY
India's IT Services industry was born in Mumbai in 1967 with the establishment of Tata
Group in partnership with Burroughs. The first software export zone SEEPZ was set up here way
back in 1973, the old avatar of the modern day IT Park. More than 80 percent of the country's
software exports happened out of SEEPZ, Mumbai in 80s.
The Indian Government acquired the EVS EM computers from the Soviet Union, which
were used in large companies and research laboratories. In 1968 Tata Consultancy Services
established in SEEPZ, Mumbai by the Tata Group were the country's largest software producers
during the 1960s. As an outcome of the various policies of Jawaharlal Nehru ( 15 August 1947
27 May 1964) the economically beleaguered country was able to build a large scientific
workforce, third in numbers only to that of the United States of America and the Soviet Union.
On 18 August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated the Indian
Institute of Technology at Kharagpur in West Bengal. Possibly modeled after the Massachusetts
Institute of Technology these institutions were conceived by a 22 member committee of scholars
and entrepreneurs under the chairmanship of N. R. Sarkar.
GROWTH OF THE INDUSTRY
The computer software and services industry was worth Rs. 1337 billion (Euro 24.7
billion) in 2005/06 and it is estimated to increase to Rs. 4035 billion (Euro 68 billion) in
2011/12.
7

Source: Department of IT, Ministry of Communication and IT
Initially, software exporting companies grew by expanding their operations in current locations.
Many multinational companies (MNCs) set up their subsidiaries after foreign investment norms
were liberalized by the federal government in 1991 (Athreye, 2005a). These MNCs locations
were typically in the leading software centers such as Bangalore, Hyderabad, Chennai, Bombay
and Delhi-NOIDA. Therefore the states which had head-start continued to grow rapidly in 1990s.
This resulted in very heavy regional concentration of industry. Seven states contributed 95% of
total software exports in 2002-03, but only 48% of the countrys population, 47% of the net state
domestic product (NSDP) and 57% of the industrial production in the country. In the other seven
states software exports are growing very rapidly as new firms and established large firms set up
their development centers in these states.
BULLISH FUTURE
India's IT, software and electronics companies are confident about prospects for growth
of exports in the coming years, with industry leaders saying vast opportunities were opening up
in new markets in the Middle East, Africa, South and Southeast Asia and Eastern Europe.India's
domination in the IT and software sector and its growing reputation as one of the world's best
outsourcing destinations have created a good basis for future prospects.
0
1000
2000
3000
4000
5000
6000
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
1337
1780
2114.1
2751.9
3045
3483
4035
526
660
844.1
972.6
1107.2
1217.6
1421.7
Electronic hardware
Computer software
8

A recent study in UK shows that about 30 companies mounted an impressive show on the
latest India has to offer in the areas of computer software and services, IT, electronics hardware
and telecommunication equipments. Export business inquiries worth several million dollars have
been generated by India's promotion campaign at the CeBIT, the world's largest computer and IT
fair, according to ESC.In the meantime, efforts will be made to step up India's software and IT
enabled services' exports to Germany by organising buyer-seller meets, exchanging IT
delegations and fostering contacts with trade organisations.
With the success of India's IT and computer software sector had been so remarkable that
many other nations are now trying to copy it. "India is becoming a world hub of brainpower
activities and this holds great potential for growth in the coming years."
COMPETETORS
CS Software Solutions Pvt Ltd
Pentasoft Technologies Ltd
Polaris Software Lab Pvt Ltd
Ramco systems ltd
Netaxis IT solution(p) ltd
Tech Mahindra ltd
Insoft Systems
Wipro
Hcl technologies
TATA consultancy services
Cognizant Technology Solutions
Mind Tree
Larsen & Toubro Infotech
iGate
Hexaware

9

1.3 COMPANY PROFILE
ICTIND is a leading solution provider for software and Internet based applications.
Established in 1999, The Company has been promoted by some highly experienced Professionals
dedicated to provide total IT solutions under one roof. It possesses not only the latest technology
gadgets but also the most knowledgeable and experienced hands to offer most user friendly
customized solutions.
Its range of offerings spans R&D and Technology Services, Enterprise and Applications
Consulting, Remote Infrastructure Management, IT Hardware, Systems Integration and
Distribution of Technology in India.
ICTIND provides high quality on site services for software development and the end users on a
broad range of hardware & software platforms and latest technologies.
It provides high-quality technology services encompassing the entire range from eBusiness
solutions to customized software development to products to consulting global clients. Our
approach focuses on leveraging your existing IT strengths and combining it with the latest IT
technologies to provide the best cost effective business solution.
OUR OBJECTIVES
Our objective is to improve the performance and competitiveness of our clients through
perfect mastery of our four disciplines, integrated in a service offering that covers all client
needs.
OUR TEAM
We would like to describe our people and our work place in simple terms.Our ICTIND
Team is a friendly bunch with a driving ambition to be the best in whatever they do. They are
highly motivated with a zest for life that is reflected in all they do. Most of all, they make
ICTIND a fun place to work for themselves and for their colleagues. People management
practices to create this environment, distinguish us among other technology companies, enabling
our team members to excel and innovate.

10

OUR SERVICES
Software development
Client Server & Distributed Applications
Mobile application development
Web development
Software Development
ICTIND provides services for complete software solutions, web design and development
solutions for start-up to well established organizations. We are aware that every project is unique
and there is no singular approach or solution that is appropriate for every client. ICTIND has the
flexibility and responsiveness to accommodate our diverse client base and their various
challenges (existing technologies, branding issues, future goals, etc.). We, ICTIND used to
gather as much information as possible prior to providing a detailed proposal and schedule. This
allows us to be consistently on time and within the estimated budget. The process will be tailored
to the services required by the client and specified in the proposal.
Client Server & Distributed Applications
Our distributed applications are designed for compliancy and adaptation with major
database management systems such as SQLServer, Oracle, Sybase and Informix or we can
design an application with an inherent, built-in database management system. ICTIND can also
include additional value in our software configuration management capabilities that provide
version control and bug tracking for your custom application.
In order to accommodate the dispersion of business logic across multiple computers, ICTINDs
client-server development systems support the major server environments of Microsoft
Windows, Unix/Linux, Novell NetWare and Apple. When your company requires unmatched
quality, cost containment and performance, ICTIND delivers custom solutions for your
distributed applications and client-server environments.

11

Mobile Application Development
Over the last few years, we have helped our customers build
A Golfer's App which has a scorecard for games, a free handicap service and live scoring
updates. This app helps users play the popular game with friends, track progress and compare
scores all on their iPhone.
A Gaming App that helps users create a sweep, set the stake amount and add options on which
members can bet and invite colleagues, friends and family.
A Travel app for one of the leading airlines so that members can check the timetable, flight
status and connect with social network of the airline. This app is available in 9 languages and
customized by users.
Web development
web 2.0
corporate website development
database driven website
flash website design
b2b b2c

OUR PRODUCTS
School Management System
Industrial Management System
Hotel Management System
Hospital Management System
Vechicle tracking system
ZoHo CRM
ERP (III
rd
tracking software application)

12

OUR CLIENTS
KSR Engineering Corporation
SASITHA Advertising
SAN Studios
Punjab handloom
RAJSEN Machine Tools
SMART EDGE Services
SWA Infotech
SSB Pawar technologies
PEARL SOFT
Infinite Nails Technologies
Build-O-Soft
Hotel Victoria
CIVI Tech Engineering Pvt Ltd
S.S Transport
Hotel Town Bus
MERVIN Export & Import Pvt Ltd
MIRA
EASWARI Lending Library
COCOON International School

13

1.4 STATEMENT OF THE PROBLEM
This research analyses the competencies of employees such as skill, knowledge, behavior,
attitudes, motives, traits which will lead to job evaluation, training and development,
performance management that are essential for the organizational growth.
1.5 OBJECTIVES OF THE STUDY:
To identify the skills, knowledge level of the employees of the organization.
To explore the specific selection parameters (competencies) for different designations to
assess eligible candidates.
To determine the training and development needs of employees of the organization based
on competencies.
To help the top management to design the best compensation system.
To identify an individuals emotional strengths and weaknesses in order to help them
better understand themselves.
To suggest the best way to improve the competency level of the employees.
1.6 SCOPE OF THE STUDY
The competency mapping process can be used as the fundamental tool to perform the following
activities in an organization.
The scope of the study deals with the followings:
1. Recruitment and selection
2. Training and development
3. Performance management
4. Compensation management

14

CHAPTER 2
REVIEW OF LITERATURE

15

2. REVIEW OF LITERATURE
1. Testing for Competence rather than intelligence by David McClelland, the famous
Harvard Psychologist was the pioneer in the competency movement across the world in 1973.
The turning point for competency movement was when the article was published in American
Psychologist association wherein he presented data that traditional achievement and intelligence
scores may not be able to predict job success and what is required is to profile the exact
competencies required to perform a given job effectively and measure them using a variety of
tests. McClelland argued that traditional intelligence tests, as well as proxies such as scholastic
grades, failed to predict job performance. Instead, McClelland proposed testing for competency.
2. Competencies for the future by Klein III
rd
International Seminar, Lisbon organised by
SHL Portugal 19
th
Nov. 1997: He offered one more definition which deviate the most from the
others by suggesting that competencies are a collection of observable behaviors, or Behavioral
indicators. Competency is a set of knowledge, skills and attitudes required to perform a job
effectively and efficiently. These Behavioral indicators are grouped according to a central
theme, which then becomes the competency. Klein suggests that the behaviors underlie the
competency; this is contrary to other definitions which suggest that competencies under lie
behaviors.
3. Competency Mapping: A Tool for HR Excellence by Md.Ishtiak Uddin, Khadiza
Rahman Tanchi : Competency mapping is important and is an essential exercise. Every well
managed firm should have well defined roles and list of competencies required to perform each
role effectively. Such list should be used for recruitment, performance management, promotions,
placements and training needs identification. In performing or carrying out work, it is essential
that the required job skills first be articulated. This information not only helps to identify
individuals who have the matching skills for doing the work but also the skills that will enhance
the successful performance of the work. Yet often to perform well, it is not enough just to have
these skills. It is also critical to complement the skills with the necessary knowledge and
attitudes. The intent of this article is to trace the concept of competency mapping and its impact
on HR practices.

16

4. Competency Based Compensation System- As a strategic HR Technique by Manjunath
VS CNB Rajesh
Competency management is an important strategic area of organizations and it will have an
impact on employers ability to attract applicants, retain employees, and ensure optimal levels of
performance from employees in meeting the organizations strategic objectives. Organizations
must reward employees because they are in turn looking for certain kinds of behaviour; they
need competent employees who agree to work with high level of performance, loyalty and
commitment. Individual employees expect in return for their contribution to the organization,
rewards in the form of a good compensation which satisfies them. The traditional compensation
systems which are used over years are based on Paying for the job, this system fails to
differentiate between different individuals whose performance levels may vary. It fails to
recognize better performers and motivate them. A good compensation system must be based on
Pay for the person, which can be based on actual performance levels exhibited by the
employees. This system can be used design the compensation on the basis of persons
capabilities and experience and by taking into account the market demand for unique skills and
experience.
5. ROLE CLARITY THROUGH COMPETENCY MAPPING by Rashmi Sharma: The
value of competency mapping is that many employers now purposefully screen employees to
hire people with specific competencies. Competency mapping is used for: recruitment and
selection, identification of training needs, role renewal, as a basis for conducting assessment
development centers, creating competency based performance management systems etc.
Employers may need to hire someone who can be an effective team leader or who has
demonstrated great active listening skills. Alternately, they may need someone who enjoys
taking initiative or someone who is very good at taking direction. When individuals must seek
new jobs, knowing ones competencies can give one a competitive edge in the job market. As the
foundation for a competency based performance management system is completed, it is
important that everyone understands the competencies that apply to their positions. At all levels
of the organization the people in critical positions must understand the hard and soft skills
required of them to achieve superior performance. Every organization wants and should expect
high performance from each employee. The elements of the Competency mapping will, if
17

implemented well, enable high performance, which will define organizational and personal
success. By identifying the critical positions, determining the most important competencies for
those positions, providing the education, coaching and feedback to people and by holding each
person accountable for their results, an organization can better meet the competitive challenges.
In this paper in-depth analysis of competency and its applications for enhancing performance is
discussed. Focus is also laid on competency modeling as an instrument to ameliorate employees
productivity and performance.
6. Competency Mapping A DRIVE FOR INDIAN INDUSTRIES by R.Yuvaraj
International Journal of Scientific & Engineering Research, Volume 2, August-2011
Human resource management is a process of bringing people and organizations together so that
the goals of each other are met. Nowadays it is not possible to show a good financial or operating
report unless your personnel relations are in order. Over the years, highly skilled and knowledge
based jobs are increasing while low skilled jobs are decreasing. This calls for future skill
mapping through proper HRM initiatives. Indian organizations are also witnessing a change in
systems, management cultures and philosophy due to the global alignment of Indian
organizations. There is a need for multi skill development. Competency Mapping is a process of
identifying key competencies for an organization, the jobs and functions within it. Competency
mapping is important and is an essential activity. Every well-managed firm should have well
defined roles and list of competencies required to perform each role effectively. Competency
mapping identifies an individuals strengths and weaknesses in order to help them better
understand themselves and to show them where career development efforts need to be directed.
Competency mapping is not only done for Confirmed employees of an organization and it can
also be done for contract workers or for those seeking employment to emphasize the specific
skills which would make them valuable to a potential employer. These kinds of skills can be
determined, when one is ready to do the work. Competency mapping is one of the most accurate
means in identifying the job and behavioral competencies of an individual in an organization. A
Competency is something that describes how a job might be done excellently; a Competence
only describes what has to be done, not how. Core competency is something which cannot be
copied and it is the pillar upon which individual rest.

18

CHAPTER 3
RESEARCH METHODOLOGY

19

3. RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
A Research Design is the arrangement of conditions and simply frame work or plan
for collections and analysis of data in a manner that aims to combine relevance to the research
purpose. It is blue print that is followed in completing a study. The research is a descriptive
research, as it includes surveying and fact-finding. The main purpose of this study is that of
formulating a problem and developing the hypothesis from an operational point of view. It deals
with literature survey, experience survey.
3.2 METHODS OF DATA COLLECTION
PRIMARY DATA
The first hand primary data was collected through questionnaire and a formal discussion was
conducted with the assistant HR of the organization and the team leaders.
SECONDARY DATA
The secondary data was collected through Books, Articles, magazines and internet.
3.3 TOOLS USED FOR ANALYSIS
1.Percentage analysis
2.Weighted Average Method
3.Chi-Square Method
4.Rank Correlation
1.Percentage analysis
Percentage is used in making comparison between two or more service of data. Percentage
analysis is a useful tool for data analysis. It gives an impressive look and a memorizing value.
After converting the quality in to percentages, they can be shown in the form of bar diagram or
20

pie diagram. It offers a meaningful comparative analysis and diagram. After the analysis results
are interpreted.
Percentage analysis=No of respondentsTotal respondents*100
2.Weighted average method
In this method the weight of the various aspects of factors are obtained multiplying the rank
given with the frequency.
Weighted average=total weight/No of respondents
3.Chi-square analysis
Steps:
First of all expected frequencies are computed
Difference between observed and expected square is calculated
The squared differences between frequencies are divided by respective
expected frequency that is
Equation:
1. The degree of freedom are calculated from the frequency table called Contingency table
by using the formula
d.f =(c-1)(r-1)
2. The computed value is then compared to the tabular value
3. If computed value is less than the tabular value the null hypothesis is accepted.
Chi square test x
2
=(O-E)
2
/E

With the degree of freedom v=(c-1)(r-1)
where:
21

O - Observed frequency
E - Expected frequency
c,r - Number of columns and rows
4. Rank correlation
Spearmans rank correlation coefficient defined,
R=1-6D
2
/N(N
2
-1)
Where R denotes rank coefficient of correlation and D refers to the difference of ranks between
paired items in two series. The value of the coefficient r lies between +1 and -1.

3.4 LIMITATIONS
Gaining the cooperation of the employees was difficult at the initial stages of the study as
the employees were not aware of the topic of the study.
The respondents were not able to spend the desired time with the researcher.
The problems like central tendency and other partially towards the staff may be present.
Respondents were unwilling to give unbiased opinion fearing of the management.
False information about the psychological factors of employees may be present.

22

CHAPTER 4
DATA ANALYSIS AND INTERPERTATION

23

4.1 PERCENTAGE ANALYSIS
1. WRITTEN SKILL
Table 4.1.1
OPINION NO.OF RESPONDENTS PERCENTAGE
Weak 10 8.33
Average 20 16.67
Good 20 16.67
Proficient 40 33.33
Excellent 30 25
TOTAL 120 100
Source: Primary data
Chart 4.1.1

INTERPRETATION - From the above table it can concluded that 25% of the employees are
excellent, 33.3% are proficient, 16.67% are good, 16.67% are average, 8.33% are weak in
written skill.

0
5
10
15
20
25
30
35
Weak Average Good Proficient Excellent
Written Skill
24

2. ORAL SKILL
Table 4.1.2
Weak 5 4.167
Average 10 8.333
Good 20 16.667
Proficient 55 45.833
Excellent 30 25
TOTAL 120 100
Chart 4.1.2

excellent, 45.83% are proficient, 16.67% are good, 8.33% are average, 4.167% are weak in oral
skill.

0
5
10
15
20
25
30
35
40
45
50
Oral Skill
25

3. TEAM PLAYER
Table 4.1.3
Weak 18 15
Average 24 20
Good 34 28.33
Proficient 28 20.83
Excellent 19 15.83
TOTAL 120 100
Chart 4.1.3

INTERPRETATION n- From the above table it can concluded that 15.83% of the employees
are excellent, 20.83% are proficient, 28.33% are good, 20% are average, 18% are weak in team
playing skill.

0
5
10
15
20
25
30
Team player
26

4. FLEXIBILITY
Table 4.1.4
Weak 15 12.5
Average 23 19.167
Good 35 29.167
Excellent 19 15.833
TOTAL 120 100
Chart 4.1.4

INTERPRETATION- From the above table it can concluded that 15.833% of the employees
are excellent, 23.333% are proficient, 29.167% are good, 19.167% are average, 12.5% are weak
in flexibility skill.

0
5
10
15
20
25
30
35
Flexibility
27

5. NEGOTIATION
Table 4.1.5
Weak 14 11.667
Average 22 18.333
Good 37 30.833
Excellent 16 13.333
TOTAL 120 100
Chart 4.1.5

are excellent, 25.833% are proficient, 30.833% are good, 18.333% are average, 11.667% are
weak in negotiation skill.

0
5
10
15
20
25
30
35
Negotiation
28

6. CONFLICT MANAGEMENT
Table 4.1.6
Weak 13 10.833
Average 23 19.167
Good 39 32.5
Proficient 28 23.33
Excellent 17 14.167
TOTAL 120 100
Chart 4.1.6

are excellent, 23.33% are proficient, 32.5% are good, 19.167% are average, 10.833% are weak in
conflict management skill.

0
5
10
15
20
25
30
35
Conflict managenent
29

7. MOTIVATION
Table 4.1.7
Weak 23
19.167
Average 20
16.667
Good 38
31.667
Proficient 28
23.333
Excellent 11
9.167
TOTAL 120 100
Chart 4.1.7

are excellent, 23.333% are proficient, 31.667% are good, 16.667% are average, 19.167 % are
weak in motivation.

0
5
10
15
20
25
30
35
Motivation
30

8. INNOVATION
Table 4.1.8
Weak 18
15
Average 27
22.5
Good 33
27.5
Proficient 30
25
Excellent 12
10
TOTAL 120 100
Chart 4.1.8

INTERPRETATION- From the above table it can concluded that 10% of the employees are
excellent, 25% are proficient, 27.5% are good, 22.5% are average, 15% are weak in innovation
skill.

0
5
10
15
20
25
30
Innovation
31

9. QUICK LEARNING
Table 4.1.9
Weak 12
10
Average 18
15
Good 33
27.5
Proficient 37
30.83
Excellent 20
16.67
TOTAL 120 100
Chart 4.1.9

are excellent, 30.83% are proficient,27.5% are good, 15% are average, 10% are weak in quick
learning skill.

0
5
10
15
20
25
30
35
Quick learning
32

10. INITIATIVE
Table 4.1.10
Weak 12
10
Average 40
33.33
Good 40
33.33
Proficient 18
15
Excellent 13
10.83
TOTAL 120 100
Chart 4.1.10

are excellent, 15% are proficient,33.33% are good, 33.33% are average, 10% are weak in
initiative skill.

0
5
10
15
20
25
30
35
Initiative
33

11. STRESS MANAGEMENT
Table 4.1.11
Weak 28
23.37
Average 49
40.83
Good 26
21.67
Proficient 7
5.83
Excellent 10
8.33
TOTAL 120 100
Chart 4.1.11

INTERPRETATION- From the above table it can concluded that 8.33% of the employees are
excellent, 5.83% are proficient,21.67% are good, 40.83% are average, 23.37% are weak in stress
management skill.

0
5
10
15
20
25
30
35
40
45
Stress management
34

12. TIME MANAGEMENT
Table 4.1.12
Weak 15
12.5
Average 20
16.67
Good 38
31.67
Proficient 20
16.67
Excellent 27
22.5
TOTAL 120 100
Chart 4.1.12

excellent, 16.67% are proficient, 31.67% are good,16.67 % are average,12.5 % are weak in time
management skill.

0
5
10
15
20
25
30
35
Time management
35

13. LEADERSHIP
Table 4.1.13
Weak 21
17.5
Average 28
23.33
Good 27
22.5
Proficient 20
16.67
Excellent 24
20
TOTAL 120 100
Chart 4.1.13

excellent, 16.67% are proficient, 22.5% are good, 23.33% are average,17.5 % are weak in
leadership skill.

0
5
10
15
20
25
Leadership
36

14. PLANNING
Table 4.1.14
Weak 26
21.67
Average 38
31.67
Good 19
15.83
Proficient 15
12.5
Excellent 22
18.33
TOTAL 120 100
Chart 4.1.14

are excellent, 12.5% are proficient,15.83% are good, 31.67% are average, 21.67% are weak in
planning skill.

0
5
10
15
20
25
30
35
Planning
37

15. DELEGATION
Table 4.1.15
Weak 26
21.67
Average 25
20.83
Good 27
22.5
Proficient 18
15
Excellent 24
20
TOTAL 120 100
Chart 4.1.15

excellent, 15% are proficient, 22.5% are good, 20.83% are average, 21.67% are weak in
delegation skill.

0
5
10
15
20
25
Delegation
38

16. PROBLEM ANALYSIS
Table 4.1.16
Weak 11
9.167
Average 20
16.667
Good 59
49.167
Proficient 20
16.667
Excellent 10
8.333
TOTAL 120 100
Chart 4.1.16

in problem analysis skill.

0
10
20
30
40
50
60
Problem analysis
39

17. DECISION MAKING
Table 4.1.17
Weak 25
20.833
Average 41
34.167
Good 34
28.333
Proficient 10
8.333
Excellent 10
8.333
TOTAL 120 100
Chart 4.1.17

are excellent, 8.333% are proficient,28.333% are good, 34.167% are average, 20.833% are weak
in decision making skill.

0
5
10
15
20
25
30
35
40
Decision making
40

18. C++
Table 4.1.18
Weak 7
5.83
Average 13
10.83
Good 57
47.5
Proficient 28
23.33
Excellent 15
12.5
TOTAL 120 100
Chart 4.1.18

excellent, 23.33% are proficient,47.5% are good, 10.83% are average, 5.83% are weak in C++
knowledge.

0
5
10
15
20
25
30
35
40
45
50
C++
41

19. J2EE
Table 4.1.19
Weak 7
5.83
Average 20
16.67
Good 40
33.33
Proficient 38
31.67
Excellent 15
12.5
TOTAL 120 100
Chart 4.1.19

J2EE in knowledge.

0
5
10
15
20
25
30
35
J2EE
42

20. AJAX
Table 4.1.20
Weak 6
5
Average 10
8.33
Good 82
68.33
Proficient 12
10
Excellent 10
8.33
TOTAL 120 100
Chart 4.1.20

are excellent, 10% are proficient, 68.33% are good, 8.33% are average, 5% are weak in Ajax
knowledge.

0
10
20
30
40
50
60
70
80
Ajax
43

21. .NET
Table 4.1.21
Weak 10
8.33
Average 16
13.33
Good 39
32.5
Proficient 37
30.83
Excellent 18
15
TOTAL 120 100
Chart 4.1.21

excellent, 30.83% are proficient, 32.5% are good, 13.33% are average, 8.33% are weak in .NET
knowledge.

0
5
10
15
20
25
30
35
.NET
44

22. XHTML
Table 4.1.22
Weak 10
8.33
Average 15
12.5
Good 25
20.83
Proficient 38
31.67
Excellent 32
26.67
TOTAL 120 100
Chart 4.1.22

are excellent, 31.67% are proficient, 20.83% are good, 12.5% are average, 8.33% are weak in
XHTML knowledge.

0
5
10
15
20
25
30
35
XHTML
45

23. PHP
Table 4.1.23
Weak 5
4.167
Average 10
8.333
Good 40
33.333
Proficient 33
27.5
Excellent 32
26.667
TOTAL 120 100
Chart 4.1.23

in PHP knowledge.

0
5
10
15
20
25
30
35
PHP
46

24. MYSQL
Table 4.1.24
Weak 3
2.5
Average 10
8.33
Good 20
16.67
Proficient 30
25
Excellent 57
47.5
TOTAL 120 100
Chart 4.1.24

excellent, 25% are proficient, 16.67% are good, 8.33% are average, 2.5% are weak in MySQL
knowledge.

0
5
10
15
20
25
30
35
40
45
50
MySQL
47

25. EYE STRAIN
Table 4.1.25
Readness,Itching,Soring 40
33.33
Change in eyesight 47
39.167
No change in eyesight 33
27.5
TOTAL 120 100

Chart 4.1.25

suffer from eye strain such as redness, itching, soring and eyesight problem.27.5% of employees
doesnt affected by any eye problems.

0
5
10
15
20
25
30
35
40
45
Redness,Itching,Soring Change in eyesight No change in eyesight
Eye strain
48

26.BACK PAIN
Table 4.1.26
Yes 90
75
No 30
25
TOTAL 120 100

Chart 4.1.26

INTERPRETATION- From the above table it can concluded that 75% of the employees suffer
from back pain mainly because they forget to be conscious about the way they sit and position
their body during working hours.

0
10
20
30
40
50
60
70
80
Yes No
Back pain
49

27.NUMBNESS & SWELLING IN WRIST
Table 4.1.27
Yes 52
43.33
No 68
56.667
TOTAL 120 100

Chart 4.1.27

suffer from numbness & swelling in wrist due to repeating the same motion over and over for
typing on he computer keyboard.

0
10
20
30
40
50
60
Yes No
Numbness & Swelling in wrist
50

28.NECK & SHOULDER STIFFNESS
Table 4.1.28
Yes 63
52.5
No 57
47.5
TOTAL 120 100

Chart 4.1.28

experience stiffness in the neck and shoulders after sitting in the same position for a long time
during working hours.

45
46
47
48
49
50
51
52
53
Yes No
Neck & Shoulder stiffness
51

29.GENERAL FATIGUE
Table 4.1.29
Yes 72
60
No 48
40
TOTAL 120 100

Chart 4.1.29

INTERPRETATION- From the above table it can concluded that 60% of the employees feels
tiredness due to bad posture, focusing on computer monitor, typing on the computer keyboard.

0
10
20
30
40
50
60
70
Yes No
General Fatigue
52

30.ARMS & HEAD ACHE
Table 4.1.30
Yes 83
69.167
No 37
30.833
TOTAL 120 100

Chart 4.1.30

INTERPRETATION- From the above table it can concluded that 69.16% of employees suffer
from eyestrain that may result in headaches and typing creates arms pain during working hours.

0
10
20
30
40
50
60
70
80
Yes No
Arms & Head ache
53

4.2 CHI-SQUARE ANALYSIS
1. To find the relationship between age and leadership quality.
Null hypothesis: H
0
There is no significant difference between the age and leadership quality.
Alternative hypothesis: H
1
There is significant difference between the age and leadership quality
Observed frequency:
Satisfactory
Level

Age

Weak

Average

Good

Proficient

Excellent

Total

20-25 years

3 4 2 2 1 12
25-30 years

6 8 8 7 8 37
30-35 years

6 10 11 9 8 44
35- 40 years

4 6 10 3 4 27
Total 19 28 31 21 21 120

Expected frequency:

1.9 2.8 3.1 2.1 2.1
5.858 8.63 9.558 6.475 6.475
6.96 10.26 11.36 7.7 7.7
4.275 6.3 6.975 4.725 4.725

54

Chi-square table

S. No

O

E

O-E

(O-E)
2

(O-E)
2
/E

1. 3 1.9 1.1 1.21 0.636
2. 4 2.8 1.2 1.44 0.514
3. 2 3.1 -1.1 1.21 0.3903
4. 2 2.1 -0.1 0.01 0.0047
5. 1 2.1 -1.1 1.21 0.576
6. 6 5.85 0.15 0.0225 0.0038
7. 8 8.63 -0.63 0.3969 0.0459
8. 8 9.55 -1.55 2.4025 0.2515
9. 7 6.47 0.53 0.2809 0.0434
10. 8 6.47 1.53 2.3409 0.3618
11. 6 6.96 -0.96 0.9216 0.1324
12. 10 10.26 -0.26 0.0676 0.0065
13. 11 11.36 -0.36 0.1296 0.0114
14. 9 7.7 1.3 1.69 0.2194
15. 8 7.7 0.3 0.09 0.0116
16. 4 4.27 0.27 0.0729 0.0170
17. 6 6.3 0.3 0.09 0.0142
18. 10 6.97 3.03 9.1809 1.3172
19. 3 4.72 -1.72 2.9584 0.6267
20. 4 4.72 -0.72 0.5184 0.1098

Total 5.2936

55

CALCULATION
Level of significance = 5%
Chi-square = (O i E i)
2
/E i
Degrees of freedom =(r-1) (c-1)
= (5-1) (4-1) =12
i. Calculated value =5.2936
ii. Tabulated value =21.026
Calculated value < Tabulated value

Therefore, H
0
is accepted

CONCLUSION:
There is no significant difference between age and leadership quality.

56

2. To find the relationship between age and superiority complex.
Null hypothesis: H
0
There is no significant difference between the age and superiority complex.
Alternative hypothesis: H
1
There is significant difference between the age and superiority
complex.
Observed frequency:
superiority
complex

Age

Strongly
disagree

Disagree

Neutral

Agree

Strongly
agree

Total

20-25 years

3 4 1 2 2 12
25-30 years

8 10 6 5 8 37
30-35 years

10 12 8 8 6 44
35- 40 years

6 8 6 3 4 27
Total 27 34 21 18 20 120

Expected frequency:

2.7 3.4 2.1 1.8 2
8.32 10.48 6.47 5.55 6.16
9.9 12.46 7.7 6.6 7.33
6.07 7.65 4.72 4.05 4.5
57

Chi-square table

S. No

O

E

O-E

(O-E)
2

(O-E)
2
/E

1. 3 2.7 0.3 0.09 0.03
2. 4 3.4 0.6 0.36 0.10
3. 1 2.1 -1.1 1.21 0.57
4. 2 1.8 0.2 0.04 0.02
5. 2 2 0 0 0
6. 8 8.32 -0.32 0.10 0.01
7. 10 10.48 -0.48 0.23 0.02
8. 6 6.47 -0.45 0.22 0.03
9. 5 5.55 -0.55 0.30 0.05
10. 8 6.16 1.83 3.35 0.54
11. 10 9.9 0.1 0.01 0.54
12. 12 12.46 -0.46 0.21 0.001
13. 8 7.7 0.3 0.09 0.01
14. 8 6.6 1.4 1.96 0.01
15. 6 7.33 -1.33 1.76 0.29
16. 6 6.07 -0.07 0.005 0.24
17. 8 7.65 0.35 0.12 0.009
18. 6 4.72 1.27 1.62 0.34
19. 3 4.05 -1.05 1.10 0.27
20. 4 4.5 -0.5 0.25 0.05

Total 2.65

58

CALCULATION
Level of significance = 5%
Chi-square = (O i E i)
2
/E i
Degrees of freedom =(r-1) (c-1)
= (5-1) (4-1) =12
i. Calculated value =2.65
ii. Tabulated value =21.026
Calculated value < Tabulated value

Therefore, H
0
is accepted

CONCLUSION:
There is no significant difference between age and superiority complex.

59

4.3 WEIGHTED AVERAGE METHOD
Weighted average table

S.NO OPINION Weak
(1)
Average
(2)
Good
(3)
Proficient
(4)
Excellent
(5)
PERCENTAGE
1 Innovation 18

(18)
27

(54)
33

(99)
30

(120)
12

(60)
23.4
2 Quick
Learning
12

(12)
18

(36)
33

(99)
37

(148)
20

(100)
26.3
3 Stress
Management
28

(28)
49

(98)
26

(78)
7

(28)
10

(50)
18.8
4 Team Player 18

(18)
24

(48)
34

(102)
25

(100)
19

(95)
24.2

5
Flexibility 15

(15)
23

(46)
35

(105)
28

(112)
19

(95)
24.8
6 Conflict
Management
13

(13)
23

(46)
39

(117)
28

(112)
17

(85)
24.8
7 Leadership 21

(21)
28

(56)
27

(81)
20

(80)
24

(120)
23.8
8 Planning 26

(26)
38

(76)
19

(57)
15

(60)
22

(110)
21.9
9 Delegation 26

(26)
25

(50)
27

(81)
18

(72)
24

(120)
23.2
10 Decision
Making
25

(25)
41

(82)
34

(102)
10

(40)
10

(50)
19.9
Total 231.1
60

CALCULATION
Weighted average = Total weight/No.of respondents
=231.1/10
= 23.11

INTERPRETATION:
The weighted average (23.11) is less than the following level of employees competencies:
Stress Management
Planning
Decision making
The weighted average (23.11) is greater than the following level of employees competencies:
Innovation
Quick learning
Team player
Flexibility
Leadership
Delegation

61

4.4 RANK CORRELATION
Rank correlation table
1.To find out the relationship between communication and interpersonal skills.
S.No
Oral
communication
Team
playing

Rank x

Rank y
D=(R
x
-R
y
) D
2
1.
5 18
5 5 0 0
2.
10 24
4 3 1 1
3.
20 34
3 1 2 4
4.
55 25
1 2 -1 1
5.
30 19
2 4 -2 4
Total x=120 y=120 D
2
=10

CALCULATION
Rank Correlation Co-efficient (r) =1-(6d
2
/N(N
2
-1))
=1-((6*10)/(5*24))
=0.5

INTERPRETATION
Here the value of r is 0.5, There is positive correlation between oral communication and team
playing.
That means interpersonal skills depend on communication skills.
62

2.To find out the relationship between software skills and stress management.
S.No J2EE
Stress
management

Rank x

Rank y
D=(R
x
-R
y
) D
2
1.
7 28
5 2 3 9
2.
20 49
3 1 2 4
3.
40 26
1 3 -2 4
4.
38 7
2 5 -3 9
5.
15 10
4 4 0 0
Total x=120 y=120 D
2
=26

CALCULATION
Rank Correlation Co-efficient (r) =1-(6d
2
/N(N
2
-1))
=1-((6*26)/(5*24))
=-0.3

INTERPRETATION
Here the value of r is -0.3, There is negative correlation between software skill and stress
management.
63

4.5 IDENTIFYING THE TRAINING NEEDED EMPLOYEES

S.NO

NAME OF THE SKILLS

TRAINING NEEDED EMPLOYEES

1 Written 30
2 Oral 15
3 Team player 42
4 Flexibility 38
5 Negotiation 36
6 Conflict management 36
7 Motivation 43
8 Innovation 45
9 Quick learning 30
10 initiative 52
11 Stress management 57
12 Time management 35
13 Leadership 49
14 Planning 64
15 delegation 51
16 Problem analysis 31
17 Decision making 66
18 C++ 20
19 J2EE 27
20 Ajax 16
21 .NET 26
22 XHTML 25
23 PHP 15
24 MySQL 13

64

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65

CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSION

66

5.1 FINDINGS
Major portion of the employees are excellent in oral communication compared to written
communication.
Most of the employees are good team players and flexible in nature.
Many employees compromise their ideas with other employees (ie) their negotiation skill
is good.
Most of the employees (63%) can motivate their own self also they can motivate others in
their team.
Most of the employees are innovative.
Around 3/4
th
of employees are quick learners and they can grasp the new technologies as
soon as possible.
Most of the employees are initiative, at the same time 44% of employees are weak in
initiative skill.
Most of the employees (63%) are lack in stress management. They are unable to manage
their stress in work.
Most of the employees fail to plan their work schedule. They are lack in planning skill.
Most of the employees lack in delegation skill. They are unable to split and allocate their
work.
Most of the employees lack in decision making skill. They fail to take right decisions at
the right time.
Almost all employees have depth knowledge in the computer programming language
C++.
Major portion of employees are expert in the computer programming language J2EE.
It is noted that most of the employees are good in computer technologies such as AJAX,
.NET, XHTML, PHP, MySQL.
There is no significant difference between age and leadership quality.
The technical knowledge of the employees of the organization is strong.
There is a positive correlation between stress management and planning skills. That
means stress management depends on planning.
Most of the employees are good in technical and interpersonal skills.
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Many employees are lack in managerial skills.
Most of the employees need training in stress management, planning, and decision
making skills.
There is no significant difference between age and superiority complex.
More than 70% of employees suffer from eye strains such as redness, itching, soring
because of focusing on computer monitor during working hours.
Due to bad posture during working hour, employees suffer from back pain.
Almost all the employees feel general fatigue.
Most of the employees suffer from headache.
Almost all the employees suffer from anyone of the physical complaints such as eye
strain, back pain, general fatigue, and head ache.
It is noted that 3/4
th
of employees agree that their personal and family problems affects
their job performance.
Many employees feel partiality in their team.
Incentives & promotion of other employees make some employees to worry.
Few employees feel that they are not capable to do their present job.
42% of employees feel that they are over qualified to do their present job.

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5.2 SUGGESTIONS
The organization can provide proper training to improve various competencies of its
employees.
The organization can employ the persons those who are excellent in skills as trainer to
train the other employees.
The organization can design a proper skill set to recruit right persons for right job in the
various level of organizational hierarchy.
The organization can arrange for parties, tours, games and other kinds of entertainments
to their employees for relaxation.
The organization can provide incentives and promotion according to the employees
skills.
The employees are physically tired. So the management can arrange some special
physical exercises.

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5.3 CONCLUSION
Competency is a set of knowledge, skills and attitudes required to perform a job effectively and
efficiently. A Competency is something that describes how a job might be done excellently.
These personal competencies such as attitude, motives, values and traits are the origin of the
interpersonal competencies which would make a man perfect. It reflects excellent behavior with
his colleague. It results the expected performance and the team work will be succeeded. So the
competencies must be developed.
Competency Mapping is a process of identifying and developing key competencies for an
organization, the jobs and functions within it. Skill development by competency mapping is one
of the most accurate means in identifying the personal, behavioural and job competencies of an
individual in an organization. Competency mapping process is an opportunity for long-term
growth. Competency mapping identifies an individuals strengths and weaknesses in order to
help them better understand themselves and to show them where career development efforts need
to be directed.
Every well-managed firm should have well defined roles and list of competencies required to
perform each role effectively to attain the organizational goal.

70

BIBLIOGRAPHY

71

REFERENCES
1. Article -Competency Mapping- by K. Murali Mohan
2. Article -The Art and Science of Competency Mapping- by T.V. Rao,
3.Cooper, Kenneth (2000). Effective Competency Modeling and Reporting. New York: AMA
Publications
4. Competency Management- A practitioners Guide by R.Palaniappan
5. Competency Mapping: A pre- requisite for HR Excellence - by Dr. Lovy Sarikal
6. Lyle M.Spencer, Jr.and, Ph&Signe M Spencer.1993. Competency at work-models for
superior performance.
7.PEARLMAN, K., and Sanchez, J. I. (2000). The practice of competency modeling. Personnel
Psychology .
8. Research Methodology Methods & techniques by C.R. KOTHARI
9. Search Engines GOOGLE and YAHOO
10.SPENCER, L. M., & Spencer, S. M. (1993). Competence at Work. New York, Wiley.
11. Strategic core competency by Azhar Kazmi, Strategic management Glueck
12. Sudipta, Competency based HR, Express Computer, 10 Jan 2005
13.Workitect Competency Dictionary (2007)

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WEBSITES
1.http://www .Strategicmanagement.com
2.http://www .Strategicmanagement.com
3. http://www.addedv.com
4.http://www.allmbastuff.blogspot.com
5. http://www.buzzle.com/articles/leadership-and-management.
6.http://www.citehr.com
7.http://www.financialexpress.com/news/competency-mapping
8.http://www.hrmba.blogspot.com
9.http://www.jagooindia.com
10.http://www.scribd.com
11.http://www.Wikipedia.com
12.http://www.thomsonreuters.com
13.http://www.workitect.com

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