You are on page 1of 6

International Journal of Human Resource

Management and Research (IJHRMR)


ISSN(P): 2249-6874; ISSN(E): 2249-7986
Special Edition, Oct 2014, 17-22
TJPRC Pvt. Ltd.

COMPETENCY MAPPING IN RICE MILL SECTORS: A STUDY PERFORMED IN


MANACHANALLUR ZONE, TIRUCHIRAPPALLI
J. WILFRED ANGELLO GERALD1, P. BAKYA2, S. SANGEETHA3, M. VALARMATHI4
& T. ARUL PACKIARAJ5
1

Assistant Professor, PG & Research, Department of HRM, St. Josephs College, Tamil Nadu, India

2,3,4,5

M.Phil Scholar, PG & Research, Department of HRM, St. Josephs College, Tamil Nadu, India

ABSTRACT
The competency mapping determines how well employees and the executives and management can be effectively
engaged in their work according to their individual competencies. It also helps to determine the driving force that can help
the organization to sustain growth and improvement. This research study helps to gain information about unorganized
sector like rice mill related to the marketing strategy, ability, leadership, individual potential, relationship of an employers
perspectives and its applicability. The study conducted in various rice mills sought to identify talents at the levels of the
employer and workers strived to promote and develop talents and to match the available talent with original needs.

KEYWORDS: Competency Mapping, Individual Competence and Marketing Strategy


INTRODUCTION
Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors
needed for successful job performance. Each competency includes a proficiency scale that indicates the full range of
expression of the competency. Proficiency level is described in terms of behavioral indicators. The behaviors at each level
of the scale are illustrative rather than definitive; each competency scale is cumulative which means that, although
behaviors from lower levels are not repeated at higher level, they nonetheless apply. Competency management solutions
will help the organization to select, direct, assesses and develops the employees so as to achieve the bottom line goals and
maximize the human capital advantage. Competency mapping is a process through which one assesses and determines
ones strengths as an individual worker and in some cases as part of an organization. It generally examines two areas:
Emotional intelligence and strengths of the individual in areas like team structure, leadership, and
decision-making. Competency mapping also used to analyze the combination of strengths in different workers to produce
these effective teams and highest quality work. The value of competency mapping and identifying emotional strengths is
that many employers now purposefully screen employees to hire people with specific competencies. They need to hire
someone who can be an effective time leader or who has demonstrated great active listening skills. The competency
mapping can help the organization and the other management executives to understand that their employees are effectively
engaged in their work according to their individual competency. It also helps to determine the driving force that can help
the organization to sustain growth and improve it
Organization performs the task of competency mapping to determine the areas which are crucial for its proper
working and success. The competencies which are included in the identification are managerial, behavioral, technical, skill
based attitude and conceptual knowledge based.. All these aspects together lead to determine the actual status of activity
www.tjprc.org

editor@tjprc.org

18

J. Wilfred Angello Gerald, P. Bakya, S. Sangeetha, M. Valarmathi & T. Arul Packiaraj

completion and process functioning which is important for the organization Competence mapping should focus more on
what the organization as a whole can manage than looking at the formal knowledge that each individual worker has.
But of course, we have to start with each individual, to fulfill that each individual has the wanted formal knowledge and the
necessary skills and know-how to do a good job for the company.

REVIEW OF LITERATURE
Gupta and George (1974) studied the stages of modernization in the rice mill sectors in Punjab.
The investment pattern of the modernized rice mills revealed that land, buildings and machinery constituted 88 per cent of
the total investment followed by transportation, equipments and other fixtures. The results also indicated that the fixed cost
per mill increased with an increase in the size of the mill. The fixed cost was higher for modern mills than for traditional
ones.
Singh (1974) studied the economies of scale in groundnut processing unit in Punjab and found that per quintal
fixed cost in large, medium and small groundnut mills was Re 0.50, Rs 1.14 and Re 0.58, respectively. The variable cost
per quintal of groundnut oil was Rs118.72, Rs 119.74 and Rs 118.27 in large, medium and small mills, respectively.
Muralidharan (1981) compared the establishment costs of three processing units namely sugar, gur
and khandsari units in Mandya district of Karnataka. He found that establishment cost of the three units to be in the order
of Rs 4, 40, 28, 322.03 lakhs for sugar units, Rs 46, 329.83 lakhs for gur unit and Rs 9, 16, 722.38 lakhs for khandsari unit.
Borude (1982) studied the economics of marketing and processing of cashew nut in Ratnagiri / Sindhudurg
districts of Maharashtra state observed that capital investment in different groups of factories was Rs. 18, 54,710 lakhs
of which 12.96 per cent was fixed capital. The important items of fixed capital were investments on building and roasting
machinery, while the items of working capital were raw nuts, wages and salaries, fuel, containers, packing and packaging.
Srivastava (1989) indicated that with subsequent secondary and tertiary processing of various raw materials,
the value added as well as the price of finished products would be increased. He observed that agro-processing units
accounted for 39 per cent of all factories (agro-based and non-agro-based industries), 12 per cent of fixed capital,
13 per cent of working capital and 15 per cent of total capital employed in the industry in the organized sector.

PROFILE OF THE STUDY AREA


The research study has been conducted in the rice mills located in manachanallur, a panchayat town
in Tiruchirappalli district of Tamil Nadu. It is well known for its numerous rice mills and for manufacturing ponni rice
cultivated on the shores of Cauvery River. As of 2001 Indian census, Manachanallur had a population of 21,503.
Males constitute 49% of the population and females 51%. Manachanallur has an average literacy rate of 74%, higher than
the national average of 59.5%: male literacy is 80%, and female literacy is 69%. In Manachanallur, 11% of the population
is under 6 years of age. There are 40 villages in this taluk, well connected by road. The state highways SH62 pass through
Manachanallur. Manachanallur is also well connected to the neighbouring villages by mini buses. The nearest railway
station and airport is located in Trichy, Manachanallur became a new assembly constituency of Tamil Nadu since the last
elections. The constituency MLA. Poonachi has become a minister for Khadi and Village Industries in the current
Tamil Nadu cabinet. Manachanallur Giridharan, a noted music director hails from this town.

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

19

Competency Mapping in Rice Mill Sectors: A Study Performed in Manachanallur Zone, Tiruchirappalli

Rice Processing
Rice is the staple food for almost 65% of the population in India. Paddy in its raw form cannot be consumed by
human beings. It needs to be suitably processed for obtaining rice. Rice milling is the process which helps in removal of
hulls and barns from paddy grains to produce polished rice. Rice forms the basic primary processed product obtained from
paddy and this is further processed for obtaining various secondary and tertiary products. The basic rice milling processes
consist of the following process.Pre Cleaning is removing all impurities and unfilled grains from paddy, De-stoning is a
separating small stones from paddy. Parboiling is helps in improving the nutritional quality by gelatinization of starch
inside the rice grain. It improves the milling recovery percent during deshelling and polishing / whitening operation.
Husking is removing husk from paddy. Husk Aspiration is separating the husk from brown rice/unhusked paddy.
Paddy Separation is separating the unhusked paddy from brown rice; Whitening is removing all or part of the bran layer
and germ from brown rice. Polishing is improving the appearance of milled rice by removing the remaining bran particles
and by polishing the exterior of the milled kernel, Length Grading is separating small and large broken from head rice.
Blending is mixing head rice with predetermined amount of broken, as required by the customer and Weighing and
bagging is preparing the milled rice for transport to the customer.

RESEARCH METHODOLOGY
Objectives of the Study

To study on competency mapping of employers of rice mills in Manachanalur.

To analyze the relationship between employer and employees towards competencies.

To analyze the impacting competency, time management and workplace stress.

To analyze the problems faced by rice mills processing & marketing operations

Hypotheses of the Study

There is significant association between harmonious relationship among employees and employers

There is a significant difference between experience and potential of employees in the mill

There is a significant difference between customer retention and competitive market strategies

Scope of the Study


The present study would critically analyze the efficiency aspects of conventional and modern paddy processing
units. It attempts to compare different types of rice mills with different efficiencies by employing certain Business ratios.
The study further attempts to bring out the attention pertaining to capacity Utilization of each type of processing unit,
which would help in modernizing the processing Units. Finally the study aims at identifying the problems in paddy
processing so that suitable policy measures could be suggested to improve the conditions of Paddy processing units
through necessary financial and marketing facilities.
Research Design
Descriptive Research has been used; which involves survey and fact-findings of different kinds. The population of
the study consists of 65 employers of rice mills in Manachanallur. Convenient sampling technique was applied to select

www.tjprc.org

editor@tjprc.org

20

J. Wilfred Angello Gerald, P. Bakya, S. Sangeetha, M. Valarmathi & T. Arul Packiaraj

20 employers for the research study. The primary data consists of those data collected afresh and for the first time from the
employers into the rice mills. Secondary data were collected from the books, records, vouchers of the various rice mills and
from the journals and magazines. The questionnaire containing open, closed and multiple choice questions were used to
obtain data.

DATA ANALYSIS AND INTERPRETATION


Table 1: Classification of Respondents on Their Demographic Profile
S. No

Demographic Profile

Gender

Age

Experience

Particulars
Male
Female
20-30 Yrs
30 to 40yrs
40 to 50yrs
50 yrs & Above
Below 5yrs
5 to 10yrs
10-15 yrs
15 yrs & above

No of Respondents
(N=25)
20
0
4
2
6
8
4
8
2
6

Percentage 100 %
100
0
20
10
30
40
20
40
10
30

From the above table it is found that 100 % of the respondents are male employers. Where 20% of them lie
between 20-30 years of age, 10% of employers are between 30-40 years of age, 30% of employers 4 are between
40-50 years, then 40% of employees are more than 50 years of age. The 20% employers are between 1-5 years of work
experience, 40% are between 5-10 years, while 10% are between 11-15 years of experience and the remaining 30% of
them are more than 15 years of experience. It is found that 100% of employers are male y due to the nature of work.
40% of the them are more than 50 years old, since this happens to be the family business.
Table 2: Significant Association between Harmonious Relationship among Employees and Crises in the
Organization
X1(Variable)

Y1(Variable)

Disagree
Neutral
Agree
Strongly
Agree
Total

Harmonious
relationship
among
employees

Crises in the Organization


Disagree Neutral Agree
2
0
2
2
2
2
0
0
6

Total

Chi-Square

P Value

16.167

0.13

4
6
6

10

20

H1: There is significant association between harmonious relationship among employees and crises in the
organization.
H0: There is no significant association between harmonious relationship among employees and crises in the
organization.
Statistical Test: Chi square test was used
Inference: From the above table it is seen that the p value 0.104 is greater than 0.05 therefore null hypothesis is
accepted and research hypothesis is rejected. Hence that there is no significant relationship between harmonious
relationship among employees and crises in the organization.

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

21

Competency Mapping in Rice Mill Sectors: A Study Performed in Manachanallur Zone, Tiruchirappalli

Table 3: One-Way ANOVA Difference between Experience and Potential of Employees in the Industry
S.No
1.

2.

Find out the Potential


Employees
Between Groups
1-5 years
6-10 years
11-15 years
More than
Within groups
Total

Mean

S.D

2.000
3.2500
3.0000
4.6667

0.000
.88641
.0000
.51640

SS

DF

MS

17.967

5.989

Statistical
Inference

F=14.023
.000<0.05
Significant
6.833
24.8000

16
19

0.427

H2 There is a significant difference between experience and the potential of employees in the mill.
H0 There is no significant difference between experience and the potential of employees in the mill.
Statistical Test: One way ANNOVA f test was used
Findings: There is significance difference between experience and potential of employers in mill.
The result shows that df value at 19. Where the f value is 14.023 with p=0.000 (table value) at 0.05 significance level of
potential employers. Hence the calculated value 0.000 is less than the significant level 0.05. Hence the research hypothesis
is accepted and null hypothesis is rejected.
Table 4: One-Way ANOVA Difference between Customer Retention and Competitive Marketing Strategy
S. No
1

Competitive Marketing
Strategy
Between Groups
Quality
Price
Good will
All the above
Within groups
Total

Mean

S.D

3.6667
4.000
3.5000
4.000

.51640
.0000
1.0000
.89443

SS

DF

MS

.867

.289

Statistical
Inference

F=.555
0.652>0.05
Significant
8.333
9.200

16
19

0.521

H3 There is a significant difference between customer retention and competitive marketing strategy.
H0 There is no significant difference between customer retention and competitive marketing strategy.
Statistical Test: One way ANOVA f test was used.
Findings: The test shows df value 19, where f value 0.555 with p value 0.652 (table value) at 0.05 significance
level of retain customer. Hence the calculated value 0.652 is greater than 0.05 (table value). Hence there is no significance
difference between customer retention and competitive marketing strategy towards growth in the competitive market.
By using of good will mean value=3.5000 is greater than that of quality, price and all the above. So there is significance
difference between retain a customer and competitive marketing strategy. While comparing to S.D of price value is 0.000
it infers there is significance difference between retain a customer retention and competitive marketing strategy.

RECOMMENDATIONS AND CONCLUSIONS


The work nature is too different from the other type of job, so the employers need to adjustable with the
employers. Similarly the employer of this industry should need to developing harmonious relationship among the
employees. Focusing on quality, price and good will tends to retain the customer. By the by they need new strategies to
www.tjprc.org

editor@tjprc.org

22

J. Wilfred Angello Gerald, P. Bakya, S. Sangeetha, M. Valarmathi & T. Arul Packiaraj

market their goods more profitable Rice mills play a vital role in human life which specifically focuses on food beverages.
So the employers need to develop their quality of rice to prevent health problem of humans. They want to produce the rice
material according to demand and supply. The employers of this sector want to develop a harmonious relationship among
the employees in order to face the consequences of this sector. From this analysis should develop different marketing
strategy to retaining their customers.

REFERENCES
1. Borude (1982) economics of marketing and processing of cashew nut in Maharashtra state, Journal of Indian
Economy, Vol. 23, 78, pp 167-78.
2.

Gary Desslar, (2009). Human Resource Development, New Delhi, Phi Publication Private Limited.

3.

Gupta and George (1974) studied the stages of modernization in the rice mill sectors in Punjab.

4.

Kothari C. R, (2000). Research Methodology Methods and Techniques, New Delhi, New Age International

5.

Kurtz. R. Norman, (1983). Introduction to Social Statistics, New Delhi, Mc Graw Hill International.

6.

Muralidharan (1981) Comparison of Rice procurement and processing in Tamil Nadu, Journal of Indian
social status, Vol. 5, 23, pp 345-56

7.

Sahu R. K and Anurag Jain, (2009).Competency Mapping, New Delhi, Excel Books Publishers.

8.

Singh, (1974) A study on the economies of scale in groundnut processing unit in Punjab, Journal of Economics
Survey in India, Vol. 3, 14, pp 234-38

9.

Srivastava, (1989). Index on subsequent secondary and tertiary processing of various raw materials in North India,
Indian Journal of Political studies, Vol. 7, 34,pp 123-34

10. Sullivan, Monotte and Dejong, (2001). Applied social research (Tools for Human services) Mumbai,
Harcourt Brach College Publishers.
11. Uday Kumar Haldar, (2010). Human Development, Calcutta, Oxford University Press

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0