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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.

1.1. STATEMENT OF THE PROBLEM

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It appears necessary to investigate if competency mapping is being done by the organization.


Accurate job competencies need to be communicated to all the employees in the organizations.
Organization need to map these competencies and check its influence on the organization.

1.2. SIGNIFICANCE OF STUDY


There are many factors, which lead to the success of an organization. Hence the present study was
mainly focused on the competency mapping done by the organization and its influence. The study
focused on the overall performance of the company and the employees how efficient and effective
they might be. This will be helpful for the management to identify the strengths, weakness,
opportunities and threats of the company and contributions of the findings to various stakeholders.

1.4 OBJECTIVES OF THE STUDY

● To analyse the relationship between competency mapping and organizational effectiveness in


Hedge Equities Ltd.
● To analyse employee perception about competency mapping in Hedge Equities Ltd.
● To assess organizational effectiveness in Hedge Equities Ltd.
● To provide necessary suggestions on the basis of findings of the study.

1.5. HYPOTHESIS OF THE STUDY


H0: There is no significant relationship between competency mapping and organizational effectiveness.

1.6. METHODOLOGICAL DESIGN OF THE STUDY


Research methodology is a way to systematically solve the research problem. It may be understood
as a science of studying how research is done scientifically. Research is the process of systematic
and in-depth study for any particular topic, subject or area of investigation, backed by collection,
compilation, presentation and interpretation of relevant details or data. This study includes the
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 only consist of the research methods

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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.

1.6.2 DATA SOURCES

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.

1.6.3 DATA PRESENTATION


Pictorial representations such as graphs, pie charts, tables, figures and the like are used to represent
the information accurately, attractively and diagrammatically. Graphics and figures have been used
to supplement the statistical treatment of data to draw a more meaningful in inference form them.

1.7. SAMPLING DESIGN


Simple random sampling is used to collect data from the employees. In statistics, a simple random
sample is a subset of individuals (sample) chosen from a larger (population). Each individual is
chosen randomly and entirely by chance, such that each individual has the same probability of being
chosen at any stage during the sampling process.

1.7.1 SAMPLING METHOD PROCEDURE


In this project, Random Sampling Method has been used. It refers to that method of sample
collection which gives each possible sample combination an equal probability of being picked up
or selected. After careful observation 70 appraisers were selected on a random basis to give equal
chance to the respondents.

1.7.2 POPULATION
Total number of employees at Sangrose Laboratories is 90.

1.7.3 SAMPLE SIZE


The sample size is 70 which included Manager as well as employees.

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1.7.4 POPULATION CHARACTERISTICS


The population characteristics help to assess the relationship between competency mapping and
organizational effectiveness with respect to demographics. This study includes the characteristics
such as department, designation, age, gender, years of experience .

1.7.5 DATA COLLECTION METHODS


A well-defined questionnaire with 39 questions using the 5 point likert scale was used effectively to
gather information from the employees. The questions were arranged in proper order, in accordance
and relevance.

1.10 TOOLS FOR ANALYSIS


Z-test, Correlation are used to test the hypothesis and draw inferences.
The instruments developed consist of 39 questions which is expressed in five point Likert scale
(Values 5- Strongly Agree, 4- Agree, 3- Neither Agree nor Disagree, 2– Disagree, 1– Strongly
Agree).

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.

Sample sizes should be equal if at all possible.

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.

1.8 REFERENCE PERIOD


The data for the study covers a period of 8 weeks commencing from 8th January 2018 to 3rd March
2018.

1.9 LIMITATIONS OF THE STUDY


• The study was mainly based on primary data using questionnaire. Therefore data collected was
limited.
• Because of the busy schedule of various heads full information can’t be gathered
• The reluctance on the part of the employees in disclosing confidential information
• The top management were reluctant to disclose matters related to the internal affairs of the
organization.

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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.

GLOBAL PHARMACEUTICAL INDUSTRY


According to analysis, in 2009 global pharmaceutical sales increased only 2.5% than in October
2008 when the growth rate was 4.5% to 5.5%. In 2003 the pharmaceutical market is expected to
increase by 13% to 16%. The seven emerging pharmaceutical markets that is , China, Brazil, South
Korea, Turkey, and Russia etc. will contribute half of global pharmaceutical market growth in 2013.

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.

VISION AND VALUE


 DEDICATION
SANGROSE LABORATORIES PVT LTD proudly pronounce our personal commitment to
provide cost effective products of desired quality which are uniform, pure and therapeutically
effective specially for the underserved and marginalized communities.

 ENVIRONMENT FOR INDIVIDUALS


Self esteem and dignity of an individual is upheld at Sangrose. It also provides an open cultured
environment for expression of views.
 INNOVATION
The company creates an environment suitable for individual to bring out their skills to innovate
which in turn help them to excel and develop a will to experiment.

CORE VALUES

C - CARE FOR CUSTOMERS


R - RESPECT FOR ASSOCIATES
E - EXCELLENT TEAM WORK
A - ALWAYS LEARNING
T - TRUST MUTUALLY
E - ETHICAL PRACTISES.

CONCERN FOR ENVIRONMENT


SANGROSE does not forget its social commitment. A significant part of its total outlay is for
environment protection. This commitment goes beyond statutory requirements for an important
reason a continuous monitoring system has been set up to ensure that no harm is done to the
environment. Environment performance measured across a number of parameters, some of them
being are;
 Energy usage
 Green house gas emissions
 Effluent treatment plant
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 Rain water harvesting

PRODUCT PROFILE

 SOFT GELATIN CAPSULES


The fully air conditioned SG capsules unit is having a production capacity of 17280000 capsules per
annum. Utmost care is taken in each stage of production in order to ensure the total quality of the
capsules. SANGROSE LABORATORIES is manufacturing a vast variety of formulations in soft
gelatin like multivitamins and mineral capsules, Iron folic acid capsules, calcium with Vitamin D3
capsules and Enteric coated capsules.
 TABLET SECTION
The fully air conditioned GMP approved tablet section is having a production capacity of 10 crore per
annum. Sangrose is constantly supplying tablets and soft gel capsules to the departments of Health
Services, Kerala Government. Apart from this sangrose is having presence in local markets also.
 SEMI SOLID SECTION
The fully air conditioned cream or ointment section is having a production capacity of 30000kg per
annum. The major semi solid formulation manufactured in the firm is Antifungal and Anti bacterial
creams and oinments.
 LIQUID ORAL SECTION
A fully equipped section is having a production capacity of 1.5 lakhs per annum. Some of the products
include Analgesic and Antipyretic Syrup, cough syrup, anti cold syrup and multivitamin syrup and
drops.
 HARD CAPSULES SECTION
The hard gelatin capsule section is having a production of 1.5 crore per annum. Some of the
formulations undertaken include the following:
ASPIRIN AND ISOSORBIDE SR HG CAPSULES
RIFAMPICIN HG CAPSULES
ALPHALIPOIC ACID WITH MULTIVITAMION HG CAPSULES
AZITHROMYCIN AND AMBROXOL HG CAPSULES

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SOURCES OF THE PRODUCT


 Acetic acid
 Methanol
 Carbon tetrachloride
 Isopropanol
 Sorbitol
 Glycerine
 Methylsalicylate

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CHAPTER – 3
REVIEW OF LITERATURE

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3.1 REVIEW OF LITERATURE

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.

Ramakrishnan (2006) discovered that competency mapping is identified an individual’s strengths


and weaknesses in order to them better understand themselves and to show them where career
development efforts need to be directed. It is used to identify key attributes required to perform
effectively in a job classification.

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.

General Criteria of Organizational Effectiveness


A distinguishing characteristic of nearly all variables which have been used as criteria of
effectiveness is that, whether directly or indirectly, they tie in with organizational objectives. This
relationship, however, is only a necessary condition. As we have indicated, not all criteria which may
fulfil this requirement are appropriate. Many cannot be applied across organizations (e.g. some
organizations have no problems of turnover and absenteeism or may even be overstaffed), and many
do not logically conform to any generally accepted conception of organizations.

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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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3.2 Origin of Management including Competency Mapping:


Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration,
written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt.
Constitutions of all the major countries have origin in this book. It could be Indian Constitution, Irish,
Canadian, USA, Australian, etc. and even British unwritten constitutions have roots imbibed in this
book. It is the towering book in which you find the basics and applications of Management Sciences,
Chemistry, Physics, Military and War techniques, Basic Engineering and Technologies, Ethics, Legal
and Judiciary and Fiduciary system, Values, Psychology, and Anthropology, Organization Behavior,
Human Resource Management. In fact major basics of all Marketing Management, Human Resource
Management, basics of Management Models, are been directly lifted with some modification from
this book. Great efforts of Chanakya by all means; and one of the greatest contributions to the world.

Competence is a standardized requirement for an individual to properly perform a specific job. It


encompasses a combination of knowledge, skills and behaviour utilized to improve performance.
More generally, competence is the state or quality of being adequately or well qualified, having the
ability to perform a specific role.
For instance, management competency includes the traits of systems thinking and emotional
intelligence, and skills in influence and negotiation. A person possesses a competence as long as the
skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person
to perform effective action within a certain workplace environment. Therefore, one might not lose
knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well
changes.

The competencies have five characteristics, namely:


* Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct
and select behavior towards certain actions. Example achievement motivation people consistently set
challenging goals for themselves, take responsibility for accomplishing them and use the feedback to
do better
* Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical
traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to
situations.
* Self Concept: A person's attitude value or self-image. A person's values are reactive or respondent
motives that predict what a person would do in the short run. Example: A person who values being a
leader would be more likely to exhibit leadership behavior.
* Knowledge (Information a person has in a specific work area) Example: An accountant's
knowledge of various accounting procedures.
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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.

3.3 Types of competencies


1. Organizational competencies — unique factors that make an organization competitive
2. Job/Role competencies—things an individual must demonstrate to be effective in a job, role,
function, task, or duty, an organizational level, or in the entire organization.
3. Personal competencies—aspects of an individual that imply a level of skill, achievement, or output
4. Managerial Competencies - which are considered essential for staff with managerial or supervisory
responsibility in any service or program area, including directors and senior posts.
Some managerial competencies could be more relevant for specific occupations, however they are
applied horizontally across the Organization, i.e. analysis and decision-making, team leadership,
change management, etc.
5. Generic Competencies- which are considered essential for all staff, regardless of their function or
level, i.e. communication, program execution, processing tools, linguistic, etc.
6. Technical competencies- Specific competencies which are considered essential to perform any job
in the Organization within a defined technical or functional area of work, i.e. environmental
management, industrial process sectors, investment management, finance and administration, human
resource management, etc.
3.4 Levels of Competency
1. Practical competency - An employee's demonstrated ability to perform a set of tasks.
2. Foundational competence - An employee's demonstrated understanding of what and why he / she
is doing.
3. Reflexive competence (An employee's ability to integrate actions with the understanding of the
action so that he / she learn from those actions and adapts to the changes as and when they are
required.
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4. Applied competence - An employee's demonstrated ability to perform a set of tasks with


understanding and reflexivity.

3.5 Application levels of a competency


● ADVANCED
● Demonstrates high level of understanding of the particular competency to perform fully and
independently related tasks.
● Frequently demonstrates application that indicates profound level of expertise. Can perform adviser
or trainer roles. Work activities are carried out consistently with high quality standards.
● PROFICIENT
● Demonstrates a sound level of understanding of the particular competency to adequately perform
related tasks, practically without guidance. Work activities are performed effectively within quality
standards.
● KNOWLEDGEABLE
● Demonstrates a sufficient understanding of the particular competency to be used in the work place,
but requires guidance Tasks or work activities are generally carried out under direction.
● COMPETENCY MAPPING
● Competency mapping is a process through which one assesses and determines one's strengths as an
individual worker and in some cases, as part of an organization. It generally examines two areas:
emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like
team structure, leadership, and decision-making. Large organizations frequently employ some form
of competency mapping to understand how to most effectively employ the competencies of
strengths of workers. They may also use competency mapping to analyse the combination of
strengths in different workers to produce the most effective teams and the highest quality work.

The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire
(PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews
using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key
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.

3.6.2 Using the STAR Technique


In a behavioral interview, the interviewer will ask questions about your past experiences. A useful
way to prepare for this style of questioning is to use the STAR technique. The STAR technique is a
way to frame the answers to each question in an organized manner that will give the interviewer the
most information about your past experience

3.6.3 Repertory grid


The repertory grid is a technique for identifying the ways that a person construes his or her
experience. It provides information from which inferences about personality can be made, but it is not
a personality test in the conventional sense.

A grid consists of four parts.


1. A Topic: it is about some part of the person's experience
2. A set of Elements, which are examples or instances of the Topic. Any well-defined set of words,
phrases, or even brief behavioral vignettes can be used as elements. For example, to see how I
construe the purchase of a car, a list of vehicles within my price range could make an excellent set of
elements

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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 Critical incident technique


The CIT is a method for getting a subjective report while minimising interference from stereotypical
reactions or received opinions. The user is asked to focus on one or more critical incidents which they
experienced personally in the field of activity being analysed. A critical incident is defined as one
which had an important effect on the final outcome. Critical incidents can only be recognised
retrospectively.
CIT analysis uses a method known as Content Analysis in order to summarise the experiences of
many users or many experiences of the same user.
The Critical Incident Technique (or CIT) is a set of procedures used for collecting direct
observations of human behavior that have critical significance and meet methodically defined criteria.
These observations are then kept track of as incidents, which are then used to solve practical problems
and develop broad psychological principles. A critical incident can be described as one that makes a
significant contribution - either positively or negatively - to an activity or phenomenon. Critical
incidents can be gathered in various ways, but typically respondents are asked to tell a story about an
experience they have had.
CIT is a flexible method that usually relies on five major areas. The first is determining and reviewing
the incident, then fact-finding, which involves collecting the details of the incident from the
participants. When all of the facts are collected, the next step is to identify the issues. Afterwards a
decision can be made on how to resolve the issues based on various possible solutions. The final and
most important aspect is the evaluation, which will determine if the solution that was selected will
solve the root cause of the situation and will cause no further problems.

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.

3.7 COMPETENCY ASSESSMENT


Competency assessment involves the measurement of an individual's competencies. Measures include
cognitive ability tests, bio data instruments, structured interviews, job knowledge tests, diagnostic and
promotion tests, and measures of customer service, and social skills. With the advent of increased
agency responsibility for staffing decisions, valid personnel selection assessments are more critical
than ever. The Office of Personnel Management's research and development staff are experts in
producing selection methods that can be tailored to specific agency needs.

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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● Professional examinations for managers and executives


● Complete documentation of development process and validity analysis

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).

3.9 360 DEGREE FEEDBACK


In human resources or industrial/organizational psychology, 360-degree feedback, also known as
'multi-rater feedback', 'multisource feedback', or 'multisource assessment', is employee development
feedback that comes from all around the employee. "360" refers to the 360 degrees in a circle. The
feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well
as self-assessment, and in some cases external sources such as customers and suppliers or other
interested stakeholders. It may be contrasted with upward feedback, where managers are given
feedback by their direct reports, or a traditional performance appraisal, where the employees are most
often reviewed only by their manager.
The results from 360-degree feedback are often used by the person receiving the feedback to plan
their training and development. The results are also used by some organizations for making
promotional or pay decisions, which is sometimes called "360-degree review."

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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● Reinforcing the desired competencies of the business.


● Provided a clearer picture to senior management of individual's real worth (although there tended
to be some 'halo' effect syndromes).
● Clarified to employees critical performance aspects.
● Opens up feedback and gives people a more rounded view of performance than they had
previously.
● Identifying key development areas for the individual, a department and the organization as a whole.
● Identifying strengths that can be used to the best advantage of the business.
● A rounded view of the individual's/ team's/ organization's performance and what the strengths and
weaknesses are.
● Raised the self-awareness of people managers of how they personally impact upon others —
positively and negatively.
● Supporting a climate of continuous improvement.
● Starting to improve the climate/ morale, as measured through the survey.
● Focused agenda for development. Forced line managers to discuss development issues.
● Perception of feedback as more valid and objective, leading to acceptance of results and actions
required.
● Gaps are identified in one's self-perception versus the perception of the manager, peer or direct
reports.

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CHAPTER 4
DATA ANALYSIS AND INTERPERTATION

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4.1 DATA ANALYSIS AND INTERPRETATION


Marshal and Rossman describe data analysis as the process of bringing order, structure and meaning to
the mass of collected data. It is described as Messy, ambiguous and time consuming, but also creative
and fascinating process .Broadly speaking – while it does not proceed in linear fashion – it is the
activity of making sense of, interpreting and theorizing data that signifies a search of general statements
among categories of data. Therefore one could infer that data analysis requires some sort or form of
logic applied to research.
This chapter consists of analysis and interpretation of collected data .The objectives of study where to
analysis the relationship between competency mapping and organisational effectiveness in Hedge
equities, second to analysis the employee perception about competency mapping in Hedge Equities,
third to assess organisational effectiveness in Hedge Equities .Questionnaire was used as a method for
data collection.
Information of this chapter is divided into two sections i.e., that is demographic profile and
relationship between competency mapping and organisational effectiveness.
A .DEMOGRAPHIC PROFILE
The demographic profile was measured using five variables.
Age of respondents, gender of the respondents, departments, designation of the respondents, years of
experience of the respondents.
a) Age of the respondents
The respondents were classified into four age groups i.e. , below 20 years, 20-30 years, 31-40 years,
above 40 years.

4.1 TABLE SHOWING AGE OF THE RESPONDENTS

Sl.No Age of Respondents Number of Percentage


Respondents
1. Below 20yrs 5 7.1
2. 20-30yrs 43 61.4
3. 31-40yrs 15 21.4
4. Above 40 years 7 10
Total 70 100

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

62% Above 40 years

4.1 GRAPH SHOWING AGE WISE CLASSIFICATION OF THE RESPONDENTS

b) Gender of the respondents.

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

SL.No GENDER OF THE No. OF PERCENTAGE


RESPONDENTS 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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GENDER OF THE RESPONDENTS

Males

44% Females
56%

4.2 GRAPH SHOWING GENDER WISE CLASSIFICATION OF THE RESPONDENTS

c) Years of Experience of respondents.

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.

4.3 Table showing years of experience of the respondents.

SL.No YEARS OF EXPERIENCE No. OF RESPONDENTS PERCENTAGE

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1. Below 5 years. 50 71.4

2. 5-10 years. 17 24.3

3. Above 10 years. 3 4.3

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.

YEARS OF EXPERIENCE OF THE RESPONDENTS

4% 0%

24%
Below 5 yrs.
5-10 yrs.
Above 10 yrs.

72%

4.3GRAPH SHOWING YEARS OF EXPERIENCE OF THE RESPONDENTS

B. RELATIONSHIP BETWEEN COMPETENCY MAPPING AND ORGANIZATIONAL


EFFECTIVENESS
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.
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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.
.

Table 4.4 Employee Perception about competency mapping


One sample z test

Test Value =3

N Mean Std. Std. Z df Sig (2-


Deviation Error tailed)
Mean

Competency 70 3.8438 .61302 .07327 11.516 69 .000


mapping

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).

Table 4.5 Organizational Effectiveness

One-Sample
z test
Test Value=3

N Mean Std. Std. Error z Df Sig(2-


Deviati Mean tailed)
on

Organization 70 3.924 .74953 .08959 10.324 69 0.000


al 9
effectiveness

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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).

H0: There is no significant relationship between competency mapping and organizational


effectiveness.

4.6 Table showing relationship between competency mapping and organizational effectiveness

Competency
Mapping
Organizational Effectiveness

Pearson Correlation .915**


Sig. (2-tailed) .000

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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