CHAPTER I - INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Today organizations are all talking in terms of competence. Gone are the days when
people used to talk in terms of skill sets, which would make their organizations competitive.
There has been a shift in the focus of the organizations. Now they believe in excelling and not
competing. It is better to build a core competency that will see them through crisis. And what
other way than to develop the people, for human resource is the most valuable resource any
organization has. Organizations of the future will have to rely more on their competent
employees than any other resource. It is a major factor that determines the success of an
organization.

Competencies are the inner tools for motivating employees, directing systems and
processes and guiding the business towards common goals that allow the organizations to
increase its value. Competencies provide a common language and method that can integrate
all the major HR functions and services like Recruitment, Training, performance
management, Remuneration, Performance appraisal, Career and succession planning and
integrated Human resource management system. Over the past 10 years, human resource and
organizational development professionals have generated a lot of interest in the notion of
competencies as a key element and measure of human performance.

1.1.1 Competency

Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following forms:
Knowledge, Attitude, Skill, other characteristics of an individual including Motives, Values,
self concept etc .For example Team work or team Management competency can be defined in
terms of organization specific and level specific behaviors for a given origination.

Competencies are general descriptions of the behavior or actions needed to

successfully perform within a particular [work] context (e.g. job, group of jobs, function,
etc).Competencies are increasingly applied across human resource functions to drive both
employee and corporate performance.Employees learn, develop and refine many of their
competencies over the course of their careers.

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1.1.2 Competency Mapping

Competency mapping means, all employees have their own skills. In the same way
company needs some skills. Sometimes these two skills will be matching. But sometimes it
will not be matching. From this analysis will ensure that, how much skills the employees are
having. Which type of skills the company needs. Any deviations will be there or not. This
analysis is called the Competency mapping. For that first we should study from Human
Resources Management.

“Competency mapping is a process that an individual uses to identify and describe

competency that are most critical to success in a work situation or whole role”.Competency
mapping is a process of identifying the key Competencies for an organization or a job and
incorporating those Competencies through out the various processes (i.e. job evaluation,
training, recruitment) of the organization .It is about identifying behavior and personal skills
which distinguish excellent and outstanding performance from the average. Competence only
describes what has to be done, not how. So the competencies might describe the duties of a
Sales Manager, for example, manage the sale office and its staff, prepared quotation and sale
order processing, manage key Accounts and supervise and motivate the field sale force. The
Competencies which might determine excellent in this role could include problem solving
and judgment; Drive and Determination;

Competencies are used to:

Translate the organization’s vision and goals into expected employee behavior
Identify areas for employee development that are directly linked to desired outcomes and
organizational objectives. Target training monies into areas that will realize the most return
on investment (ROI)Identify gap between present skills and future requirements

1.1.3 CONCEPT OF COMPETENCY MAPPING

It is a process of identification of the competencies required to perform successfully a given

job at a given point of time. It consists of breaking a given job into its constituent tasks or
activities and identifying the competencies (technical, managerial, behavioral, conceptual
knowledge, skills and attitude, etc) needed to perform the same successfully.

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1. Competency Map

A competency map is a list of an individual’s competencies that represent the factors

most critical to success in given tasks, departments, organizations, or industries that are part
of the individual’s current career plan.

2. Competency Mapping

Competency mapping is a process an individual uses to identify and describe

competencies that are the most critical to success in a work situation or work role.

3.Competency profiling

It is the process of identifying the KAS and judgment required for effective
performance in a particular occupation or profession. It is a business/company specific.

1.1.4 Need of Competencies for the Individual Employee

The list of compelling reasons includes, at a minimum, the following individual:

 Gains a clear sense of true market ability in today’s job market in key position of interest.

 Project and appearance as a “Cutting-Edge” and well-prepared candidate, who has taken
the time to learn about Competencies, investigate those in demand, and map his/her, own
competencies prior to interviewing.

 Demonstrating self-confidence that comes from knowing ones competitive advantages

more convincingly, and from being able to articulate those advantages in specific
language.

 Secures essential input to resume development – a set of important terms to used in

describe expertise derived from prior career experience

 Gains advantage preparation for interviews, many of which may be delivered using a
competency – based approach called “structured behavior interviewing” or “behavioral
even interviewing.

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 Develops the capability to compare one’s actual competencies to an organization or
position’s required/ preferred competencies, in order to create an individual Development
Plan.

1.1.5 The steps involved in competency mapping are presented below:

1.Conduct a job analysis by asking incumbents to complete a position information

questionnaire (PIQ). This can be provided for incumbents to complete, or used as a
basis for conducting one-on-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, a competency based job description is developed.
It is 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, mapping the competencies can be done. The
competencies of the respective job description become factors for assessment on the
performance evaluation. Using competencies will help to perform more objective
evaluations based on displayed or not displayed behaviors.

4.Taking the competency mapping one step further, one can use the results of one’s
evaluation to identify in what competencies individuals need additional development
or training. This will help in focusing on training needs required to achieve the goals
of the position and company and help the employees develop toward the ultimate
success of the organization.

1.1.6 Methods of Competency Mapping

It is not easy to identify all the competencies required to fulfil the job requirements.
However, a number of methods and approaches have been developed and successfully tried
out. These methods have helped managers to a large extent, to identify and reinforce and/or
develop these competencies both for the growth of the individual and the growth of the
organization. In the following section, some major approaches of competency mapping have
been presented.

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1) Assessment Centre

“Assessment Centre” is a mechanism to identify the potential for growth. It is a

procedure (not location) that uses a variety of techniques to evaluate employees for
manpower purpose and decisions. It was initiated by American Telephone and Telegraph
Company in 1960 for line personnel being con

Step1: Gathering facts:

The methodology usually employed through an open-ended questionnaire, gathering

retrospective data. The events should have happened fairly recently: the longer the time
period between the events and their gathering, the greater the danger that the users may reply
with imagined stereotypical responses. Interviews can also be used, but these must be
handled with extreme care not to bias the user. sidered for promotion to supervisory
positions. An essential feature of the assessment center is the use of situational test to observe
specific job behavior. Since it is with reference to a job, elements related to the job are
simulated through a variety of tests.

a) Group Discussions:

Group discussion allows them to exchange information and ideas and gives them the
experience of working in a team. In the work place, discussions enable management to draw
on the ideas and expertise of staff, and to acknowledge the staff as valued members of a team.

b) In Tray:

This type of exercise is normally undertaken by candidates individually. The materials

comprise a bundle of correspondence and the candidate is placed in the role of somebody,
generally, which assumed a new position or replaced their predecessor at short notice and has
been asked to deal with their accumulated correspondence.

c) Interview Simulations/Role Plays:

In these exercises candidates meet individually with a role player or resource person.
Their brief is either to gather information to form a view and make a decision, or
alternatively, to engage in discussion with the resource person to come to a resolution on an
aspect or issue of dispute.

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d) Case Studies / Analysis Exercises:

In this type of exercise the candidate is presented with the task of making a decision
about a particular business case.

2) Critical Incidents Technique

It is difficult to define critical incident except to say that it can contribute to the
growth and decay of a system. Perhaps one way to understand the concept would be to
examine what it does. Despite numerous variations in procedures for gathering and analyzing
critical incidents researchers and practitioners agree the critical incidents technique can be
described as a set of procedures for systematically identifying behaviours that contribute to
success or failure of individuals or organisations in specific situations. First of all, a list of
good and bad on the job behaviour is prepared for each job. A few judges are asked to rate
how good and how bad is good and bad behaviour, respectively. Based on these ratings a
check-list of good and bad behavior is prepared.

3) Interview Techniques Competency Mapping

Almost every organisation uses an interview in some shape or form, as part of

competency mapping. Enormous amounts of research have been conducted into interviews
and numerous books have been written on the subject. There are, however, a few general
guidelines, the observation of which should aid the use of an interview for competency
mapping.

The interview consists of interaction between interviewer and applicant. If handled

properly, it can be a powerful technique in achieving accurate information and getting access
to material otherwise unavailable. If the interview is not handled carefully, it can be a source
of bias, restricting or distorting the flow of communication. Since the interview is one of the
most commonly used personal contact methods, great care has to be taken before, during and
after the interview.

4) Questionnaires

Questionnaires are written lists of questions that users fill out questionnaire and
return. You begin by formulating questions about your product based on the type of
information you want to know. The questionnaire sources below provide more information

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on designing effective questions. This technique can be used at any stage of development,
depending on the questions that are asked in the questionnaire. Often, questionnaires are used
after products are shipped to assess customer satisfaction with the product. Such
questionnaires often identify usability issues that should have been caught in-house before the
product was released to the market.

a) Common Metric Questionnaire (CMQ):

They examine some of the competencies to work performance and have five sections:
Background, Contacts with People, Decision Making, Physical and Mechanical Activities,
and Work Setting. The background section asks 41 general questions about work
requirements such as travel, seasonality, and license requirements. The Contacts with People
section asks 62 questions targeting level of supervision, degree of internal and external
contacts, and meeting requirements. The 80 Decision Making items in the CMQ focus on
relevant occupational knowledge and skill, language and sensory requirements, and
managerial and business decision making.

b) Functional Job Analysis:

The most recent version of Functional Job Analysis uses seven scales to describe what
workers do in jobs. These are: Things, Data, People, Worker Instructions, Reasoning, Maths,
and Language. Each scale has several levels that are anchored with specific behavioral
statements and illustrative tasks and are used to collect job information.

c) Multipurpose Occupational System Analysis Inventory (MOSAIC):

In this method each job analysis inventory collects data from the office of personnel
management system through a variety of descriptors. Two major descriptors in each
questionnaire are tasks and competencies. Tasks are rated on importance and competencies
are rated on several scales including importance and requirements for performing the task.
This is mostly used for US government jobs.

d) Occupational Analysis Inventory:

It contains 617 “work elements.” designed to yield more specific job information
while still capturing work requirements for virtually all occupations. The major categories of
items are five-fold: Information Received, Mental Activities, Work Behavior, Work Goals,

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and Work Context. Respondents rate each job element on one of four rating scales: part-of-
job, extent, applicability, or a special scale designed for the element. Afterwards , the
matching is done between competencies and work requirements.

e) Position Analysis Questionnaire (PAQ):

It is a structured job analysis instrument to measure job characteristics and relate them
to human characteristics. It consists of 195 job elements that represent in a comprehensive
manner the domain of human behavior involved in work activities. These items fall into
following five categories:

 Information input (where and how the worker gets information),

 Mental processes (reasoning and other processes that workers use),

 Work output (physical activities and tools used on the job),

 Relationships with other persons, and

 Job context (the physical and social contexts of work).

f) Work Profiling System (WPS):

It is designed to help employers accomplish human resource functions. The

competency approach is designed to yield reports targeted toward various human resource
functions such as individual development planning, employee selection, and job description.
There are three versions of the WPS tied to types of occupations: managerial, service, and
technical occupations. It contains a structured questionaire which measures ability and
personality attributes.

5) Psychometric Tests

Many organizations use some form of psychometric assessment as a part of their

selection process. For some people this is a prospect about which there is a natural and
understandable wariness of the unknown. A psychometric test is a standardized objective
measure of a sample of behavior. It is standardized because the procedure of administering
the test, the environment in which the test is taken, and the method of calculating individual
scores are uniformly applied.

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a) Aptitude Tests:

They refer to the potentiality that a person has to profit from training. It predicts how
well a person would be able to perform after training and not what he has done in the past.
They are developed to identify individuals with special inclinations in given abilities. Hence
they cover more concrete, clearly defined or practical abilities like mechanical aptitude,
clinical aptitude and artistic aptitude etc.

b) Achievement Tests:

These tests measure the level of proficiency that a person has been able to achieve.
They measure what a person has done. Most of these testsmeasure such things as language
usage, arithmetic computation and reasoning etc.

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1.2 OBJECTIVES OF THE STUDY

Primary objective

 To study on competency mapping in Annapoorna Consumer Products Pvt. Ltd,

Coimbatore

Secondary objective

 To identify the current level of competencies among the employees

 To understand the benefits of identification of existing competency in the

organization

 To assess the impact of competency mapping on employees

 To study the challenges in competency mapping analysis for the organization

 To obtain suggestions from the respondents to enhance the competency mapping

system in the organization

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1.3 SCOPE OF THE STUDY

Competency mapping is the latest technique being followed in the industries to

ascertain the employee’s knowledge and skill and to utilize them effectively. The competency
level of the employees can be identified and if an employee is meeting the required skill, then
he is competent enough to carry out the task. If there is any gap or incompetence found
between the required and available skill then proper training will be given to bridge the gap.

The study about competency mapping will provide efficient utilization of individual
skills and it also enable to further strengthen the skills. Thus the competency mapping helps
in suitably deploying the skilled manpower to the right job, so that the productivity increases.
It also helps their organization directly or indirectly to achieve its target easily. The scope of
the study is restricted to Annapoorna Consumer Products Pvt. Ltd, Coimbatore.

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1.4 LIMITATIONS OF THE STUDY

 Employees are busy in their work and so they are not sincerely co-operate for data

collection.

 The survey is limited only in Coimbatore area.

 Data provided by the respondent need not always true as their perception can change

based on new experience some people also will not say what they really want.

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 CHAPTER II - PROFILE

2.1 COMPANY PROFILE

Annapoorna Consumer Products Pvt. Ltd., Coimbatore

Annapoorna Consumer Products Private Limited is private Indian Company,

registered at Coimbatore.

Vision

To manufacture and market food products on a sustainable basis catering to all

segments of the society at affordable prices and increase the intrinsic value for all
stakeholders with the highest Corporate Governance Standards.

Mission

 To be an industry leader by focusing on end to end quality

 To build enduring customer relations

 To establish the Annapoorna Masala line of products as a symbol of trust and taste

Objectives
 Annapoorna Masala aim at overall leadership in the Market though empowered
employees, sustained efforts and continually improving our Product Quality.
 Quality is our watch word and Annapoorna Masala believes in providing Quality
products of international standard to the consumer at an affordable cost.
 Despite being in a competitive world, the company believes that only fair business
practices will keep one ahead of their competitors.
 Annapoorna Masala Private Limited are committed to providing customers with range
of safe and hygienic Spice Powders and Mixed Spice Powders.

HISTORY AND GROWTH OF ORGANIZATION

From humble beginnings, our Founder Dr. Damodarasamy Naidu laid the foundation
of Sree Annapoorna Foods in 1975. When many believed that good taste can be achieved
only when masalas are prepared at home, our company pioneered the concept of pre-made
spice blends.

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 Inspired by the traditional practise of preparing spices synonymous with our cultural
heritage, we take great care to source ingredients from India’s renowned spice lands, and
craft regional masalas and spices without compromising on quality and hygiene.

The gastronomic journey towards authentic taste

1975 - THE BEGINNING- Annapoorna was founded and established by Dr. Damodarasamy
Naidu in Coimbatore

1977 -THE HERITAGE - We pioneered the concept of pre-made spice blends and were the
forerunners in the industry of processed and packaged masalas

1980 - THE SUCCESSION -The company was succeeded by Mr. R Velumani and
facilitated manufacturing operations in Coimbatore

2012 - THE NEW PATH - r. Vijay Prasad joined the business. The company shifted base to
a new manufacturing unit and continued on with traditional manufacturing practices

2019 - THE WAY FORWARD - The company was succeeded by Mr. Vijay Prasad. We
developed an unbounded passion to replicate the authentic tastes of regional delicacies

2020 - THE TASTE THAT UNITES - e successfully revamped the brand to Annapoorna
Masalas & Spices and are on a mission to bring regional delights to homes across the country

Management

 Managing Director - R. Velumani

 Executive Director - Vijay Prasad
Directors

 Jegan Sundararajan Damodarasamy

 Srijanani Sundararajan Prasad

 Vijay Prasad

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 ORGANIZATION CHART

Managing director

General Manager

Purchase Production Marketing Finance HR

Department Departmen Departmen Departmen Department
t t t

Purchase Production Marketing Finance HR

Manager Manager Manager Manager
Manager

Assistant Assistant Assistant Assistant

Purchase Production Marketing Accountant HR
Manager Manager Manager Manager

Supervisor Advertising Cashier

Manager Timekeeper

Workers
Workers Workers Workers Workers

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PRODUCTS AND SERVICES OFFERED

Annapoorna Consumer Products Private Limited have captured the essence of

the precise tastes of regional dishes and want you to discover, explore, and
relish the flavours of our land. Annapoorna Consumer Products Private Limited
products will take customer tastebuds on a culinary journey as customer prepare
food that delights and unites hearts around customer table.

MASALA PRODUCTS

PURE SPICES

Spices are the best in their natural forms. But if powdered or mixed for convenience
in cooking they should not loose their essential flavor and aroma. Our SAKTHI spices retain
their natural qualities even after they are powdered. During the process of powdering, the
volatile compounds that give spices their flavour are not given a chance to vaporize and thus
the quality and aroma are retained

 Turmeric powder
 Chilli powder
 Coriander powder
 Aniseed powder
 Cumin powder
 Pepper powder

TRADITIONAL SPICE BLENDS

Annapoorna Masala Offers the complete range of Curry Powders (traditional Spice
blends) for your menus. Our range of products are formulated by a team of experts who are
experienced in the method of traditional cooking for the past 3 decades. It is a delicate blend
of several spices, just a dash of it a dish of vegetables, meat, poultry or fish is enough to
transform it into a gourmet's delight.

 Sambar powder
 Rasam powder
 Vathal puli kulambu powder
 Kulambu chilli powder

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  Curry masala
 Super Garam masala
 Garam masala
SPICE MIXES AND SPICE BLENDS

A ready food in the kitchen. This easy to use traditional Dhall & spice blends are a
side dish like chutney to touch/mix and eat with Idli, Dosai, Chapathi, Poori, Cooked Rice
etc. For breakfast / lunch Annapoorna Masala maintains product superiority year after year
through the use of good quality raw materials, modern machinery and trained personnel.
Annapoorna Masala's other range of products includes various delightful options like Pure
Ghee, Pappad, Pulses, Sundakkai Vathal, Bajji Bonda Powder, Ragi Flour, Bengal Gram
Flour, Sun Flower Oil and so on.

 Lemon Rice powder

 Tamarind Rice powder
 Curry leaf Rice powder
 Dhall Rice powder
 Garlic Rice powder
 Bajji Bonda powder
 Bengal Gram flour
 Ragi flour

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2.2 INDUSTRY PROFILE

Food Industry

India is the world's second largest producer of food next to China, and has the
potential of being the biggest with the food and agricultural sector. The total food production
in India is likely to double in the next ten years and there is an opportunity for large
investments in food and food processing technologies, skills and equipment, especially in
areas of Canning, Dairy and Food Processing, Specialty Processing, Packaging, Frozen
Food/Refrigeration and Thermo Processing. Fruits & Vegetables, Fisheries, Milk & Milk
Products, Meat & Poultry, Packaged/Convenience Foods, Alcoholic Beverages & Soft Drinks
and Grains are important sub-sectors of the food processing industry. Health food and health
food supplements is another rapidly rising segment of this industry which is gaining vast
popularity amongst the health conscious.

India's food processing sector covers fruit and vegetables; meat and poultry; milk and
milk products, alcoholic beverages, fisheries, plantation, grain processing and other consumer
product groups like confectionery, chocolates and cocoa products, Soya-based products,
mineral water, high protein foods etc. We cover an exhaustive database of an array of
suppliers, manufacturers, exporters and importers widely dealing in sectors like the -Food
Industry, Dairy processing, Indian beverage industry etc. We also cover sectors like dairy
plants, canning, bottling plants, packaging industries, process machinery etc.

The most promising sub-sectors includes -Soft-drink bottling, Confectionery

manufacture, Fishing, aquaculture, Grain-milling and grain-based products, Meat and poultry
processing, Alcoholic beverages, Milk processing, Tomato paste, Fast-food, Ready-to-eat
breakfast cereals, Food additives, flavors etc.

The global processed food market is estimated at $3.2 trillion. The Indian food market
is estimated at $182 billion. Food processing industry in India is growing at 14% annum.The
total food production in India is likely to double in the next ten years and there is an
opportunity for large investments in food and food processing technologies especially in
areas of canning, dairy and food processing, specialty processing, packaging, frozen food or
refrigeration and thermo Processing. Fruits & vegetables, fisheries, milk & milk products,
meat & poultry, packaged or convenience foods, alcoholic beverages & soft drinks and grains
are important sub-sectors of the food processing industry.

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 Health food and health food supplements are another rapidly rising segment of this
industry which is gaining vast popularity amongst the health conscious. Coming to the snack
food sector, application of modern technology has helped in enriching the quality of produce.
It has tremendous growth opportunities in the country. Growing population, rapid
urbanization, changing consumer preferences etc are expected to keep the demand increasing
in future too. With a well-integrated supply chain and a good marketing strategy, a
tremendous opportunity lies for snack food industry in India.

India's food processing industry is expected to benefit from this and grow to around
$260-billion from the present USD 200-billion in the next 6-years, according to industry
expert. It is estimated that potential for processed foods is estimated to reach from Rs 8,200-
billion in 2009-10 to Rs13, 500-billion by 2014-15. India produces 41% of the world's
mangoes, 30% of cauliflowers, 28 per cent of tea, 23% of cashews, 36 per cent of green peas
and 10% of onions.The Indian diary sector is around $ 62 b and will grow to $108 b. The
Indian food production is estimated at 500 million tonnes and food processing industry has
immense potential.India is a large and growing market for food products as it is growing at
about 1.6%annum. On the global food sector, the food products industry is expected to reach
$3,137.2-billion by 2011.

Bakery industry in India is the largest of the food industries with an annual turnover
of about Rs. 3000 crores. India is the second largest producer of biscuits after USA. The
biscuit industry in India comprises of organized and unorganized sectors. Bread and Biscuits
form the major baked foods accounting for over 80% of total bakery products produced in the
country. The quantities of bread and biscuits produced are more or less the same. However,
value of biscuits is more than bread.

The industry has traditionally been and largely continues to be in the unorganized
sector contributing over 70% of the total production. Bakery products once considered as sick
man’s diet, have now become an essential food items of the vast majority of population.
Though bakery industry in India has been in existence since long, real fillip came only in the
later part of 20th century. The contributing factors were urbanization, resulting in increased
demand for ready to eat products at reasonable costs etc.

The first loaf of bread happened by chance. About 2600 B.C. an Egyptian slave was
making flour and water cakes. He fell asleep and the fire went out before the cakes were

19
baked. Being in a warm environment overnight, the dough, and the result was much more
pleasant to eat than the thin, hard cakes they were used to be......."

The Bread industry is low - tech and low margin industry. In 1977, the Government of
India had reserved bread industry for small scale industries (SSI). The then existing two large
units viz., Britannia Industries Limited and Modern Food Industries Ltd. were however
allowed to continue on the basis of their respective existing installed capacity. 35 percent of
the total production comes from the small scale sector with about 1500-1800 units in
operation. The organised sector accounts for 20 percent of the total production. The balance
production comes from the un-organised traditional bakery units operating under cottage/tiny
sector numbering approximately 65000 units in the country.

The two major players i.e. BIL & MFIL are having a market share of 10-12 percent
and 7-8 percent respectively. Apart from these two, there are few large regional players such
as Spencers in South India, Vibbs in Maharashtra, Harvest Gold and Perfect in Delhi,
etc.Bread being consumed by wide cross - section of the society, the marketing of bread is
based on a strong retail distribution network which service the customers. As bread industry
is a low margin business, cost control is crucial in sustaining profitability in the long run. The
total market size of bread industry is approximately 15 billion standard loaves (SL) or 1.5
million tonnes. The current growth is around 5 - 6 percent p.a. and is expected to remain in
the same level in the medium term.

The present day consumer looks for new bakery products, better appeal, taste and
convenience from bakery foods. With a population of 1 billion plus, India has the largest
middle-income consumers, who demand varieties in food, clothing, transport and improved
living standards, also wish to eat out. Opportunities, in abundance, exist in Bakery Cafes and
Restaurants, those who cater fast foods, is another fastest growing sector in India.

This is a new challenge to baker and he needs to update his information, technology,
products and services to meet the changing needs of the Indian consumer. To meet the new
challenges, the Govt. of India encourages the Small and Medium Enterprises (SME) with
very attractive financing schemes, to modernize and up-grade their units. This has opened up
opportunities not only to SMEs but also to those in the bakery trade to supply the new
technologies.

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 The bread market has a business volume of 1.5 million tonnes. The bread industry has
a production of approximately 27 lakh tonnes. This segment is characterized by high level of
fragmentation, and high margin. The major factors for growth in this segment are:

i. Brand loyalty

ii. Volumes

iii. Strong distribution networks

The major challenge faced by the organized bread sector at present is low margins of
profit. Hike in the prices of major raw materials like sugar, vegetable oil, milk, and wheat
flour has been accounted for the industry's low margins of profit.

Major Players

The major players in the bread industry that holds about 90% of the market share are:

i. Sakthi Masala Product Ltd

ii. Modern Industries Ltd

iii. Rock fort Foods

iv. Hot buns Bakery

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 CHAPTER III - REVIEW OF LITERATURE

3.1. LITERATURE OF REVIEW

R. Sugumari And S. Rupa (2014) Competency may be defined as an ability of an

individual to do a job properly. Competency mapping is a process of identifying the gap of an
individual’s performance or job related skills in order to fill those gaps through effective
training. The objective of the study is to analyse the link between Competency mapping and
human practices. The sample of the study is 70. Descriptive research design and convenience
sampling method have been used in this study. Questionnaire has been used to collect the
primary data. Simple Percentage analysis, chi-square analysis and correlation have been used
as statistical tools to reach the finding of the study. It is found that competency mapping
should not be seen as rewards and it is not only done for confirmed employees of an
organisation and it can also be done for contract workers or for those seeking employment to
show their skills. Competency mapping must be frequently done in order to test the
competency level of the employees. Since most of the employees are performing different
jobs than they were doing at the time of their joining, more training shall be provided to
perform the new work. it is concluded that there is no relationship between the PDDRD
process cycle is conducted to implement training program based on their experience

R. Sugumari And S. Rupa (2014) An Empirical Study on Competency Mapping. GJRA

- global journal for research analysis Volume-3, Issue-11, Nov Special Issue -2014 •
ISSN No 2277 – 8160.

R.Yuvaraj (2017) Competency Mapping is a process of identifying key competencies

for a company or an organization and the jobs and functions within it. The objective of the
study is to analyse the map the technical competencies for the employees in different
departments of a Textile Machinery Manufacturing Industry. Descriptive research design and
convenience sampling method have been used in this study. Questionnaire has been used to
collect the primary data. Simple Percentage analysis, chi-square analysis and correlation have
been used as statistical tools to reach the finding of the study. It is study analyses the skill
level of Workmen in the organization, so that the training needs can be found out. It is future
research is suggested utilizing to other units in the organization and also to the apprenticeship
trainees and flexi work force. It is concluded that Competency mapping is one of the most

22
accurate means in identifying the job and behavioral competencies of an individual in an
organization .Competency mapping should not be seen as rewards.

R.Yuvaraj (2017) Competency Mapping .International Journal of Scientific &

Engineering Research, Volume 2, Issue 8, August-2011 2 ISSN 2229-5518

Dr. S. Gomathi (2015) Today organizations are all talking in terms of competence.
Gone are the days when people used to talk in terms of skill sets, which would make their
organizations competitive. There has been a shift in the focus of the organizations. The
objevtive pof the study is to analyse the utility and scope of competency mapping in today’s
business environment and its relevance at Private Ltd, Manufacturing company,Ranipet.
Descriptive research design and convenience sampling method have been used in this study.
Questionnaire has been used to collect the primary data. Simple Percentage analysis, chi-
square analysis and correlation have been used as statistical tools to reach the finding of the
study. It is found that Identification of competency levels of employees. It is suggested that
"The Competent Manager". Boyatzis suggested that a competency was a combination of a
motive, trait, skill, aspect of one's self-image or social role, or a body of relevant knowledge.
In other words, a competency is any characteristic of an individual that might be related to
successful Performance. it can be concluded that the concept of competency mapping is need
to be regularly carried out here which will help organization to build their knowledge pool.

Dr. S. Gomathi (jan 2015) “Formulating and Implementing Competency Modelling,

Profiling and Mapping’’at Private Limited, Ranipet, Vellore,.Mediterranean Journal of
Social Sciences MCSER Publishing, Rome-Italy ISSN 2039-2117

A.Tejeswari, Dr.T.V.Ambuli (2016) Competency Mapping is a process to identify

key competencies for an organization and/or a job and incorporating those competencies
throughout the various processes (i.e. job evaluation, training, recruitment) ofthe
organization. The objective of the study is analyse correlate the optimum usage of time with
that of individual capability in tracking the progress of activity. The sample of the study is
102. Descriptive research design and convenience sampling method have been used in this
study. Questionnaire has been used to collect the primary data. Simple Percentage analysis,
chi-square analysis ,correlation and regression have been used as statistical tools to reach the
finding of the study. it is found that there is no association between
work experience and high emotional strength. Miller, et. al. (2010)suggests, “there are two

23
senses in which competence can be defined. The first iscompetence equating to performance.
It is concluded that Thus, concisely one can conclude and come to a point that selection and
recruitment of employees forms one of the crucial functions of an Organization.

A.Tejeswari, Dr.T.V.Ambuli (2016) a study on competency mapping of employees with

referenceto murugappan and company. international journal of research
science& management- impact actor: 2.715: ISSN –(2349- 5197)

Cyril (2018) Competency Mapping is analyzing the best abilities for an organization
and inculcating those practices in the organization to achieve the goals. The objective of the
study is to analyse the competency mapping as a tool to gain competitive advantage.
Descriptive research design and convenience sampling method have been used in this study.
Questionnaire has been used to collect the primary data. Simple Percentage analysis, chi-
square analysis and correlation have been used as statistical tools to reach the finding of the
study. It is found that found that Competency based selection method is healthy, structured
and Comprehensive. they even make use of the data that is existing in the company.
Employees suggest through discussions what are the best competencies and which will help
them perform. It is concluded that Competency mapping is therefore a combination of both
hard skills and soft skills of an individual which helps the organization meet its
objectives.

Cyril (2018) A Study on Competency Mapping in Organizations. International Journal

of Research e- ISSN- 2348- 795x volume 05, Issue 01 jan 2018.
https://www.researchgate.net/publication/357367570_A_Study_on_Competency_Mappi
ng_in_Organizations

Smithesh G (2018) Competencies are not personality traits, nor are they skills in the
traditional sense. Instead, they represent a set of behaviors that encompass skills, knowledge
and personal attributes. The objective of the study is to analyse the role of competency
mapping and its impact on HR Deliverables with respect to the realty sector. The sample of
the study is 60. Descriptive research design and convenience sampling method have been
used in this study. Questionnaire has been used to collect the primary data. Simple Percentage
analysis, chi-square analysis and correlation have been used as statistical tools to reach the
finding of the study. It is found that almost all the respondents have expressed their opinion
that competency mapping has high impact on the performance appraisal process. There were

24
very few respondents who felt that it has low impact on performance appraisal process. It is
suggested that HR should create different ways to increase the level of acceptance for
competency based performance appraisal. It is concluded that The study shows that
competency based HR practices are gaining momentum in the field and the profession. The
contradictions in certain areas depict the dynamics of the evolving models of competency
mapping.

Smithesh G (2018) a study on competency mapping and its impacton deliverables with
respect to the reality sector. International Journal of Civil Engineering and Technology
(IJCIET), Volume 9, Issue 1, January 2018, pp. 179–190, Article ID:
IJCIET_09_01_018

Shivanjali (2019) Competency Mapping may be defined as a procedure of identifying

the important capabilities of an organization, also the occupations and capacities inside it.
The objective of the study is to analyse the competency factors among IT professionals that
affect the retention of employees. The sample of the study is 200. Descriptive research
design and convenience sampling method have been used in this study. Questionnaire has
been used to collect the primary data. Simple Percentage analysis, chi-square analysis
,correlation and regression have been used as statistical tools to reach the finding of the study.
, it is found in the study that the motives to work in the company and the commitment of the
employees towards the work is very important. It is the conclusions of the detailed and
thorough study, there are few possible implications for retention of employees.

Shivanjali (2019) Competency Mapping: A Strategic Perspective in Employee

Retention. Blue Eyes Intelligence Engineering & Sciences Publication ISSN: 2277-3878
(Online), Volume-8 Issue-2, July 2019

Ms. Y. V. Naga Kumari and Mr. G. Kamal (2021) Competency Mapping” refers
to a process through which the competencies of the necessary process are identified. It is
done to determine the critical activities of the mandatory processes of the organization. The
objective of the study is to analyse the impact of competency mapping on employee
development. The sample of the study is 100. Descriptive research design and convenience
sampling method have been used in this study. Questionnaire has been used to collect the
primary data. Simple Percentage analysis, chi-square analysis and correlation have been used
as statistical tools to reach the finding of the study. It is Dr. P. Suguna and Tamilselvi (2013)

25
found that competency mapping should not be seen as rewards and it is not only done for
confirmed employees of an organisation and it can also be done for contract workers or for
those seeking employment to show their skills. It is suggested that Motivation should be
given to the employees so that more interest can be inculcated in knowledge
enhancement and management. It is concluded that it is concluded that competency is a
key behaviour of employees in the sample organizations that enables the superior
performance of the organizations as a whole.

Ms. Y. V. Naga Kumari and Mr. G. Kamal (2021) competency mapping. A Journal of
composition theory ISSN : 0731-6755 – 2021 ref- ( 59-67)

Toopalli Sirisha (2019) Competency mapping is regarding characteristic ideal

behaviors and private skills that distinguish exceptional and colossal performance from the
typical. The objective of the study is to analyse the dimensions of competency mapping by
technology, planning and organization, communication, leadership level . The sample of the
study is 150. Descriptive research design and convenience sampling method have been used
in this study. Questionnaire has been used to collect the primary data. Simple Percentage
analysis, chi-square analysis, one way anova and correlation have been used as statistical
tools to reach the finding of the study. It is concluded that the analysis of primary data also
reveal that an organization can use outfit for competency mapping, which is extremely useful
to grow the employees. It has been suggested that the company should take up various
strategies to progress the problem solving skills of employees, and to conduct entertainment
programs, learning seminars and e-learning programs to improve and to reduce the stress.

Toopalli Sirisha (2019) A Study on Competency Mapping at BGR Energy in India.

International Journal of Scientific Research and Engineering Development-– Volume2
Issue 2, Mar –Apr 2019 (547-555).http://www.ijsred.com/volume2/issue2/IJSRED-
V2I2P62.pdf

Neha Bhat (2020) Competency mapping was fundamentally utilized in the UK for
taking care of the development of business related principles of execution. Meaning of
'Competency Mapping' Competency mapping orders a man's advantages and disadvantages.
The objective of competency mapping is to enable the individual to well acknowledge
oneself and to call attention to where calling development should be focussed. Descriptive
research design and convenience sampling method have been used in this study.

26
Questionnaire has been used to collect the primary data. Simple Percentage analysis, chi-
square analysis and correlation have been used as statistical tools to reach the finding of the
study. It is concluded that competency mapping is certainly another era in the field of HR. It
guarantees affordable utilization of the most significant resources, human capital by
guaranteeing the best suitable job to a person

Neha Bhat (2020) Competency Mapping in Organisations – A Review Study. 2020

JETIR March 2020, Volume 7, Issue 3 – pg- (840-845)
https://www.jetir.org/papers/JETIR2003126.pdf

Dr. Vinod Waiker, Mr. Aftab Ali Siddiqui (2022) Competency is defined by the
traditional author (White, 1959) as one's capacity or ability to engage successfully with its
surroundings and efficacy in achieving goals. The objective of the study is to analyse the
determine how organisations perceive competency mapping as a useful tool for staff
development. Descriptive research design and convenience sampling method have been used
in this study. Questionnaire has been used to collect the primary data. Simple Percentage
analysis, chi-square analysis and correlation have been used as statistical tools to reach the
finding of the study. It was found that the historical evolution demonstrates that competence
scholarship has focused on use of the concept in different fields and contexts, theoretical
frameworks for competence development and strategic relevance of competence-based
(demand-based) human resource management. Results also suggest that the term competency
and competence are interchangeably usable. It is concluded that As said above, with a few
exceptions to be taken into account, firms can develop and sustain a competitive future
workforce with adequate competency identification among their employees.

Dr. Vinod Waiker, Mr. Aftab Ali Siddiqui (2022) A Review Study On Employees'
Competency Mapping And Output Management. Journal of Positive School
Psychology, Vol. 6, No. 7, 4105-4111

27
 CHAPTER IV – DATA ANALYSIS AND INTERPRETATION

4.1 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It

includes various steps that are generally adopted by a researcher.

Research Design

Research design is the plan, structure and strategy of investigation concerned so as to

obtain answer to research questions and to control variance. A Research Design is the
arrangement of conditions for collections and analysis of data in a manner that aims to
combine relevance to the research purpose with economy in procedure. The research is a
descriptive research, as it includes surveying and fact-finding. The research was not done
before for the organization. The research was supposed to explore details for further studies.

Empirical Research Design

Empirical research is a way of gaining knowledge by means of direct observation or

experience. Empirical evidence can be analyzed quantitatively or qualitatively. Through
quantifying the evidence or making sense of it in qualitative form, a researcher can answer
empirical questions, which should be clearly defined and answerable with the evidence
collected (usually called data). Research design varies by field and by the question being
investigated.

Sample Design

Sampling design is simple random sampling.

Population

The study has the population size of 475 employees in Annapoorna Consumer
Products Pvt. Ltd, Coimbatore, in which includes both male and female.

Sample Size

The sample size is 150 employees.

28
Sampling Unit

Here Coimbatore is the sampling unit of this study.

Area of study

The survey was conducted in Annapoorna Consumer Products Pvt. Ltd, Coimbatore,
where the opinion of the employees was evaluated and carried out on the topic competency
mapping.

Questionnaire

Here all data are going to be collected though Questionnaire. A Questionnaire is a

series of questions asked to individuals to obtain statistically useful information about a given
topic. When properly constructed and responsibly administered, questionnaires become a
vital instrument by which statements can be made about specific groups or people or entire
populations.

Questionnaires are frequently used in quantitative marketing research and social

research. They are a valuable method of collecting a wide range of information from a large
number of individuals, often referred to as respondents. Adequate questionnaire construction
is critical to the success of a survey. Inappropriate questions, incorrect ordering of questions,
incorrect scaling, or bad questionnaire format can make the survey valueless, as it may not
accurately reflect the views and opinions of the participants. A useful method for checking a
questionnaire and making sure it is accurately capturing the intended information is to pretest
among a smaller subset of target respondents.

The Questionnaire is given in the Bibliography. We give this questionnaire to Mutual

funds holder in India.

Sources of Data

The study is conducted on the basis of primary data collected from Annapoorna
Consumer Products Pvt. Ltd, Coimbatore; Secondary data is also a part of study. The primary
data were collected from employees of Annapoorna Consumer Products Pvt. Ltd,
Coimbatore. Direct personal questionnaire method and interview was adopted to collect
information from the employees.

29
 Two sources of data’s are mainly used for the study. They are

 Primary data
 Secondary data

 Primary data: This data is gathered from firsthand information sources and it
includes data’s from employees, clerks etc. by administrating the
questionnaire having face to face interaction with employees we also collect
primary data by interviewing mangers.
 Secondary data : This data are those data which have already been collected,
tabulated and presenting in some forms by someone else for some other
purpose .In this study internet, journals, magazines, etc. were used for
collecting data.

Tools for Data Collection

 Questionnaire
STATISTICAL TOOLS FOR ANALYSIS

One of the tools used for analyzing the data is percentage method. Percentage refers
to a special kind of ratio, which is used describe the relationship reduces everything to
common and there by meaningful comparison to be made.

 Percentage analysis
 Chi-square test
 Anova
Percentage analysis
It is the most commonly used method for analyzing the collected data, percentage
refers to a statistical kind of ration. It is used for making comparison between two or more
series of data. Percentage is used to describe relationship among the number of respondents
and percentage can also be used to compare the relative terms, the distribution of two or more
series of data.
No. of respondents
Percentage analysis = __________________________________ x 100
Total of respondents

30
Chi-square test

The Chi-square test is an important test amongst the several tests of significance
developed by statisticians. Chi-square is a statistical measure used in the context of sampling
analysis for comparing a variance to a theoretical variance. As a non-parametric test, it can
be used to determine if categorical data shows dependency or the two classifications are
independent.

2 is calculated as follows:

2 = (O-E)2/E

Where O = Observed frequency and E = Expected frequency

In case of a contingency table i.e., a table with two columns and two rows or a table
with two columns and more than two rows or a table with two rows but more than two
columns or table with more than two rows and more than two columns, the degrees of
freedom is worked out as follows:

Degrees of freedom = (C-1) (R-1)

Where, ‘C’ means the number of columns and ‘R’ means the number of rows.

Correlation Analysis

The Pearson correlation coefficient is a very helpful statistical formula that measures
the strength between variables and relationships. The coefficient value can range between -
1.00 and 1.00. If the coefficient value is in the negative range, then that means the
relationship between the variables is negatively correlated, or as one value increases, the
other decreases. If the value is in the positive range, then that means the relationship between
the variables is positively correlated, or both values increase or decrease together.

31
 4.2 DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.2.1

GENDER OF THE RESPONDENTS

Gender No. of respondents Percent

Male 92 61.3

Female 58 38.7

Total 150 100.0

Source: Primary Data

INTERPRETATION

The above table shows that 61.3% of respondents are male and 38.7% of the
respondents are female. Thus the majority of the respondents are male.

CHART NO: 4.2.1

GENDER OF THE RESPONDENTS

32
 TABLE NO: 4.2.2
AGE OF THE RESPONDENTS

Age No. of respondents Percent

21-30 78 52.0

31-40 44 29.3

41-50 14 9.3

Above 50 14 9.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 52.0% of respondents are in the age group of 21-30 years,
29.3% of the respondents are in the age group of 31-40 years, 9.3% of the respondents are
in the age group of 41-50 years and 9.3% of the respondents are in the age group of above
50 years. Thus the majority of the respondents are in the age group of 21-30 years.
CHART NO: 4.2.2
AGE OF THE RESPONDENTS

33
 TABLE NO: 4.2.3

EDUCATIONAL QUALIFICATION OF THE RESPODENTS

Educational No. of respondents Percent

UG 48 32.0

PG 54 36.0

Professional 35 23.3

Others 13 8.7

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 32.0% of respondents have completed UG, 36.0% of the
respondents have completed PG, 23.3% of the respondents have completed professional
degree and 8.7% of the respondents have completed other educational qualification. Thus
the majority of the respondents have completed PG degree.
CHART NO: 4.2.3
EDUCATIONAL QUALIFICATION OF THE RESPODENTS

34
 TABLE NO: 4.2.4
MARITAL STATUS

Gender No. of respondents Percent

Married 80 53.3

Unmarried 70 46.7

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 53.3% of respondents are married and 46.7% of the
respondents are unmarried. Thus the majority of the respondents are married.
CHART NO: 4.2.4
MARITAL STATUS

35
 TABLE NO: 4.2.5
DESIGNATION OF RESPONDENTS
Salary No. of respondents Percent

Top level executives 69 46.0

Middle level managers 54 36.0

Operational level executives 27 18.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 46.0% of respondents are top level executives, 36.0% of
the respondents are middle level managers and 18.0% of the respondents are operational
level executives in the company. Thus the majority of the respondents are top level
executives in the company.
CHART NO: 4.2.5
DESIGNATION OF RESPONDENTS

36
 TABLE NO: 4.2.6
DECISION MAKING SKILL

Particulars No. of respondents Percent

Excellent 48 32.0

Good 36 24.0

Average 41 27.3

Bad 20 13.3

Poor 5 3.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 32.0% of respondents said that excellent, 24% of the
respondents said that good, 27.3% of the respondents said that average, 13.3% of the
respondents said that bad and 3.3% the respondents said that poor towards the decision
making skill. Thus the majority of the respondents said that excellent towards the decision
making skill.
CHART NO: 4.2.6
DECISION MAKING SKILL

37
 TABLE NO: 4.2.7
COMMUNICATION SKILL

Particulars No. of respondents Percent

Excellent 37 24.7

Good 62 41.3

Average 18 12.0

Bad 7 4.7

Poor 26 17.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 24.7% of respondents said that excellent, 41.3% of the
respondents said that good, 12.0% of the respondents said that average, 4.7% of the
respondents said that bad and 17.3% the respondents said that poor towards the
communication skill. Thus the majority of the respondents said that good towards the
communication skill.
CHART NO: 4.2.7
COMMUNICATION SKILL

38
 TABLE NO: 4.2.8
CREATIVITY CAPABILITIES

Particulars No. of respondents Percent

Excellent 38 25.3

Good 11 7.3

Average 37 24.7

Bad 41 27.3

Poor 23 15.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 25.3% of respondents said that excellent, 7.3% of the
respondents said that good, 24.7% of the respondents said that average, 27.3% of the
respondents said that bad and 15.3% the respondents said that poor towards the creativity
capabilities. Thus the majority of the respondents said that bad towards the creativity
capabilities.
CHART NO: 4.2.8
CREATIVITY CAPABILITIES

39
 TABLE NO: 4.2.9
EMOTIONAL INTELLIGENCE

Particulars No. of respondents Percent

Excellent 37 24.7

Good 34 22.7

Average 42 28.0

Bad 27 18.0

Poor 10 6.7

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 24.7% of respondents said that excellent, 22.7% of the
respondents said that good, 28.0% of the respondents said that average, 18.0% of the
respondents said that bad and 6.7% the respondents said that poor towards the emotional
intelligence. Thus the majority of the respondents said that average towards the emotional
intelligence.
CHART NO: 4.2.9
EMOTIONAL INTELLIGENCE

40
 TABLE NO: 4.2.10
LEADERSHIP SKILL ABILITIES

Particulars No. of respondents Percent

Excellent 27 18.0

Good 67 44.7

Average 24 16.0

Bad 9 6.0

Poor 23 15.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 18.0% of respondents said that excellent, 44.7% of the
respondents said that good, 16.0% of the respondents said that average, 6.0% of the
respondents said that bad and 15.3% of the respondents said that poor towards the leadership
skill abilities. Thus the majority of the respondents said that good towards leadership skill
abilities.
CHART NO: 4.2.10
LEADERSHIP SKILL ABILITIES

41
 TABLE NO: 4.2.11
INCREASES EMPLOYEES SELF AWARENESS

Particulars No. of respondents Percent

Highly satisfied 34 22.7

Satisfied 37 24.7

Neither satisfied nor dissatisfied 47 31.3

Dissatisfied 9 6.0

Highly dissatisfied 23 15.3

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 22.7% of the respondents are highly satisfied, 24.7% of
the respondents are satisfied, 31.3% of the respondents are neither satisfied nor dissatisfied,
6.0% of the respondents are dissatisfied and 15.3% of the respondents are highly dissatisfied
towards the increases employees self awareness. Thus the majority of the respondents are
neither satisfied nor dissatisfied towards the increases employees self awareness.
CHART NO: 4.2.11
INCREASES IN EMPLOYEES LOYALTY

42
 TABLE NO: 4.2.12
ABLE TO IDENTIFY NEW LEADERS FOR THE COMPANY
Particulars No. of respondents Percent

Highly satisfied 46 30.7

Satisfied 49 32.7

Neither satisfied nor dissatisfied 30 20.0

Dissatisfied 12 8.0

Highly dissatisfied 13 8.7

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 30.7% of the respondents are highly satisfied, 32.7% of
the respondents are satisfied, 20.0% of the respondents are neither satisfied nor dissatisfied,
8.0% of the respondents are dissatisfied and 8.7% of the respondents are highly dissatisfied
towards the able to identify new leaders for the company. Thus the majority of the
respondents are satisfied towards the able to identify new leaders for the company.
CHART NO: 4.2.12
ABLE TO IDENTIFY NEW LEADERS FOR THE COMPANY

43
 TABLE NO: 4.2.13
HELPS IN MAKING PROMOTION

Particulars No. of respondents Percent

Highly satisfied 80 53.3

Satisfied 47 31.3

Neither satisfied nor dissatisfied 16 10.7

Dissatisfied 4 2.7

Highly dissatisfied 3 2.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 53.3% of the respondents are highly satisfied, 31.3% of
the respondents are satisfied, 10.7% of the respondents are neither satisfied nor dissatisfied,
2.7% of the respondents are dissatisfied and 2.0% of the respondents are highly dissatisfied
towards helps in making promotion. Thus the majority of the respondents are highly
satisfied towards helps in making promotion.
CHART NO: 4.2.13
HELPS IN MAKING PROMOTION

44
 TABLE NO: 4.2.14
HELPS TO IDENTIFY THE REQUIRED TYPES OF TRAINING

Particulars No. of respondents Percent

Highly satisfied 16 10.7

Satisfied 75 50.0

Neither satisfied nor dissatisfied 28 18.7

Dissatisfied 16 10.7

Highly dissatisfied 15 10.0

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 10.7% of the respondents are highly satisfied, 50.0% of
the respondents are satisfied, 18.7% of the respondents are neither satisfied nor dissatisfied,
10.7% of the respondents are dissatisfied and 10.0% of the respondents are highly dissatisfied
towards the helps to identify the required types of training. Thus the majority of the
respondents are satisfied towards the helps to identify the required types of training.
CHART NO: 4.2.14
HELPS TO IDENTIFY THE REQUIRED TYPES OF TRAINING

45
 TABLE NO: 4.2.15
TO ANALYSING GAP ANALYSIS REPORT

Particulars No. of respondents Percent

Highly satisfied 31 20.7

Satisfied 36 24.0

Neither satisfied nor dissatisfied 17 11.3

Dissatisfied 60 40.0

Highly dissatisfied 6 4.0

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 20.7% of the respondents are highly satisfied, 24.0% of
the respondents are satisfied, 11.3% of the respondents are neither satisfied nor dissatisfied,
40.0% of the respondents are dissatisfied and 4.0% of the respondents are highly dissatisfied
towards to analysing gap analysis report. Thus the majority of the respondents are dissatisfied
towards to analysing gap analysis report.
CHART NO: 4.2.15
TO ANALYSING GAP ANALYSIS REPORT

46
 TABLE NO: 4.2.16
KNOWING THEIR STATUS AMONG THE EMPLOYEES IN THE COMPANY

Particulars No. of respondents Percent

Strongly agree 37 24.7

Agree 61 40.7

Neither agree nor disagree 23 15.3

Disagree 20 13.3

Strongly disagree 9 6.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 24.7% of respondents are strongly agree, 40.7% of the
respondents are agree , 15.3% of the respondents are neither agree nor disagree,13.3% of the
respondents are disagree and 6.0% of the respondents are strongly disagree towards the
knowing their status among the employees in the company. Thus the majority of the
respondents are agree towards the knowing their status among the employees in the company.
CHART NO: 4.2.16
KNOWING THEIR STATUS AMONG THE EMPLOYEES IN THE COMPANY

47
 TABLE NO: 4.2.17
UNDERSTANDING THE PROMOTIONAL OPPORTUNITIES IN THE COMPANY
No. of
Particulars Percent
respondents

Strongly agree 68 45.3

Agree 31 20.7

Neither agree nor disagree 35 23.3

Disagree 3 2.0

Strongly disagree 13 8.7

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 45.3% of respondents are strongly agree, 20.7% of the
respondents are agree, 23.3% of the respondents are neither agree nor disagree, 2.0% of the
respondents are disagree and 8.7% of the respondents are strongly disagree towards the
understanding the promotional opportunities in the company. Thus the majority of the
respondents are strongly agree towards the understanding the promotional opportunities in
the company.
CHART NO: 4.2.17
UNDERSTANDING THE PROMOTIONAL OPPORTUNITIES IN THE COMPANY

48
 TABLE NO: 4.2.18
KNOWING EXPECTED SKILL OF THE ORGANISATION

Particulars No. of respondents Percent

Strongly agree 26 17.3

Agree 61 40.7

Neither agree nor disagree 31 20.7

Disagree 12 8.0

Strongly disagree 20 13.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 17.3% of respondents are strongly agree, 40.7% of the
respondents are agree, 20.7% of the respondents are neither agree nor disagree, 8.0% of the
respondents are disagree and 13.3% of the respondents are strongly disagree towards the
knowing expected skill of the organization. Thus the majority of the respondents are agree
towards the knowing expected skill of the organization.
CHART NO: 4.2.18
KNOWING EXPECTED SKILL OF THE ORGANISATION

49
 TABLE NO: 4.2.19
IDENTIFYING REQUIRED SKILL TO DEVELOP

Particulars No. of respondents Percent

Strongly agree 29 19.3

Agree 30 20.0

Neither agree nor disagree 58 38.7

Disagree 13 8.7

Strongly disagree 20 13.3

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 19.3% of respondents are strongly agree, 20.0% of the
respondents are agree, 38.7% of the respondents are neither agree nor disagree, 8.7% of the
respondents are disagree and 13.3% of the respondents are strongly disagree towards the
identifying required skill to develop. Thus the majority of the respondents are neither agree
nor disagree towards the understanding the identifying required skill to develop.
CHART NO: 4.2.19
IDENTIFYING REQUIRED SKILL TO DEVELOP

50
 TABLE NO: 4.2.20
EMPLOYEES CAN GAIN NEW SKILLS THROUGH
TRAINING AND DEVELOPMENT
particulars No. of respondents Percent

Strongly agree 27 18.0

Agree 62 41.3

Neither agree nor disagree 32 21.3

Disagree 20 13.3

Strongly disagree 9 6.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 18.0% of respondents are strongly agree, 41.3% of the
respondents are agree, 21.3% of the respondents are neither agree nor disagree, 13.3% of
the respondents are disagree and 6.0% of the respondents are strongly disagree towards the
employees can gain new skills through training and development. Thus the majority of the
respondents are agree towards the employees can gain new skills through training and
development.
CHART NO: 4.2.20
EMPLOYEES CAN GAIN NEW SKILLS THROUGH
TRAINING AND DEVELOPMENT

51
 TABLE NO: 4.2.21
LOT OF TIME IS NEEDED TO IDENTIFY THE SKILL OF THE EMPLOYEES

Particulars No. of respondents Percent

Strongly agree 29 19.3

Agree 52 34.7

Neither agree nor disagree 38 25.3

Disagree 15 10.0

Strongly disagree 16 10.7

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 19.3% of respondents are strongly agree, 34.7%
of the respondents are agree, 25.3% of the respondents are neither agree nor disagree,
10.0% of the respondents are disagree and 10.7% of the respondents are strongly
disagree towards the lot of time is needed to identify the skill of the employees. Thus the
majority of the respondents are agree towards the lot of time is needed to identify the
skill of the employees.
CHART NO: 4.2.21
LOT OF TIME IS NEEDED TO IDENTIFY THE SKILL OF THE EMPLOYEES

52
 TABLE NO: 4.2.22
COMPETENCY MAPPING IS COST EXPENSIVE ONE

Particulars No. of respondents Percent

Strongly agree 26 17.3

Agree 42 28.0

Neither agree nor disagree 53 35.3

Disagree 22 14.7

Strongly disagree 7 4.7

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 17.3% of respondents are strongly agree, 28.0%
of the respondents are agree, 35.3% of the respondents are neither agree nor disagree,
14.7% of the respondents are disagree and 4.7% of the respondents are strongly disagree
towards the competency mapping is cost expensive one Thus the majority of the
respondents are neither agree nor disagree towards the competency mapping is cost
expensive one.
CHART NO: 4.2.22
COMPETENCY MAPPING IS COST EXPENSIVE ONE

53
 TABLE NO: 4.2.23
IDENTIFY THE SET OF COMPETENCIES WITH THE EMPLOYEES

Particulars No. of respondents Percent

Strongly agree 64 42.7

Agree 41 27.3

Neither agree nor disagree 33 22.0

Disagree 8 5.3

Strongly disagree 4 2.7

Total 150 100.0

Source: Primary Data

INTERPRETATION
The above table shows that 42.7% of respondents are strongly agree, 27.3% of the
respondents are agree, 22.0% of the respondents are neither agree nor disagree, 5.3% of the
respondents are disagree and 2.7% of the respondents are strongly disagree towards the
identify the set of competencies with the employees. Thus the majority of the respondents are
strongly agree towards the identify the set of competencies with the employees.
CHART NO: 4.2.23
IDENTIFY THE SET OF COMPETENCIES WITH THE EMPLOYEES

54
 TABLE NO: 4.2.24
CONTRIBUTION OF TOP LEVEL MANAGEMENT IS IMPORTANT

Particulars No. of respondents Percent

Strongly agree 14 9.3

Agree 32 21.3

Neither agree nor disagree 37 24.7

Disagree 19 12.7

Strongly disagree 48 32.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 9.3% of respondents are strongly agree, 21.3% of the
respondents are agree, 24.7% of the respondents are neither agree nor disagree, 12.7% of the
respondents are disagree and 32.0% of the respondents are strongly disagree towards the
contribution of top level management is important. Thus the majority of the respondents are
strongly disagree towards contribution of top level management is important.
CHART NO: 4.2.24
CONTRIBUTION OF TOP LEVEL MANAGEMENT IS IMPORTANT

55
 TABLE NO: 4.2.25
RESOURCE ALLOCATION TO COMPLETE THE PROCESS

Particulars No. of respondents Percent

Strongly agree 19 12.7

Agree 44 29.3

Neither agree nor disagree 41 27.3

Disagree 28 18.7

Strongly disagree 18 12.0

Total 150 100.0

Source: Primary Data
INTERPRETATION
The above table shows that 12.7% of respondents are strongly agree, 29.3%of the
respondents are agree, 27.3% of the respondents are neither agree nor disagree, 18.7 % of the
respondents are disagree and 12.0% of the respondents are strongly disagree towards the
resource allocation to complete the process. Thus the majority of the respondents are agree
towards the resource allocation to complete the process.
CHART NO: 4.2.25
RESOURCE ALLOCATION TO COMPLETE THE PROCESS

56
 CHI-SQUARE ANALYSIS

RELATIONSHIP BETWEEN THE GENDER OF THE RESPONDENTS AND

CURRENT LEVEL OF COMPETENCIES AMONG THE EMPLOYEES

HYPOTHESIS TESTING

Null hypothesis (Ho):

There is no significant relationship between the gender of the respondents and current
level of competencies among the employees.

Alternative hypothesis (H1):

There is some significant relationship between the gender of the respondents and
current level of competencies among the employees.

Level of signification
95% confidence interval

Calculation Value
Gender S.A A U D SD

Male 50 50 - - -

Female 45 - 5 - -

Solution

DESCRTIPTIVE STATISTICS

N Mean STD Minimum maximum

Sa 2 50.0000 .00000 50.00 50.00

A 2 47.5000 3.53553 45.00 50.00

57
 TEST STATISTICS
A

Chi-square .000a

df 1
Asymp.sig 1.000

a. 2 cells (100.0%) have expected frequency less then 5. The minimum expected cell
frequency is 1.0.

Table value = (r-1) (c-1)

= (2-1) (5-1)

0.05(4) = 1*(4)

Table value = 9.488.

Ho : there is no significant different between gender and high performance in organization.

H1 : there is significant different between gender and high performance in organization. To

accepted null hypothesis

CORRELATION

CORRELATION BETWEEN THE EDUCATION OF THE RESPONDENTS

AND EMPLOYEES CAN GAIN NEW SKILLS THROUGH TRAINING AND
DEVELOPMENT OF THE RESPONDENTS

Education S.A A U O SD

UG 20 20 - - -

PG 15 5 - - -

Professional 10 10 - - -

Others 10 10 - - -

58
 CORRELATION ANALYSIS

DESCRIPTIVE STATISTICS

Mean Std. Deviation N

Sa 13.7500 4.78714 4

A 11.2500 6.29153 4

CORRELATIONS

Sa a

Sa Pearson correlation 1 .623

Sig. (2-talled) .377

N 4 4

A Pearson correlation .623 1

Sig. (2-talled) .377

N 4 4

INTERPRETATION:

The Above table indicates that out of 150 respondents, co-efficient of correlation
between the education of the respondents and employees can gain new skills through training
and development of the respondents It is below 1. So there is positive relationship between
age of the respondents and satisfaction.

59
 CHAPTER-V

FINDINGS, SUGGESTION AND CONCLUSION

5.1 FINDINGS

 61.3% of the respondents are male.

 52.0% of the respondents are in the age group of 21-30 years.

 32.0% of the respondents are PG degree.

 53.3% of the respondents are married.

 46.0% of the respondents have top level executives designation of the respondents.

 32.0% of the respondents said that excellent towards the decision making skill.

 41.3% of the respondents said that good towards the communication skill.

 27.3% of the respondents said that bad towards the creativity capabilities.

 28.0% of the respondents said that average towards the emotional intelligence.

 44.7% of the respondents said that good towards leadership skill abilities.

 31.3% of the respondents are neither satisfied nor dissatisfied towards the increases
employees self awareness.

 32.7% of the respondents are satisfied towards the able to identify new leaders for the
company.

 53.3% of the respondents are highly satisfied towards the helps in making promotion.

 50.0% of the respondents are satisfied towards the helps to identify the required types
of training.

 40.0% of the respondents are dissatisfied towards the analyzing gap analysis report.

 40.7% of the respondents are agree towards the knowing their status among the
employees in the company.

60
 45.3% of the respondents are strongly agree towards the understanding the
promotional opportunities in the company.

 40.7% of the respondents are agree towards the understanding the knowing expected
skill of the organization.

 38.7% of the respondents are neither agree nor disagree towards the understanding
the identifying required skill to develop.

 41.3% of the respondents are agree towards the employees can gain new skills
through training and development.

 34.7% of the respondents are agree towards the lot of time is needed to identify the
skill of the employees.

 35.3% of the respondents are neither agree nor disagree towards the competency
mapping is cost expensive one.

 42.7% of the respondents are neither agree nor disagree towards the identify the set of
competencies with the employees.

 32.0% of the respondents are strongly disagree towards contribution of top level
management is important.

 29.3% of the respondents are agree towards the resource allocation to complete the
process.

 There is some not significant relationship between the gender of the respondents and
current level of competencies among the employees.

 There is negative relationship between the age of the respondents and identification of
existing competency in the organization.

61
5.2 SUGGESTIONS

 The organization must enhance the decision making skill of the employees in the
company.

 The organization should offer training and development to develop communication

skill of the employees.

 The company should give opportunities to improve creativity capabilities to the

employees.

 It must train the employees in emotional intelligence by various methods.

 The company must improve leadership skill abilities in order to lead the companies
and teams successfully.

 There must be a study of self awareness of the employees in every aspect to be aware
in all aspects in the company.

 The concern must identify new leaders for the company in order to have the better
leaders consecutively.

 The company must ensure for the promotion of the employees in order to develop
their potential.

 The company must identify various needed training for the employees to make them
better for the company.

 The company has to prepare gap analysis in order to fill the gap to meet its objectives
easily.

 The company should provide feedback of their performance to value their status in the
work place.

 The company should convey their expected skills and capabilities to the employees to
make them to develop themselves accordingly.

62
5.3 CONCLUSION

Competency is a set of knowledge, skills and attitudes required to perform a job

effectively and efficiently and it describes what has to be done. From the above study it can
be concluded that competency mapping is definitely a new era in the field of HR. It promises
economical use of the most important resource, human capital by ensuring the best suitable
job to the person. It also ensures individuals growth and development. An individual can map
his or her competencies and find the job which suits him the most. In simple words it not only
ensures the best person is recruited and placed in the best job suitable to the person, but also
through training and appraisal makes the less competent person into more proficient.

The study shows that competency based HR practices are gaining momentum in the
field and the profession. The contradictions in certain areas depict the dynamics of the
evolving models of competency mapping. For example, the acceptance of the competency
based appraisal is very low, but the overall contribution is the highest in the performance
appraisal. Like that in selection process the acceptance of the competency is based on
selection process.

63
 APPENDIX

QUESTIONNAIRE

A STUDY ON COMPETENCY MAPPING IN ANNAPOORNA CONSUMER

PRODUCTS PVT.LTD, COIMBATORE

1. Name: -----------------------------------------

2. Gender :

a) Male b) Female

3. Age in years :

a) 21-30 b) 31-40 c) 41-50 d) Above 50

4. Educational Qualification :

a) UG b) PG c) Professional d) Others

5. Marital Status :

a) Married b) Unmarried

6. Designation :

a) Top level executives b) Middle level managers

c) Operational level executives

To identify the current level of competencies among the employees

Excellent

Average
Good

Poor
Bad

7.Decision making skill

8.Communication skill

9.Creativity capabilities

10.Emotional intelligence

11.Leadership skill abilities

To understand the benefits of identification of existing competency in the organisation

Dissatisfied
dissatisfied

dissatisfied
Satisfied
satisfied

satisfied
Neither
Highly

Highly
nor
12.Increases employees self awareness

13.Able to identify new leaders for the

company

14.Helps in making promotion

15.Helps to identify the required types of

training

16.Useful to analyse gap analysis report

To assess the impact of competency mapping on employees

agree nor

Disagree
Strongly

Strongly
disagree

disagree
Neither
Agree
agree

17.Knowing their status among the employees

in the company

18.Understanding the promotional opportunities

in the company

19.Knowing expected skill of the organisation

20.Identifying required skill to develop

21.Employees can gain new skills through

training and development
To study the challenges in competency mapping

agree nor

Disagree
Strongly

Strongly
disagree

disagree
Neither
Agree
agree
22.A lot of time is needed to identify the skill
of the employees

23.Competency mapping is cost expensive one

24.Difficult to identify the set of competencies

with the employees

25.The contribution of top level management is

important

26.There must be proper resource allocation to

complete the process

27. Suggestions

----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------
-----------------------------
 REFERENCE

Journals

 Anisha, N. (2012). Competency Mapping of the Employees. International Journal of

Advancements in Research & Technology , 1-7.
 Gallardo, M. A. (2010). Competences to Improve Productivity: A Structural Model.
Ajau , 11-37.
 Jain, D. K. (2013). Employee Development and competecy mapping in India- A Case
Study. International Journal of Informative and Futuristic Research , 23-39.
 Kumar, J., & Kumar, V. (2013). Competency mapping : A Gap Analysis.
International Journal of Education and Research , 1-9.
 Khanna , V. K., & Gupta, R. (2014). Comparative study of the impact of competency-
based training on 5 “S” and TQM: a case study. International Journal of Quality &
Reliability Management , 238-260.

Books:

 K. Aswathappa , Human resource management , TATA Mc Graw hill, New Delhi

 Robbins judge , Organizational behavior, PHI publication, New Delhi
 S.P.Gupta & M.P.Gupta, Business statistics, Sultan Chand & Sons, New Delhi
 R.S.N.Pillai & Bagavathi, Statistics, S.Chand & Company Ltd., New Delhi
 P.C. Tripathi , Personnel Management and Industrial Relations, Sultan Chand & Sons,
New Delhi

Websites:

 www.researchgate.com
 www.industrytrends.com
 www.mbanotes.com
 www.annnapoorna.com
 www.consumerproducts.com