INTRODUCTION

In the modern world, we as business managers are required to improve the efficiency and effectiveness of our business operation. As there are several factors that affect efficiency and effectiveness of operations, the improvement is required to be carried out in every factors. To improve that between different elements of business is an important approach to improve effectiveness and efficiency of operations. The basic elements of business are External Elements: 1. Market 2. Public infrastructure, support facilities and services. Internal Strategic Elements: 1. Technology 2. Plant and Machinery Internal Operational Elements: 1. Management System 2. Materials 3. Technical Support 4. Managerial Manpower These elements should be in synch with other for effective operations. Mismatch between any of the two elements give rise to wastages of time, money and efforts, leading to loss of effectiveness and efficiency. Manpower, technical and managerial, is the most important resource of any organization. This most important resource is also the most difficult to manage. Every person has different qualities, attitudes, motives, personality, traits, skills, knowledge etc. which has effect on their performance of the people in the organization, are required to identify the right person for every job. The matching between jobs and people is an important avenue for organizational improvement efforts. 1

HR professionals are entrusted with the responsibility for selection, training and development, administration deployment support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their suitability for different functional tasks, and development of their possible potentials to be effective and excel in the assigned tasks. Currently most of the organizations are using personal interview , written tests and group discussion for the purposes of assessment. However these methods have been found to have severe limitations. Over last century many different approaches have been employed for the purpose of assessment. These approaches were mostly based in personality test/ psychometric tests. These have improved assessment of candidates but still the reliability of the test results is not adequate to forecast effectiveness if the selected candidate for the job. Research conducted by industrial and organizational psychologists have found that effectiveness if a person to carry out a job depends not only single or isolated factors but in set of many different factors. Such set of factors that help the processor to be effective in a particular job is termed as competency for that particular job. HR function entrusted with the responsibility to find tight person for every job and development of the employed person to do the assigned job effectively, have found competency mapping and assessment as a very effective tool.

INDUSTRY PROFILE History of the Automobile industry in India

The beginnings of automotive industry in India can be traced during 1940s. After the nation became independent in the year 1947, the Indian Government and the private sector launched their efforts to establish an automotive component manufacturing industry to meet the needs of the automobile industry. The growth of this segment was however not so encouraging in the initial stage and through the 1950s and 1960s on account of nationalization combined with the license raj that was hampering the private sector in the country. However, the period that followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial vehicles. Even till those days, cars were something of a sort of a major luxury. Eventually, the country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period that followed, several foreign based companies started joint ventures with Indian companies. During 1980s, several Japanese manufacturers started joint-ventures for manufacturing motorcycles and light commercial-vehicles. During this time, that the Indian government selected Suzuki for a joint-venture to produce small cars. Following the economic liberalization in 1991 and the weakening of the license raj, several Indian and multi-national car companies launched their operations on the soil. After this, automotive component and automobile manufacturing growth remarkably speeded up to meet the demands of domestic and export needs. Experts have an opinion that during the early stages the policies and the treatment by the Indian government were not favorable to the development of the automobile industry. However, the liberalization policy and various tax reliefs announced by the Indian government over the recent past have pronounced a significantly encouraging impact on this industry segment. Estimates reveal that owing to several boosting factors, Indian automobile industry has been 3

growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo, General Motors and Ford have started looking at India as a prospective hot destination to establish and expand their operations.

Automobile industry in Chennai The automobile industry in Chennai is the base of 30% of India's automobile industry and 35% of its automobile component industry. Chennai is the fourth largest metropolitan city of the country. It is popularly known as the "Detroit of Asia" in recognition of the large number of automotive and auto component companies present. A Heavy Vehicles Factory is also established in Avadi (23km Northwest of Chennai) in collaboration with Russia to produce military related vehicles. Avadi also boasts of Combat Vehicle Research & Development Establishment (CVRDE), a new engine testing facility.

COMPANY PROFILE
TVS group is one of Indias largest industrial conglomerates. TV sundram Iyengar and sons Limited, established in 1911.it is the parent and holding company of the TVS group. The largest automobile distribution company in India is TVS. During the year 2004 _ 05, the company attained a turnover of Rs.2900 crores and has employee strength of 3000. It operates through its three divisions namely _ TVS, Sundram Motors and Madras auto service. it has attained a turnover exceeding US $ 1 billion. TVS & SONS is the diversified group in the automobile field. The company is also the largest distributors of automobile spare parts in the country, handling more than 80 suppliers and 35,000-part number. While the core business includes auto components manufacturing and distribution, logistics. The company known for its automobile distribution in more than seven states like US , Europe. As one of India's largest industrial entities, it epitomizes Trust, Value and Service. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2.2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. Products / Services being the trading and distribution arm of the group, the business

activities of TVS & Sons include Dealerships for Automobile vehicles, Distribution of spares for after-market, Sales & Service support for Garage Equipment, Sales & Service of Products for Special applications like Construction & Material handling and providing Customer Centric Services for Car customers under the brand 'My TVS'. The Logistics Services of the company has since been hived off as a subsidiary company called 'TVS Logistics Services Limited'.

The global business operations of the company includes managing joint-ventures / alliances in Srilanka, Thailand, UK & Europe for automobile distribution / dealership business, Sourcing and Supply chain related activities. TVS & Sons distributes Commercial Vehicles, Utility & Sports Utility vehicles, Passenger Cars representing various leading automobile vehicle manufacturers such as Ashok Leyland, Daimler Chrysler, Fiat, General Motors, Honda and Mahindra & Mahindra. The company has more than 100 outlets and sells over 30,000 vehicles and services more than 3,00,000 vehicles per annum being the leading automobile distribution company in India.

T V Sundram Iyengar & Sons Limited An Overview T V Sundram Iyengar & Sons Ltd., commonly known as TVS & Sons Ltd., was established in 1911. It is the holding company of TVS Group and is a diversified Group in the automobile field. It operates through three divisions TVS, Sundram Motors and Madras Auto Service. While the core businesses include automobile manufacturing, auto components manufacturing & distribution, logistics etc., the company is known for its presence in automobile distribution in more than seven states. The company has attained a turnover of USD 1 billion (over INR 4,000 crore) and has employee strength of 5000. Automobile Dealership TVS & Sons distributes Commercial Vehicles, Utility & Sports Utility vehicles, Passenger Cars representing various leading automobile vehicle manufacturers such as Ashok Leyland, Daimler Chrysler, General Motors, Honda and Mahindra & Mahindra. The company has more than 100 outlets and sells over 30,000 vehicles and services more than 3, 00,000 vehicles per annum being the leading automobile distribution company in India. Parts Distribution The Company is the largest distributors of automobile spare parts in the country, handling more than 80 suppliers and 35,000 part numbers of franchised parts, agency lines TVS 6

branded parts and so on. It has operations in Tamilnadu, Kerala, MP & UP and reaches over 3000 retail outlets spread all over these territories. It has modern warehouse supported with state of the art IT infrastructure. Tools & Garage Equipments division The company also undertakes Sales & Service of Garage Equipments and specializes in installing, commissioning and providing complete after-sales-service support for critical imported state-of the- art automobile service equipment. All these are imported from various counties from suppliers who are reputed brands abroad. Special Products division The company has also diversified into Marketing (Sales & Service) products for special application such as Construction & Material handling Equipment, Man lifts, Air Compressors, Bus Air Conditioners etc., representing leading names from India & Overseas in this field and has earned a niche for itself in this category of business. The company has also launched a new avenue of service providing Fork Lift Trucks with trained operators on a monthly lease basis under its unique Own & Operate scheme.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES:

1. To find out the employees strength and the area required improvements in terms of various competencies, at different levels in the organization. 2. To find out the employees commitment and their performance in improving the organizational productivity.

SECONDARY OBJECTIVES

1. To find out the performance level in relation to employees skills and competencies. 2. To find out interpersonal and communication of the employees.

NEED OF THE STUDY

The need of this study is to know the skills of an employee of the organization which is required for their job and also to develop the skills of an employee through proper training. This training will be useful for the employees career growth and development. Human resource is an asset for every organization and proper grooming, training and utilization of the competency will result in dual success of both the organization and employee working in the organization to enable the organization to understand the existing competency skill set and enable them to identify areas for training. Hence the study on competency mapping of employees at Sundram Iyengar & Sons Ltd was undertaken. T V

SCOPE OF THE STUDY

This study allows us to learn how the employees in an organization compete with one another and the skills that are to be used in order to get the job done opn time in the department of special products in TVS IYENGAR&SONS. It also helps in the enrichment of knowledge and performance of employees by dividing the work into different activities and by analyzing the competency and capability of works to execute a task in an effective manner. It is helpful in recruiting new candidates and imparting training to the present employees. It is also helpful for the process like staffing, training, and development, job evaluation and performance appraisals.

LIMITATIONS OF THE STUDY

Through the present study aims to achieve the objectives in full earnest and accuracy, it may be hampered due to certain limitations. Some of the limitations of this study are summarized as follows, Even though the respondents were available they were not willing to give their valuable responses because they were busy with their usual work. Majority of respondents are hesitant in giving their responses whole heartedly. The opinion of the respondents may be biased.

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REVIEW OF LITERATURE
COMPETENCY MAPPING: Competency mapping is a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or Emotional Quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. STEPS INVOLVED IN COMPETENCY MAPPING: 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 oneon-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. 3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using

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competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors. 4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

CHARACTERISTICS: 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:

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Information a person has in a specific work area. Example: An accountant's knowledge of various accounting procedures. * Skill: It is the ability to perform certain mental or physical tasks. Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship.

PROCESS OF COMPETENCY MAPPING

Competency (For Person)

Compare and Identify Knowledge & Skill Gap

Competency (For Job)

No

Training Need Identification

Effectiveness

Impart Training (Off / On the Job)

Yes

Raise Job Level

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Managerial competencies for management education

Abstract Descriptive analysis indicated that the primary purpose of business education in Nigeria University is to prepare students in specific managerial competencies, i.e., skills, such as accounting, marketing, finance and production. These managers identifies planning, communication, decision making skills, knowledge of finance, accounting, information monitoring, use of computers, strategic planning, marketing and Forecasting, as the competencies required of all graduates, regardless of the functional area or type of industry in which they intend to be employed after graduation. The conclusion was that each functional area in the industry required its own set of specialized courses in the curriculum for students aspiring to be employed in that particular functional area after graduation -Asika Nnamdi., Maxwell, Memorial publications, 1984.

Asset based managerial competencies

Abstract Successfully managing such intangible assets, and others like knowledge and talent, can deliver significant internal and external benefits to an organization and should be primary strategic considerations as the asset base shifts increasingly toward intangible assets. Of course, the focus must remain upon using the right competencies to manage and fully leverage the asset base, whether tangible or intangible assets predominate. In the future, well led organizations will develop a strategic fluency that is support by management teams that are equally fluent with both tangible and intangible assets. Today, well led organizations obtain the competencies they need to ensure that strategies for leveraging assets are fully developed and executed to provide competitive advantage, enhanced valuations, and market capitalization -Collins, Cambridge review journal, 2003

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RESEARCH METHODOLOGY Research methodology adopted by the researcher for the purpose of the study. It describes about the research design, data collection and sampling techniques. RESEARCH DESIGN Research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data. The research design adapted in the study is Descriptive Research design. DATA COLLECTION METHOD Data refers to information or facts. The two main sources of data for the present study are Primary data Secondary data

PRIMARY DATA The method used to collect the primary data is structured questioner, which is enclosed in annexure. SECONDARY DATA Secondary data consist of information that already exists from that the data is collected. The researcher used the companys website, company records, magazines, journals and books.

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SAMPLE SIZE
Sample size denotes the number of elements selected for the survey. Here the sample size fixed for workmen level is 43 out of 92, the sample size fixed for engineer level is 120 out of 258 and the sample size fixed for managerial level is 24 out of 52.

DATA COLLECTION INSTRUMENT

QUESTIONNAIRE TYPE OF QUESTIONER 1. OPEN ENDED 2. CLOSE ENDED DESIGN A well structured questionnaire was utilized for collecting the necessary data. TOOLS AND TECHNIQUES USED FOR ANALYSIS SPSS software has been used to analyze the collected data in this study and following statistics were employed: o Friedmans Test. Kruskal Wallis Friedmans Test. Chi-square test.

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DATA ANALYSIS AND INTERPRETATION

The data after collection has to processed and analyzed in accordance with the outline laid down for the purpose at the time of developing the research plan. This is essential for a scientific study and for ensuring that we have all the relevant data. Processing implies editing, coding, classification and tabulation of collected data so that they acquiescent to analyses.

The term analysis refers to the computation of certain measures along with searching for patterns of relationships that exits among data groups. Thus, In the process of analysis, relationships or difference supporting or confliction with original or new hypothesis should be subjected to statistical tests of significance to determine with that validity data can be said to indicate any conclusions.

Analysis of data in general way involves a no of closely related operations that performed with the purpose of summarizing the collected data and organizing them in such manner that the answers the research question.

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Table.No.4.1
DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE

Age Below 25 26-35 36-45 46-55 56 above Total and

No. of Respondents Percentage (%) 34 70 42 29 12 187 18.18 37.43 22.46 15.51 6.42 100

Source: Primary data

Chart.No.4.1
DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE

Interpretation: Out of 187 employees, most of the employees , 37.43 per cent between the age of 26-35 responded to the survey.

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Table.No.4.2
DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL QUALIFICATION

Qualification HSC Diploma UG PG Others Total Source: Primary data

No. of Respondents 45 61 62 10 9 187

Percentage (%) 24.06 32.62 33.16 5.35 4.81 100

Chart.No.4.2
DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL QUALIFICATION

Interpretation: Out of 187 employees, most of them , 33.16 per cent with the qualification of UG responded the survey. 20

Table.No.4.3
DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE

Opinion 0-1 year 2-5 years 6-10 years Above 10 years Total

No. of Respondents 33 81 42 21 187

Percentage (%) 17.65 43.32 22.46 11.23 100

Source: Primary data

Chart.No.4.3
DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE

Interpretation: Out of 187 employees, 17.65 per cent respondents with 0-1 year experience, 43.32 per cent with 2-5 years, 22.46 per cent with 6-10 years, 11.23 per cent with experience which is above 10 years responded the survey.

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Table.No.4.4
DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT

Opinion Sales Service Total

No. of Respondents 92 95 187

Percentage (%) 49.2 50.8 100

Source: Primary data

Chart.No.4.4
DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT

Interpretation: Out of 187 employees, 49.2 per cent from the sales department and 50.8 per cent from the service department responded the survey.

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Table.No.4.5
RESPONDENTS OPINION ON VISION AND PURPOSE Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data No. of Respondents 11 12 1 0 0 24 Percentage (%) 45.8 50 4.17 0 0 100

Chart.No.4.5
RESPONDENTS OPINION ON VISION AND PURPOSE

Interpretation: Out of 187 respondents, 95.8 per cent agreed the statement. 23

Table.No.4.6
RESPONDENTS OPINION ON COMMAND OF BASIC FACTS Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data No. of Respondents 10 12 1 1 0 24 Percentage (%) 41.67 50 4.17 4.16 0 100

Chart.No.4.6
RESPONDENTS OPINION ON COMMAND OF BASIC FACTS

Interpretation: Out of 187 respondents, 91.67 per cent agreed and 4.16 per cent of respondents disagreed the statement. 24

Table.No.4.7
RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data No. of Respondents 10 10 3 1 0 24 Percentage (%) 41.67 41.67 12.49 4.17 0 100

Chart.No.4.7
RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE

Interpretation: Out of 187 respondents, 83.34 per cent agreed and 4.17 per cent of respondents disagreed the statement. 25

Table.No.4.8
RESPONDENTS OPINION ON THINKING STRATEGICALLY Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data No. of Respondents 10 8 5 1 0 24 Percentage (%) 41.67 33.3 20.83 4.17 0 100

Chart.No.4.8
RESPONDENTS OPINION ON THINKING STRATEGICALLY

Interpretation: Out of 187 respondents, 74.97 per cent agreed and 4.17 per cent of respondents disagreed the statement.

Table.No.4.9
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RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND DECISION-MAKING SKILL Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data No. of Respondents 11 7 6 0 0 24 Percentage (%) 45.83 29.17 25 0 0 100

Chart.No.4.9
RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND DECISION-MAKING SKILL

Interpretation: Out of 187 respondents, 75 per cent of respondents agreed the statement.

Table.No.4.10
RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES 27

Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total

No. of Respondents 9 12 3 0 0 24

Percentage (%) 37.5 50 12.5 0 0 100

Source: Primary data

Chart.No.4.10
RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES

Interpretation: Out of 187 respondents, 87.5 per cent of respondents agreed the statement.

Table.No.4.11
RESPONDENTS OPINION ON PRO-ACTIVITY

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Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total

No. of Respondents 11 7 6 0 0 24

Percentage (%) 45.83 29.17 25 0 0 100

Source: Primary data

Chart.No.4.11
RESPONDENTS OPINION ON PRO-ACTIVITY

Interpretation: Out of 187 respondents, 75 per cent of respondents agreed the statement.

Table.No.4.12
RESPONDENTS OPINION ON DEVELOPING PEOPLE Opinion Strongly Agree No. of Respondents 10 29 Percentage (%) 41.67

Agree Neutral Disagree Strongly Disagree Total Source: Primary data

10 4 0 0 24

41.67 16.67 0 0 100

Chart.No.4.12
RESPONDENTS OPINION ON DEVELOPING PEOPLE

Interpretation: Out of 187 respondents, 83.34 per cent of respondents agreed the statement

Table.No.4.13
RESPONDENTS OPINION ON VALUES AND ETHICS Opinion Strongly Agree Agree No. of Respondents 10 8 30 Percentage (%) 41.67 33.32

Neutral Disagree Strongly Disagree Total Source: Primary data

4 1 1 24

16.67 4.17 4.17 100

Chart.No.4.13
RESPONDENTS OPINION ON VALUES AND ETHICS

Interpretation: Out of 187 respondents, 74.99 per cent agreed and 8.34 per cent of respondents disagreed the statement.

Table.No.4.14
RESPONDENTS OPINION ON COMMITMENT Opinion Strongly Agree Agree No. of Respondents 13 7 31 Percentage (%) 54.17 29.17

Neutral Disagree Strongly Disagree Total Source: Primary data

3 1 0 24

12.5 4.16 0 100

Chart.No.4.14
RESPONDENTS OPINION ON COMMITMENT

Interpretation: Out of 187 respondents, 83.34 per cent agreed and 4.16 per cent of respondents disagreed the statement.

Table.No.4.15
RESPONDENTS OPINION ON PERFORMANCE Opinion Strongly Agree Agree Neutral No. of Respondents 11 10 3 32 Percentage (%) 45.83 41.67 12.5

Disagree Strongly Disagree Total Source: Primary data

0 0 24

0 0 100

Chart.No.4.15
RESPONDENTS OPINION ON PERFORMANCE

Interpretation: Out of 187 respondents, 87.5 per cent of respondents agreed the statement

Table.No.4.16
RESPONDENTS OPINION ON CREATIVITY Opinion Strongly Agree Agree Neutral Disagree No. of Respondents 8 9 6 1 33 Percentage (%) 33.33 37.5 25 4.17

Strongly Disagree Total Source: Primary data

0 24

0 100

Chart.No.4.16
RESPONDENTS OPINION ON CREATIVITY

Interpretation: Out of 187 respondents, 70.83 per cent agreed and 4.17 per cent of respondents disagreed the statement.

Table.No.4.17
RESPONDENTS OPINION ON MENTAL AGILITY Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 10 10 2 2 0 24 34 Percentage (%) 41.67 41.67 8.33 8.33 0 100

Source: Primary data

Chart.No.4.17
RESPONDENTS OPINION ON MENTAL AGILITY

Interpretation: Out of 187 respondents, 83.34 per cent agreed and 8.33 per cent of respondents disagreed the statement.

Table.No.4.18
RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data 35 No. of Respondents 11 8 3 2 0 24 Percentage (%) 45.83 33.33 12.54 8.3 0 100

Chart.No.4.18
RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN

Interpretation: Out of 187 respondents, 79.16 per cent agreed and 8.3 per cent of respondents disagreed the statement.

Table.No.4.19
RESPONDENTS OPINION ON ASSERTIVENESS Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 47 33 20 16 4 120 Percentage (%) 39.17 27.5 16.67 13.33 3.33 100

Source: Primary data

Chart.No.4.19
RESPONDENTS OPINION ON ASSERTIVENESS 36

Interpretation: Out of 187 respondents, 66.67 per cent agreed and 16.66 per cent of respondents disagreed the statement.

Table.No.4.20
RESPONDENTS OPINION ON INTEGRITY
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 59 52 9 0 0 120 Percentage (%) 49.17 43.33 7.5 0 0 100

Source: Primary data

Chart.No.4.20
RESPONDENTS OPINION ON INTEGRITY

37

Interpretation: Out of 187 respondents, 92.5 per cent. of respondents agreed the statement

Table.No.4.21
RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE:
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 35 42 23 11 9 120 Percentage (%) 29.17 35 19.16 9.17 7.5 100

Source: Primary data

Chart.No.4.21
RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE

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Interpretation: Out of 187 respondents, 64.17 per cent agreed and 16.67 per cent of respondents disagreed the statement.

Table.No.4.22
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 62 25 31 2 0 120 Percentage (%) 51.67 20.83 25.83 1.67 0 100

Source: Primary data

Chart.No.4.22
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE

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Interpretation: Out of 187 respondents, 72.5 per cent agreed and 1.67 per cent of respondents disagreed the statement.

Table.No.4.23
RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 89 25 6 0 0 120 Percentage (%) 74.17 20.83 5 0 0 100

Source: Primary data

Chart.No.4.23
RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS

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Interpretation: Out of 187 respondents, 95 per cent of respondents agreed the statement

Table.No.4.24
RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 35 54 27 4 0 120 Percentage (%) 29.17 45 22.5 3.33 0 100

Source: Primary data

Chart.No.4.24
RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS

41

Interpretation: Out of 187 respondents, 74.17 per cent agreed and 3.33 per cent of respondents disagreed the statement.

Table.No.4.25
RESPONDENTS OPINION ON NUMERICAL INTERPRETATION
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 33 21 37 19 10 120 Percentage (%) 27.5 17.5 30.83 15.83 8.33 100

Source: Primary data

Chart.No.4.25
RESPONDENTS OPINION ON NUMERICAL INTERPRETATION

42

Interpretation: Out of 187 respondents, 45 per cent agreed and 24.16 per cent of respondents disagreed the statement.

Table.No.4.26
RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND RECTIFYING THEM
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 15 36 22 31 16 120 Percentage (%) 12.5 30 18.33 25.83 13.33 100

Source: Primary data

Chart.No.4.26
RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND 43

RECTIFYING THEM

Interpretation: Out of 187 respondents, 42.5 per cent agreed and 39.16 per cent of respondents disagreed the statement.

Table.No.4.27
RESPONDENTS OPINION ON CREATIVITY
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 12 16 9 49 34 120 Percentage (%) 10 13.33 7.5 40.83 28.33 100

Source: Primary data

Chart.No.4.27
RESPONDENTS OPINION ON CREATIVITY

44

Interpretation: Out of 187 respondents, 23.33 per cent agreed and 69.16 per cent of respondents disagreed the statement.

Table.No.4.28
RESPONDENTS OPINION ON PRESENTATION SKILL
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 35 28 32 19 6 120 Percentage (%) 29.17 23.33 26.67 15.83 5 100

Source: Primary data

Chart.No.4.28
RESPONDENTS OPINION ON PRESENTATION SKILL

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Interpretation: Out of 187 respondents, 52.5 per cent agreed and 20.83 per cent of respondents disagreed the statement.

Table.No.4.39
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 65 32 23 0 0 120 Percentage (%) 54.17 26.67 19.16 0 0 100

Source: Primary data

Chart.No.4.39
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE

46

Interpretation: Out of 187 respondents, 80.84 per cent of respondents agreed the statement.

Table.No.4.30
RESPONDENTS OPINION ON MOTIVATION
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 33 21 12 33 21 120 Percentage (%) 27.5 17.5 10 27.5 17.5 100

Source: Primary data

Chart.No.4.30
RESPONDENTS OPINION ON MOTIVATION

47

Interpretation: Out of 187 respondents, 45 per cent agreed and 45 per cent of respondents disagreed the statement.

Table.No.4.31
RESPONDENTS OPINION ON PERSUASIVENESS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 12 25 43 33 7 120 Percentage (%) 10 20.83 35.83 27.5 5.83 100

Source: Primary data

Chart.No.4.31
RESPONDENTS OPINION ON PERSUASIVENESS

48

Interpretation: Out of 187 respondents, 30.83 per cent agreed and 33.33 per cent of respondents disagreed the statement.

Table.No.4.32
RESPONDENTS OPINION ON APPRAISING AND DEVELOPING
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 24 26 15 38 17 120 Percentage (%) 20 21.67 12.5 31.67 14.17 100

Source: Primary data

Chart.No.4.32
RESPONDENTS OPINION ON APPRAISING AND DEVELOPING 49

Interpretation: Out of 187 respondents, 41.67 per cent agreed and 45.84 per cent of respondents disagreed the statement.

Table.No.4.33
RESPONDENTS OPINION ON ORGANIZING
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 54 14 38 8 6 120 Percentage (%) 45 11.67 31.67 6.67 5 100

Source: Primary data

Chart.No.4.33
RESPONDENTS OPINION ON ORGANIZING 50

Interpretation: Out of 187 respondents, 56.67 per cent agreed and 11.67 per cent of respondents disagreed the statement.

Table.No.4.34
RESPONDENTS OPINION ON SENSITIVITY
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 33 26 35 12 14 120 Percentage (%) 27.5 21.67 29.17 10 11.66 100

Source: Primary data

Chart.No.4.34
RESPONDENTS OPINION ON SENSITIVITY

51

Interpretation: Out of 187 respondents, 49.17 per cent agreed and 21.66 per cent of respondents disagreed the statement.

Table.No.4.35
RESPONDENTS OPINION ON LISTENING SKILLS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 54 43 14 9 0 120 Percentage (%) 45 35.83 11.67 7.5 0 100

Source: Primary data

Chart.No.4.35
RESPONDENTS OPINION ON LISTENING SKILLS

52

Interpretation: Out of 187 respondents, 80.83 per cent agreed and 7.5 per cent of respondents disagreed the statement.

Table.No.4.36
RESPONDENTS OPINION ON PRECISION IN COMMUNICATION
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 21 44 35 17 3 120 Percentage (%) 17.5 36.67 29.17 14.17 2.5 100

Source: Primary data

Chart.No.4.36
RESPONDENTS OPINION ON PRECISION IN COMMUNICATION

53

Interpretation: Out of 187 respondents, 54.17 per cent agreed and 16.67 per cent of respondents disagreed the statement.

Table.No.4.37
RESPONDENTS OPINION ON ADAPTABILITY
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 6 13 4 17 3 43 Percentage (%) 13.95 30.23 9.3 39.53 6.98 100

Source: Primary data

Chart.No.4.37
RESPONDENTS OPINION ON ADAPTABILITY

54

Interpretation: Out of 187 respondents, 44.18 per cent agreed and 46.51 per cent of respondents disagreed the statement.

Table.No.4.38
RESPONDENTS OPINION ON STRESS TOLERANCE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 12 4 7 16 4 43 Percentage (%) 27.91 9.3 16.28 37.21 9.3 100

Source: Primary data

Chart.No.4.38
RESPONDENTS OPINION ON STRESS TOLERANCE

55

Interpretation: Out of 187 respondents,37.21 per cent agreed and 46.51 per cent of respondents disagreed the statement.

Table.No.4.39
RESPONDENTS OPINION ON SELF MOTIVATED
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 14 12 5 7 5 43 Percentage (%) 32.56 27.91 11.63 16.28 11.63 100

Source: Primary data

Chart.No.4.39
RESPONDENTS OPINION ON SELF MOTIVATED

56

Interpretation: Out of 187 respondents, 63.47 per cent agreed and 27.91 per cent of respondents disagreed the statement.

Table.No.4.40
RESPONDENTS OPINION ON HONESTY
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 35 5 3 0 0 43 Percentage (%) 81.4 11.63 6.98 0 0 100

Source: Primary data

Chart.No.4.40
RESPONDENTS OPINION ON HONESTY

57

Interpretation: Out of 187 respondents, 93.03 per cent of respondents agreed the statement.

Table.No.4.41
RESPONDENTS OPINION ON DETAILED KNOWLEDGE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 21 15 7 0 0 43 Percentage (%) 48.84 34.88 16.28 0 0 100

Source: Primary data

Chart.No.4.41
RESPONDENTS OPINION ON DETAILED KNOWLEDGE

58

Interpretation: Out of 187 respondents, 83.72 per cent of respondents agreed the statement.

Table.No.4.42
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 14 5 15 7 2 43 Percentage (%) 32.56 11.63 34.88 16.28 4.65 100

Source: Primary data

Chart.No.4.42
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE

59

Interpretation: Out of 187 respondents, 44.19 per cent agreed and 20.93 per cent of respondents disagreed the statement.

Table.No.4.43
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 23 7 6 7 0 43 Percentage (%) 53.49 16.28 13.95 16.28 0 100

Source: Primary data

Chart.No.4.43
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT

60

Interpretation: Out of 187 respondents, 69.77 per cent agreed and 16.28 per cent of respondents disagreed the statement.

Table.No.4.44
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING

Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total

No. of Respondents 7 10 8 13 5 43

Percentage (%) 16.28 23.26 18.6 30.23 11.63 100

Source: Primary data

Chart.No.4.44
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING

61

Interpretation: Out of 187 respondents, 39.54 per cent agreed and 41.86 per cent of respondents disagreed the statement.

Table.No.4.45
RESPONDENTS OPINION ON TECHNICAL SKILLS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 25 14 4 0 0 43 Percentage (%) 58.14 32.56 9.3 0 0 100

Source: Primary data

Chart.No.4.45
RESPONDENTS OPINION ON TECHNICAL SKILLS

62

Interpretation: Out of 187 respondents, 90.7 per cent of respondents agreed the statement.

Table.No.4.46
RESPONDENTS OPINION ON LEARNING ORIENTATION
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 11 3 9 14 6 43 Percentage (%) 25.58 6.98 20.93 32.56 13.95 100

Source: Primary data

Chart.No.4.46
RESPONDENTS OPINION ON LEARNING ORIENTATION

63

Interpretation: Out of 187 respondents, 32.56 per cent agreed and 46.51 per cent of respondents disagreed the statement.

Table.No.4.47
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 32 6 5 0 0 43 Percentage (%) 74.42 13.95 11.63 0 0 100

Source: Primary data

Chart.No.4.47
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE

64

Interpretation: Out of 187 respondents, 88.37 per cent of respondents agreed the statement.

Table.No.4.48
RESPONDENTS OPINION ON INITIATIVE
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 11 8 14 8 2 43 Percentage (%) 25.58 18.6 32.56 18.6 4.65 100

Source: Primary data

Chart.No.4.48
RESPONDENTS OPINION ON INITIATIVE

65

Interpretation: Out of 187 respondents,44.18 per cent agreed and 23.25 per cent of respondents disagreed the statement.

Table.No.4.49
RESPONDENTS OPINION ON TEAM ORIENTED
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 24 12 7 0 0 43 Percentage (%) 55.81 27.91 16.28 0 0 100

Source: Primary data

Chart.No.4.49
RESPONDENTS OPINION ON TEAM ORIENTED

66

Interpretation: Out of 187 respondents,83.72 per cent of respondents agreed the statement.

Table.No.4.50
RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 12 9 7 9 6 43 Percentage (%) 27.91 20.93 16.28 20.93 13.95 100

Source: Primary data

Chart.No.4.50
RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION

67

Interpretation: Out of 187 respondents, 48.84 per cent agreed and 34.88 per cent of respondents disagreed the statement.

Table.No.4.51
RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 24 9 6 4 0 43 Percentage (%) 55.81 20.93 13.95 9.31 0 100

Source: Primary data

Chart.No.4.51
RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS

68

Interpretation: Out of 187 respondents, 76.74 per cent agreed and 9.31 per cent of respondents disagreed the statement.

Table.No.4.52
RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total No. of Respondents 21 17 5 0 0 43 Percentage (%) 48.84 39.54 11.62 0 0 100

Source: Primary data

Chart.No.4.52
RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES

69

Interpretation: Out of 187 respondents, per cent agreed and per cent of respondents disagreed the statement.

Managerial Level
K-INDEPENDENT SAMPLE - KRUSKAL-WALLIS TEST Objective statement: To find the relationship between experience and delivers results. Ranks Experience 2-5 Years 6-10 Years Above 10 Years Total N 8 11 5 24 Mean Rank 15.38 12.00 9.00

Delivers Results

70

Test Statisticsa,b Chi-Square df Asymp. Sig. a. Kruskal Wallis Test b. Grouping Variable: Experience Delivers Results 3.191 2 .203

Null Hypothesis: There is no significant difference in mean ranks between experience and delivery of results. Alternative Hypothesis: There is significant difference in mean ranks between experience and delivery of results. Tool Used: Kruskal Wallis is a non-parametric test for K-Independent samples. Reason: Independent and ordinal. More than two group. Level of Significance: 5% Outcome: The Asymptotic Significance value (0.203) is greater than 0.05. Hence Null hypothesis is accepted. Inference: Observing the above rank table, we find that there is no significant difference in experience and delivers results at the managerial level.

71

Engineer Level
K-RELATED SAMPLE FRIEDMAN TEST Objective statement: To analyze the Knowledge level at Engineer level Ranks Operational Knowledge Quality Consciousness Organizational Awareness Numerical Interpretation Rectification Mean Rank 2.82 2.10 2.93 3.38 3.79

72

Test Statisticsa N Chi-Square Df Asymp. Sig. a. Friedman Test

120 92.938 4 .000

Null Hypothesis: There is no significant difference in mean ranks. Alternative Hypothesis: There is significant difference in mean ranks Tool Used: Friedman is a non-parametric test for K-Related samples. Reason: Data is related and ordinal. Level of Significance: 5% Outcome: The Asymptotic Significance value (0.000) is lesser than 0.05. Hence Null hypothesis is rejected and alternative hypothesis is accepted. Inference: Observing the above rank table, we find that there is significant difference in the knowledge level among engineers.

73

Promotional Policy Yes Experience 0-1 Years 2-5 Years 6-10 Years Above Years Column Total 44 108 35 N=187 10 To Some No Extent 6 23 8 7 45 27 23 13 13 9 7 6 Row Total 64 59 38 26

WORKMEN LEVEL CHI-SQUARE ANALYSIS:

74

Aim: To test the significant difference between the Experience and opinion on Promotional Policy H0: Policy H1: There is significant difference between the age and their opinion on Promotional Policy There is no significant difference between the age and their opinion on Promotional

75

Observed frequency(O)

Expected Frequency(E)

(O-E)2/E

6 23 8 7 45 27 23 13 13

15.0588 13.8823 8.1492 6.1177 36.9626 34.0749 21.9465 15.0160 11.8786

5.45 5.99 .003 0.13 1.75 1.47 0.05 0.27 0.11

11.0428

0.38

7.1123

0.01

4.8663

0.26

76

Conclusion: Degrees of freedom Calculated Value : : (R-1) (C-1) 15.88 12.59 : 6

For Degrees of freedom 6 at 5% Level Of Significance the tabulated value = Calculated value is lesser than the table value at 95% level of significance. Null Hypothesis is rejected. Inference:

Hence accept the null hypothesis that there is significant difference between the age and their opinion on Promotional Policy

77

FINDINGS

It is found that 18.18 per cent of respondents are in the age group of 25 and

below, 37.43 per cent of respondents are in the age group of 26-35, 22.46 per cent of respondents are in the age group of 36-45, 15.51 per cent of respondents are in the age group of 46-55 remaining 6.42 per cent respondents are in the age group of 56 and above.

It is found that 24.06 per cent of the respondents are H.S.C holders, 32.62 per cent

of the respondents are Diploma holders, 33.16 per cent of the respondents are UG holders, 5.35 per cent of the respondents are PG holders and 4.81 per cent of the respondents are with other educational background.

It is found that 91.67 per cent of the respondents understand the business and have

sound knowledge of basic facts surrounding the business such as short and long term goals, product knowledge and the roles and relationships between various departments.

It is found that 72.5 per cent of the respondents know each and every details of

production process.

It is found that 5 per cent of the respondents feel neutral to agree that they work

always with quality awareness. It is found that 74.17 per cent of the respondents have wide knowledge about the

organization, its departments and functions.

It is found that 24.16 per cent of the respondents does not comfortable with

numerical facts and exercises quantitative reasoning effectively to derive solution It is found that per cent of the respondents. 78

It is found that 16.28 per cent of the respondents have little knowledge on

product standard and specification.

It is found that 39.54 per cent of the respondents are good about knowledge on

product testing. It is found that 32.56 per cent of the respondents work with an attitude to learn

new things.

It is found 11.63 that per cent of the respondents feel neutral to work with

positive attitude to produce qualitative result.

It is found that 44.18 per cent of the respondents take voluntary steps to address

existing and potential problems at the work place.

It is found that 16.28 per cent of the respondents feel neutral to work in groups

and able to contribute to and learn from the group.

It is found that 34.88 per cent of the respondents communicate clearly with other.

It is found that 9.31 per cent of the respondents are not receptive to corrections.

79

It is found that 11.62 per cent of the respondents feel neutral to

exercise the

responsibilities with trust, sincerity and commitment.

SUGGESTIONS
1. The management must boost the employees proactively and their forecasting skills, must be honed and encouraged.

2. The employees must be encouraged to work in a group, which helps them to get the job done faster and immediate supervisors can mentor their subordinates regularly.

3. New innovative ideas and creativity of the employees must be encouraged as they ought to bring success to the company and they must be suitable appreciated and rewarded and the feedback and suggestions can be obtained from all level of employees.

4. Performance appraisal must be done only to encourage and boost the employees performance and not be de-motivating them. So, extra measures must be followed and care must be taken when handling their appraisals. 80

5. Communication channel can be made clearer between various levels.

6. Opportunities of advancement can be made clear.

7. The business concern has to take necessary steps for improvements while evaluating success.

CONCLUSION:
Organization can survive in this competitive world only when it cares for the welfare of the Employees. Identifying the training needs and training the employees based on the needs plays a major role. Training does not stop at class room itself and practical implementation of the 81

training is an important function. Whatever the organization spends on training the employees is mere waste unless and until its brought into practical application. Changing trend in Human Resource management has brought fore the importance of human values and right utilization of competency and skills of every individual in an organization. The utilization of competency will result in dual success of both the organization and to the employees to understand the existing competency skill set. Hence competency mapping of the employees at various levels in TVS & Sons was undertaken. The main objective of the study is to identify the existing competency level and also to find out the gap between the required and existing skill level. From the study we found that emotional resilience plays a vital role at all the level and we recommend that proper training in stress handling at their job can improve their efficiency level and in turn helps them to meet the organizational goals. At the workmen level they need to be trained how to move in a team and achieve goals in a team. Proper training can be given on production process and a detailed knowledge of materials and tools used for assembling will also help them to work more efficiently. Soft skill programs can be conducted to both engineer and workmen level at different stages to improve their communication skills and interpersonal skills. By rectifying these gaps the organizational goals can be met with a higher phase and there will be a smooth growth in the organization and also helps the employee to attain his maximum potential.

82

A STUDY ON COMPETENCY MAPPING WITH REFERENCE TO T V SUNDRAM IYENGAR & SONS LIMITED., CHENNAI.

A PROJECT REPORT Submitted by R.RESHMA RAJ (Reg. No. 21109631065)

In partial fulfillment of the requirements For the award of degree Of MASTER OF BUSINESS ADMINISTRATION Rajalakshmi Engineering College (Affiliated to Anna University) Thandalam, Chennai- 602 105 June 2011

BONAFIDE CERTIFICATE 83

Certified that the project report A STUDY ON COMPETENCY MAPPING WITH

REFERENCE TO T V SUNDRAM IYENGAR & SONS LIMITED., CHENNAI is the bonafide work of Ms. R.RESHMA RAJ, who carried out the project
work under my supervision. Certified further that to the best of my knowledge the reported herein does not from part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Signature of student Mr. RESHMA RAJ Roll No: 200911066 Reg. No: 21109631065

Signature of Guide Mr. B.GANESH Lecturer Dept. of Management Studies Rajalakshmi Engineering College

`` :

DECLARATION

84

I,

R.RESHMA

RAJ, OF

Reg.No:

21109631065,

bonafide

student

of

DEPARTMENT

MANAGEMENT

STUDIES,

RAJALAKSHMI

ENGINEERING COLLEGE, and Thandalam would like to declare that the project titled A STUDY ON COMPETENCY MAPPING done at TVS IYENGAR&SONS, Chennai in partial fulfillment of Master of Business Administration course of ANNA UNIVERSITY is my original work.

Place: Date: (R.RESHMA RAJ)

ABSTRACT

85

The study entitled A Study on Competency Mapping With reference to TV Sundram Iyengar & Sons Limited, Chennai. The study concentrated on finding the physiological and psychological factors that leads to the competency and also the training needs for all functional departments for better performance. The objective of the study is to know the employees opinion on various management attributes and areas of improvement to meet the expectation of organization. The study also covers the employees opinion about the benefits provided by the organization, current working environment, factors that lead to high performance and current work load. The survey was conducted to know the reasons behind the competency mapping that has been affecting the human resource as well as the companys monetary benefits. The study also helped to identify the training needs for all the functional departments and also to provide a better report in helping the management to analyze the factors of improvement. The data has been collected from the primary source through the questionnaire. The collected data were analyzed by percentage analysis method. The results are interpreted from the tabulated data and certain other criteria influencing the competency level of the employees are found out. And finally with the help of these inferences and findings, suggestion has been provided to the organization. Through this study the researcher concludes that the competency mapping eas due to lack of implementation of training programs provided d theoretically and the lack of motivation to strive for the continuous improvement. The Human Resource department has to concentrate on the working environment and training needs to achieve the vision and mission of the organization in effective and efficient way.

ACKNOWLEDGEMENT

First and foremost, it is my bounded duty to express my whole hearted thanks to the lord almighty, who guided me in the path of wisdom. I am very fortunate to work with people who 86

shared their experience and ideas, which contributed a lot in the successful completion of the project. I would like to thank wholeheartedly my Director of MBA, Mr. P.S. Pandyan B.Tech., B.L., M.B.A, I.A.S (Retd.) for having been a source of great inspiration. I would like to express my sincere thanks to my Dean of MBA, Prof. S. Sankar B.E., M.Tech, PGDM (IIMC), for offering all the support and encouragement that was instrumental in the successful completion of the project. I would like to thank Head of MBA, Prof T. C. Thomas., M.Com, MBA, M.Phil, for supporting me in the successful completion of the project. I also thank my project guide Mr.B.GANESH. M.B.A., for guiding me in the whole process and successful completion of the project. I would like to express my deep sense of gratitude and whole hearted thanks to Mr. M. Prem and Ms. P. Kalaivani, Officers-HR., of TV Sundram Iyengar & Sons for their unflinching help, enthusiastic involvement, invaluable guidance and suggestion given to me in every stage of my project work. I finally thank my parents and friends for their extended support for the successful completion of this project

LIST OF TABLES

87

S.No.
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31 4.32 4.33 4.34

TITLE
DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT RESPONDENTS OPINION ON VISION AND PURPOSE RESPONDENTS OPINION ON COMMAND OF BASIC FACTS RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE RESPONDENTS OPINION ON THINKING STRATEGICALLY RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND DECISION-MAKING SKILL RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES RESPONDENTS OPINION ON PRO-ACTIVITY RESPONDENTS OPINION ON DEVELOPING PEOPLE RESPONDENTS OPINION ON VALUES AND ETHICS RESPONDENTS OPINION ON COMMITMENT RESPONDENTS OPINION ON PERFORMANCE RESPONDENTS OPINION ON CREATIVITY RESPONDENTS OPINION ON MENTAL AGILITY RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN RESPONDENTS OPINION ON ASSERTIVENESS RESPONDENTS OPINION ON INTEGRITY RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS RESPONDENTS OPINION ON NUMERICAL INTERPRETATION RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND RECTIFYING THEM RESPONDENTS OPINION ON CREATIVITY RESPONDENTS OPINION ON PRESENTATION SKILL RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE RESPONDENTS OPINION ON MOTIVATION RESPONDENTS OPINION ON PERSUASIVENESS RESPONDENTS OPINION ON APPRAISING AND DEVELOPING RESPONDENTS OPINION ON ORGANIZING RESPONDENTS OPINION ON SENSITIVITY 88

PAGE No.
18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

4.35 4.36 4.37 4.38 4.39 4.40 4.41 4.42 4.43 4.44 4.45 4.46 4.47 4.48 4.49 4.50 4.51 4.52

RESPONDENTS OPINION ON LISTENING SKILLS RESPONDENTS OPINION ON PRECISION IN COMMUNICATION RESPONDENTS OPINION ON ADAPTABILITY RESPONDENTS OPINION ON STRESS TOLERANCE RESPONDENTS OPINION ON SELF MOTIVATED RESPONDENTS OPINION ON HONESTY RESPONDENTS OPINION ON DETAILED KNOWLEDGE RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING RESPONDENTS OPINION ON TECHNICAL SKILLS RESPONDENTS OPINION ON LEARNING ORIENTATION RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE RESPONDENTS OPINION ON INITIATIVE RESPONDENTS OPINION ON TEAM ORIENTED RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES

52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69

LIST OF CHARTS
S.No.
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9

TITLE
DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT RESPONDENTS OPINION ON VISION AND PURPOSE RESPONDENTS OPINION ON COMMAND OF BASIC FACTS RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE RESPONDENTS OPINION ON THINKING STRATEGICALLY RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND DECISION-MAKING SKILL 89

PAGE No.
18 19 20 21 22 23 24 25 26

4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31 4.32 4.33 4.34 4.35 4.36 4.37 4.38 4.39 4.40 4.41 4.42 4.43 4.44 4.45 4.46 4.47 4.48 4.49 4.50 4.51

RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES RESPONDENTS OPINION ON PRO-ACTIVITY RESPONDENTS OPINION ON DEVELOPING PEOPLE RESPONDENTS OPINION ON VALUES AND ETHICS RESPONDENTS OPINION ON COMMITMENT RESPONDENTS OPINION ON PERFORMANCE RESPONDENTS OPINION ON CREATIVITY RESPONDENTS OPINION ON MENTAL AGILITY RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN RESPONDENTS OPINION ON ASSERTIVENESS RESPONDENTS OPINION ON INTEGRITY RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS RESPONDENTS OPINION ON NUMERICAL INTERPRETATION RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND RECTIFYING THEM RESPONDENTS OPINION ON CREATIVITY RESPONDENTS OPINION ON PRESENTATION SKILL RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE RESPONDENTS OPINION ON MOTIVATION RESPONDENTS OPINION ON PERSUASIVENESS RESPONDENTS OPINION ON APPRAISING AND DEVELOPING RESPONDENTS OPINION ON ORGANIZING RESPONDENTS OPINION ON SENSITIVITY RESPONDENTS OPINION ON LISTENING SKILLS RESPONDENTS OPINION ON PRECISION IN COMMUNICATION RESPONDENTS OPINION ON ADAPTABILITY RESPONDENTS OPINION ON STRESS TOLERANCE RESPONDENTS OPINION ON SELF MOTIVATED RESPONDENTS OPINION ON HONESTY RESPONDENTS OPINION ON DETAILED KNOWLEDGE RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING RESPONDENTS OPINION ON TECHNICAL SKILLS RESPONDENTS OPINION ON LEARNING ORIENTATION RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE RESPONDENTS OPINION ON INITIATIVE RESPONDENTS OPINION ON TEAM ORIENTED RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS 90

27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

4.52

RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES

69

TABLE OF CONTENTS
CHAPTER No. TITLE
91

PAGE No.

INTRODUCTION I INDUSTRY PROFILE COMPANY PROFILE NEED AND SCOPE OF THE STUDY OBJECTIVES OF THE STUDY LIMITATION OF THE STUDY 1-10

II

2.1 REVIEW OF LITERATURE

11-14

III

3.1 RESEARCH METHODOLOGY

15-16

IV

4.1DATA ANALYSIS AND INTERPRETATION

17-76

FINDINGS V SUGGESTIONS CONCLUSION

77-80

92