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CHAPTER 1
INTRODUCTION
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
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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. Role of HRM becomes more important. Competency Mapping is a process of
identifying key competencies for a company or an organization and the jobs and functions within it.
Competency mapping is important and is an important activity. Every well managed organization
should have well defined roles and list of competencies required to perform each role effectively.
Competency mapping analysis individual’s SWOT for better understanding and this helps to improve
his career growth. This identifies the gap for improving knowledge to develop. Every industry in the
present scenario is trying to achieve high efficiency and effectiveness in order to survive in this
cutthroat competition. Industry is basically classified into production and service sector. They try
desperately to improve the efficiency of their system. All the methods and approaches for improving
the performance and efficiency of their operations points to a basis key factor – "Skill and
Competency. Skills and competency, therefore, becomes a focal point of companies, which aims at
improving their performance. Every industry, especially production industries, emphasizes on skill
and competency. It becomes mandatory for any production company, aiming at improving their
performance, to map the skill level of their workers.
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 individual’s 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.
The aim of this paper is to know about competency mapping and its influence on organizational
effectiveness in Sangrose Laboratories Pvt Ltd.. The study presents the literature review, need for the
study, objectives for the study, scope of the study, potential benefits of competency mapping.
Competency mapping is one of the most accurate means in identifying the job and behavioral
competencies of an individual in an organization.
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but also the logic behind the methods are used in the context of our research study and explain why a
particular method or technique is used and why others are not using so that research results are
capable of being evaluated either by the researcher himself or by others.
1.6.1 RESEARCH
Research is the process of systematic and in-depth study or search of any particular topic, subject or
area of investigation, backed by collection, compilation, presentation and interpretation of relevant
details or data. Research may develop hypothesis and test it. The study includes various steps that
are generally adopted by the researcher in studying his research problem along with the logic behind
them. Thus, the research methodology not consist of the research methods but also the logic behind
the methods are used in the context of our research study ad explain why a particular method or
technique is used and why others are not using so that research results are capable of being
evaluated either by the researcher himself or by others. This is a quantitative study that investigates
about competency mapping and its influence on organizational effectiveness.
Secondary Data Source: For the initial phase of the study, there was a necessity to review and
analyze both current and preceding literature in relation to Green Human Resource Management. For
the research both primary and secondary data were utilized in order to fully research the
phenomenon.
This study proposed to investigate about competency mapping and its influence on organizational
effectiveness. In order to prime the knowledge base on the area, the available secondary data was
researched, analyzed and evaluated. According to Kotler and Armstrong (2004, pp.135-136),
“secondary data is made up of information that already exist somewhere having been collected for
another purpose”. Secondary data was collected from various journals, books, magazines,
newspapers and websites.
Primary Data Source: After conducting secondary research, the area of study necessitated the
undertaking of primary research in order to fully build a picture of the context in which the
phenomenon takes place. According to Kotler and Armstrong (2004 pp.135-136), “Primary research
is information collected for the specific purpose at hand”. There were various methodological
options open to measure the level of implementation of competency mapping and its organizational
effectiveness in Hedge Equities Ltd. The sources of information for the study were employees alone.
Primary Source Data Collected are:
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Questionnaire Survey Method: A set of questions printed in a definite order was to the respondents
personally. Some of the respondents answered the questions in the questionnaire on their own
without being and others being aided by the researcher itself.
1.7.2 POPULATION
Total number of employees at Sangrose Laboratories is 90.
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Z test
A z-test is a type of hypothesis test. Hypothesis testing is just a way for you to figure out if results
from a test are valid or repeatable. z test is done when:
Your sample size is greater than 30. Otherwise, use a z test.
Data points should be independent from each other. In other words, one data point isn’t related
or doesn’t affect another data point.
Your data should be normally distributed. However, for large sample sizes (over 30) this doesn’t
always matter.
Your data should be randomly selected from a population, where each item has an equal chance
of being selected.
Correlation
Correlation is a statistical measure that indicates the extent to which two or more variables fluctuate
together. A positive correlation indicates the extent to which those variables increase or decrease in
parallel; a negative correlation indicates the extent to which one variable increases as the other
decreases. A correlation coefficient is a statistical measure of the degree to which changes to the value
of one variable predict change to the value of another. When the fluctuation of one variable reliably
predicts a similar fluctuation in another variable, there’s often a tendency to think that means that the
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change in one causes the change in the other. However, correlation does not imply causation. There
may be, for example, an unknown factor that influences both variables similarly.
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CHAPTER – 2
PROFILES
INDUSTRY PROFILE
Industry is concerned with the extraction of raw material from the nature and the various processes
transforming these raw materials into consumable goods.it deals with the function of converting
these raw materials extracted from nature and to make them fit for human use of consumption.
PHARMACY INDUSTRY
Pharmacy is the art and science of preparing, dispensing, medication and provision of drug related
information of the public. The modern Indian pharmaceutical industry laid its foundation in the
beginning of nineteenth century. In 1901, a small factory known as the “Bengal Chemical and
pharmaceutical works” was established in Calcutta. India took some steps to strengthen its drug and
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pharmaceutical field after Independence. Today, India is in a position to meet 70% of the countries
requirements of drugs and almost all demands for formulation. When a pharmaceutical company
discovers a compound that may have medical potential, the company usually applies for patent.
Patent are valid for 20 years from the compound may be marked only after the approval by the
Federal Food And Drug Administration (FDA).
INDIAN PHARMACEUTICAL INDUSTRY
The pharmaceutical industry in India meet around 70% of the country’s demand for bulk drugs, drug
intermediates, pharmaceutical formulation, chemical tablet capsules, orals and injection. There are
about 250 large units and about 8000 small unit, which it form the core of pharmaceutical industry in
India. These units produce complete range of pharmaceutical formulations, that is, medicines ready
for consumption by patients and about 350 bulk drugs.
COMPANY PROFILE
Sangrose Laboratories Private Limited was incorporated in the year 1987. The company was registered
under as small scale industry with main objective of manufacturing basic drugs. SANGROSE is today a
globally recognized, pharmaceutical ingredients and finished dosage forms. Sangrose is one of the
largest producers of the API Clofzimine in the world and one of the leading manufacturer of soft
Gelatin capsules in India.
Mr . C.K Alexander, the founder and managing director was born and bought up in the tradition of
Kerala. After acquiring his masters degree in science in chemistry he joined a pharmaceutical company
and he started his career as a chemist. His hard work and determination enabled him to achieve the top
management position. After acquiring more than 30 years of experience his attachment to his
motherland brought him back to his own land to contribute towards Kerala’s people and economy. His
vast experience blended with entrepreneurial skill triggered him to start a company like this. He started
production of Clofzimine in the year 1989 with an initial capacity of one annum.
MISSION
“REACHING OUT GLOBALLY TO HELP MANKIND”
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To make it possible for common man to avail of therapeutically effective medicine to prevent and cure
diseases, to ease suffering and to enhance the quality of life. The mission of SANGROSE is to dedicate
itself through the creation of innovative medical products and services.
CORE VALUES
PRODUCT PROFILE
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CHAPTER – 3
REVIEW OF LITERATURE
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COMPETENCY
Gary Holmes & Nick Hooper (2000) claimed that core competency is one of a range of concepts
that deal with the idea of essential skills to support personal development, employability, and
socialization. The research applied the management concept of core competence to post-compulsory
education.
Robert Zaugg & Norbert Thom (2002) established that organizational success can be achieved
only through the establishment of implicit competencies in human resource management,
organizational development and knowledge management. Competencies help to promote a
configurationally model of change and further result in the excellence of a company. If implicit
competencies are successfully developed into success potentials, and in addition to core
competencies, then competitive advantage can be attained. Authors identified that there is a
considerable need for organizational generalist who have a broad knowledge of organizational work.
It therefore seemed reasonable to speak of a need for organizational competency on all levels a
company, for all categories of employees. Implicit competencies do not generate themselves; rather,
they must be constantly developed and converted into competitive advantage.
Maria T. &Afonso C. (2002) analyzed the consequences of processes of formation of product chains
and networks on the development of competencies at the firm level. The study was carried out for
Brazil Plastic industry and results indicated that a very strong relationship exists between the
competencies that are mastered by any given firm and its positioning in the various productive chains
or networks.
Tobias Ley & Albert D. (2003) presented a formalization for employee competencies which was
based on a psychological framework separating the overt behavioral level from the underlying
competency level. On the competency level, employees draw on action potentials which in a given
situation produce performance outcome on the behavioral level. The Skills Management approach
was suggested to ensure that employee competencies are managed in line with the future needs of an
organization. In the process of Skills Management, required individual competencies are defined in
terms of required skills and knowledge, management skills and social and personal skills which were
derived from job requirements and were influenced by the core competencies. As a result, a number
of job profiles, sometimes also called ‘competency models’, are obtained.
Jennifer & et. al. (2006) explored the competencies required for a project manager to be effective in
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the workplace. Delphi technique was used to identify what competencies do experienced project
management professionals believe are necessary for an effective project manager. The authors
organized 117 success factors into nine categories, eight of which included competencies that could
be addressed effectively in an educational and training program. Problem-solving expertise,
leadership skills, context knowledge, communication skills were identified as most important and
required competencies for the project managers.
Seema Sanghi (2006) discovered that human competence is undoubtedly the key and critical element
for the success of an organization and the individual. It calls for a right blend of right person with
right competencies. Corporate core competencies were identified and efforts were made to establish
core competencies throughout the organization. The author has discussed the personal competency
framework which embraces 45 competencies discussed under six broad parameters such as
intellectual, personal, communication, interpersonal, leadership and result-oriented.
COMPETENCY MAPPING
Vaishali DKK and Mohit Kumar (2004) developed competency mapping based training need
assessment for two levels of hierarchy in Indian banks. The study aimed to develop competencies
that are organization specific and link it with vision, mission and climate of organization. The author
developed a scientific competency evaluation tool (psychometric scale) to measure 18 behavioral
competencies. Bank and region wise training needs were derived based on the competency mapping
for Indian bank managers. One of the most systematic and scientific methods of Training Need
Assessment is through competency mapping. Thus, measuring the competency levels of employees
can help in identifying the gaps between the competencies desired and current state of competencies.
Sharika Gupta (2005) described that the process of determining competencies required for a job is
referred to as competency profiling, and the process of comparing job holder’s competencies against
the targeted competencies is called as competency mapping.
Ashok Sankethi (2008) explained that Competency mapping is the process of identifying key
competencies for a particular position in an organization. Once this process is complete, the map
becomes an input for several other HR processes such as job-evaluation; recruitment; training and
development; performance management; and succession planning. For competency mapping to be
productive, the organization has to be clear about its business goals in the short- as well as long-term
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and the capability-building imperatives for achieving these business goals. The process starts from as
macro an endeavor as understanding the vision and mission of the organization and how that
translates into specific, time-bound business goals.
Lucian Cernusca & ET. al. (2008) presented a paper explaining the concept of competency and
how competency is linked to performance and one’s career development. The authors also looked
into some models of competency mapping and appraisal tools for performance management. A
business might possess extremely capable human resources, but they might not work on positions
that suit them. This is where competency mapping and appraisal tools come to help the HR experts
choose who should work on those positions.
ORGANISATION EFFECTIVENESS
Likert, Rensis (1967) has identified three variables i.e. casual variable, intervening variable and the
output to determine organization effectiveness. Casual variables are the variables which influence the
course of development within an organization. They include management strategies, structure, styles,
skills, policies, procedures, etc. They are independent variable within the control of the organization
and its management. Intervening variables represent the internal state of the organization and
includes aspects such as commitment to objectives, morale, motivation, communication, group
cohesiveness. Output reflects the results, accomplishments of the organization.
Kirchhoff (1977) suggested that there is a need for more complex measures of organization
effectiveness as there is increasing pressure of organisations to satisfy multiple stakeholder groups.
As per author, overly simplistic single variable models are inadequate expressions of the real world,
multi-goal existence of organisations.
Connolly, T. & et. al. (1980) has shown a simple two-by-two dimensions to monitor organization
effectiveness wherein one dimension is efficiency and effectiveness, and the other quantitative and
qualitative. Measuring qualitative effectiveness of the organization is very difficult as it includes
employee satisfaction, commitment, and organization citizenship behavior. These factors are to be
taken on a long-term basis, and appropriate corporate culture is to be developed for sustainable
effectiveness.
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Jackson, Morgan and Paolillo (1986) defined that effectiveness is commonly referred to as the
degree to which the predetermined goals are achieved. The extent to which the organization achieves
its goals with limited resources successfully determines the effectiveness of organization.
Kondalkar established that when individual and organizational goals are integrated, an organization
automatically achieves a higher degree of effectiveness. When organizational and individual goals
are perfectly integrated, there will be higher degree of effectiveness because the individual will put in
his best and cooperate to the maximum for accomplishment of organizational objectives.
Azmawani, (2013) conducted a study to investigate whether efforts invested by Malaysian
manufacturers in employee training and knowledge transfer affect organizational effectiveness.
Authors found that enhancing competencies of employees helps in improving organizational
effectiveness. In order to enhance organizational effectiveness, environment should be created that
will encourage employee to increase their commitment.
The Concept and Related Issues
The concept of organizational effectiveness (sometimes called organizational "success" or
organizational "worth") is ordinarily used to refer to goal-attainment — to "how well" an organization
is doing, or to its relative "overall success" and to the adequacy with which it operates given certain
facilities and resources. Traditionally, in the study of industrial organizations, effectiveness has been
viewed and operationalized mainly in terms of productivity. In this connection, Thorndike has noted a
general tendency on the part of personnel and industrial psychologists to accept as "ultimate criteria"
of organizational success the following: organizational productivity, net profit, the extent to which the
organization accomplishes its various missions, and the success of the organization in maintaining or
expanding itself. Other variables which have been used in various contexts as criteria of effectiveness
include "morale," commitment to the organization, personnel turnover and absenteeism, and member
satisfactions.
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It is our assumption that all organizations attempt to achieve certain objectives and to develop group
products through the proper manipulation of given animate and inanimate facilities. Accordingly,
definitions of organizational effectiveness must take into consideration these two aspects: the
objectives of organizations and the means through which they sustain themselves and attain their
objectives, particularly those means which usually become functionally autonomous (i.e., such means
as those which come to assume the character of and function as organizational goals).
In short, the study of organizational effectiveness must contend with the question of organizational
means and ends. Assuming that the organizational system maintains itself, the most general and most
important common objectives of organizations are:
(a) High output in the sense of achieving the end results for which the organization is designed,
whether quantitatively or qualitatively;
(b) Ability to absorb and assimilate relevant endogenous and exogenous changes, or the ability of the
organization to keep up with the times without jeopardizing its integrity.
(c) The preservation of organizational means and resources, of human and material facilities. We
believe that it should be both feasible and fruitful to study organizational effectiveness by gearing our
criterion variables to these general aspects of organization.
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* Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency
includes analytical thinking. The ability to establish cause and effect 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.
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
behaviours 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.
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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 behaviours.
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.
3.6 Competency Mapping Techniques
3.6.1 Behavioral event interview
A behavioral interview is a structured interview that is used to collect information about past
behavior. Because past performance is a predictor of future behavior, a behavioral interview attempts
to uncover your past performance by asking open-ended questions. Each question helps the
interviewer learn about your past performance in a key skill area that is critical to success in the
position for which you are interviewing. The interview will be conducted face-to-face whenever
possible.
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3. A set of Constructs. These are the basic terms that the client uses to make sense of the elements,
and are always expressed as a contrast. Thus the meaning of 'Good' depends on whether you intend to
say 'Good versus Poor', as if you were construing a theatrical performance, or 'Good versus Evil', as if
you were construing the moral or ontological status of some more fundamental experience.
4. A set of ratings of Elements on Constructs. Each element is positioned between the two extremes of
the construct using a 5- or 7-point rating scale system; this is done repeatedly for all the constructs
that apply; and thus its meaning to the client is captured, and statistical analysis varying from simple
counting, to more complex multivariate analysis of meaning, is made possible.
3.6.4.1 Advantages
● Flexible method that can be used to improve multi-user systems.
● Data is collected from the respondent's perspective and in his or her own words.
● Does not force the respondents into any given framework.
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● Identifies even rare events that might be missed by other methods which only focus on common
and everyday events.
● Useful when problems occur but the cause and severity are not known.
● Inexpensive and provides rich information.
● Emphasizes the features that will make a system particularly vulnerable and can bring major
benefits (e.g. safety).
● Can be applied using questionnaires or interviews.
3.6.4.2 Disadvantages
● A first problem comes from the type of the reported incidents. The critical incident technique will
rely on events being remembered by users and will also require the accurate and truthful reporting
of them. Since critical incidents often rely on memory, incidents may be imprecise or may even go
unreported.
● The method has a built-in bias towards incidents that happened recently, since these are easier to
recall.
● It will emphasize only rare events; more common events will be missed.
● Respondents may not be accustomed to or willing to take the time to tell (or write) a complete story
when describing a critical incident.
Key Features
● Selection methods cover the entire spectrum of job-relevant abilities, including reasoning and
social skills, and are offered in a variety of formats:
● Multiple-choice tests, either computer-based or paper and pencil
● Structured interviews
● Biodata questionnaires
● Job-knowledge tests
● Social skills inventories
● Executive assessment centers
● Language-learning ability tests
● Physical performance tests
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Nationwide network of test administrators can effectively and efficiently administer tests of OPM
design.
3.8 Assessment Centre Exercises
An Assessment Centre can be defined as "a variety of testing techniques designed to allow candidates
to demonstrate, under standardized conditions, the skills and abilities that are most essential for
success in a given job" (Coleman, 1987). The term "assessment centre" is really a catch-all term that
can consist of some or all of a variety of exercises. Assessment centres usually have some sort of in-
basket exercise which contains contents similar to those which are found in the in-basket for the
jobwhich is being tested. Other possibilities include oral exercises, counselling simulations, problem
analysis exercises, interview simulations, role play exercises, written report/analysis exercises, and
leaderless group exercises (Coleman, 1987; Filer, 1979; Joiner, 1984). Assessment centres allow
candidates to demonstrate more of their skills through a number of job relevant situations (Joiner,
1984).
Benefits
● Individuals get a broader perspective of how they are perceived by others than previously possible.
● Increased awareness of and relevance of competencies.
● Increased awareness by senior management that they too have development needs.
● More reliable feedback to senior managers about their performance.
● Gaining acceptance of the principle of multiple stakeholders as a measure of performance.
● Encouraging more open feedback — new insights.
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CHAPTER 4
DATA ANALYSIS AND INTERPERTATION
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From the table it is found that 7.1 percent respondents belong to age group below 20 years, 61.4 percent
respondents belong to the age group between 20-30 years, followed by 21.4 percent respondents belong
to the age group between 31-40 years, and the rest of the 10 percent of the respondents are of the
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category above 40 year. Majority of the respondents belong to the age category 20-30 years shown
below,
AGE OF RESPONDENTS
10% 7%
Below 20 years
21%
20-30 years
31-40 years
The respondents were classified on the basis of gender the details are given in table 4.2.
4.2 Table showing the gender wise classification of the respondents
1. Male 39 55.7
2. Female 31 44.3
Total 70 100.0
From this table, it is found that, 55.7% of the respondents are males and the rest 44.3% of the respondents
are females. Majority of the employees are males. The details are shown in the figure 4.2.
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Males
44% Females
56%
The respondents were classified on the basis on their years of experience i.e. below 5 years. 5-10
years and above 10 years. .The details are shown in table 4.5.
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Total 70 100.0
From the table it is found that 71.4% belong to the category below 5 years, 24.3% belong to the category
5-10 years, 4.3% above 10 years. The details are shown in the figure 4.5.
4% 0%
24%
Below 5 yrs.
5-10 yrs.
Above 10 yrs.
72%
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.
.
Test Value =3
Sample size is 70, mean is 3.8438, standard deviation is 0.61302, standard error mean is 0.07327, test
value is 3, z value is 11.516, degree of freedom is 69, p value is 0.000. From the test it is found that
employee perception is exhibited (p=0.000, p>0.005).
One-Sample
z test
Test Value=3
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Sample size is 70, mean is 3.9249, standard deviation is 0.74953, standard error mean is 0.08959, test
value is 3, z value is 10.324, degree of freedom is 69, p value is 0.000. From the test it is found that
organizational effectiveness is exhibited ( p=0.000,p>0.005).
4.6 Table showing relationship between competency mapping and organizational effectiveness
Competency
Mapping
Organizational Effectiveness
N 70
**. Correlation is significant at the 0.01 level (2-tailed).
Pearson correlation coefficient is 0.915. The relationship between competency mapping and
organizational effectiveness is highly positive correlation. The relationship is significant.
Since p value is < 0.05.
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CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSION AND
SUGGESTIONS
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5.1 FINDINGS
● Employees perceived competency mapping as good.
● There exist an organizational effectiveness in the company.
● Competency mapping is positively related to organizational effectiveness
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5.2 SUGGESTIONS
● The organisation should define their organisation’s expectations clearly through the deployment
and competencies in the selection process.
● The organization should determine the role and the job fit using the competencies.
● The organization should create the awareness and importance of anticipating the competencies
required for the future.
● The organization should convey the importance of investing time in forecasting the future
competencies to the senior management.
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5.3 CONCLUSIONS
Competency mapping is one of the best way of developing skills among employees It is also helpful in
identifying the job and behavioural competencies of an individual in an organization. Organizations
need to understand that competency mapping is not a onetime consideration, it is not a reward, rather it
is an essential tool for employee’s skill development hence it should be an ongoing exercise in the
organizations. With context of banking sector we required job-fit personalities and behavioural
competencies among the employees to deal with client hence competency mapping is important in this
industry. All the stakeholders must see competency mapping exercise as an opportunity for long-term
growth.
Competencies are inner tools for motivating employees, directing systems and processes and guiding
business towards common goals that allow the organizations to increase their value. Competencies
provide a common language and method that can integrate all major HR functions and services like
Recruitment, Training, Performance management, Remuneration, Performance Appraisal, Career &
succession planning and Integrated Human Resource Management system.
Organizational effectiveness is a social construction; it is judged differently by different stakeholders at
different times, and it is changeable. It is constantly changing with time. Hence, assessing OE is
something that must be sought and evaluated by organizations over and over. Organizations that
continually seek to improve practices related to management and programs consistent with their values,
mission and stakeholders' changing expectations have a greater chance of being effective. There is no
“single best” way to gauge organizational effectiveness. Some models fit some organizations better than
others. Models to measure organizational effectiveness should be used according to the type of non-
profit being assessed. Multidimensional to measure OE are more complete than one-dimensional
models. We must recall that an organization is not just it managerial practices nor is it just defined by its
programs. A non-profit organization is defined by both. Hence, its effectiveness should be assessed in
terms of management and their programs.
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