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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 Support4. 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.
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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.
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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 theinitial 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
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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.
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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 CentricServices 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'.
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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
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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.
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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.
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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 T V
Sundram Iyengar & Sons Ltd was undertaken.
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 performanceappraisals.
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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 informationquestionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-
on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what
they feel are the key 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
14
RaiseJob Level
Yes
Effectiveness
Competency(For Job)
Competency(For Person)
Impart Training(Off / On the Job)
Training Need
Identification
Compare and IdentifyKnowledge & Skill
Gap
No
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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 providecompetitive 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 is43 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
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.
19
Age No. of Respondents Percentage (%)
Below 25 34 18.18
26-35 70 37.43
36-45 42 22.46
46-55 29 15.51
56 and
above 12 6.42
Total 187 100
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Table.No.4.2
DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL
QUALIFICATION
Source: Primary data
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
Qualification No. of Respondents Percentage (%)
HSC 45 24.06
Diploma 61 32.62
UG 62 33.16
PG 10 5.35
Others 9 4.81
Total 187 100
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Table.No.4.3
DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE
Opinion No. of Respondents Percentage (%)
0-1 year 33 17.65
2-5 years 81 43.32
6-10 years 42 22.46
Above 10 years 21 11.23
Total 187 100
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 No. of Respondents Percentage (%)
Sales 92 49.2
Service 95 50.8
Total 187 100
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 No. of Respondents Percentage (%)
Strongly Agree 11 45.8
Agree 12 50
Neutral 1 4.17
Disagree 0 0
Strongly Disagree 0 0Total 24 100
Source: Primary data
Chart.No.4.5
RESPONDENTS OPINION ON VISION AND PURPOSE
Interpretation:
Out of 187 respondents, 95.8 per cent agreed the statement.
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Table.No.4.6
RESPONDENTS OPINION ON COMMAND OF BASIC FACTS
Opinion No. of Respondents Percentage (%)
Strongly Agree 10 41.67
Agree 12 50
Neutral 1 4.17
Disagree 1 4.16
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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.
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Table.No.4.7
RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE
Opinion No. of Respondents Percentage (%)
Strongly Agree 10 41.67
Agree 10 41.67
Neutral 3 12.49
Disagree 1 4.17
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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.
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Table.No.4.8
RESPONDENTS OPINION ON THINKING STRATEGICALLY
Opinion No. of Respondents Percentage (%)
Strongly Agree 10 41.67
Agree 8 33.3
Neutral 5 20.83
Disagree 1 4.17
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)
Strongly Agree 11 45.83
Agree 7 29.17
Neutral 6 25
Disagree 0 0
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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
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Opinion No. of Respondents Percentage (%)
Strongly Agree 9 37.5
Agree 12 50
Neutral 3 12.5
Disagree 0 0
Strongly Disagree 0 0
Total 24 100
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 No. of Respondents Percentage (%)
Strongly Agree 11 45.83
Agree 7 29.17
Neutral 6 25
Disagree 0 0
Strongly Disagree 0 0
Total 24 100
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 No. of Respondents Percentage (%)
Strongly Agree 10 41.67
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Agree 10 41.67
Neutral 4 16.67
Disagree 0 0
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)
Strongly Agree 10 41.67
Agree 8 33.32
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Neutral 4 16.67
Disagree 1 4.17
Strongly Disagree 1 4.17
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)
Strongly Agree 13 54.17
Agree 7 29.17
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Neutral 3 12.5
Disagree 1 4.16
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)
Strongly Agree 11 45.83
Agree 10 41.67
Neutral 3 12.5
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Disagree 0 0
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)
Strongly Agree 8 33.33
Agree 9 37.5
Neutral 6 25
Disagree 1 4.17
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Strongly Disagree 0 0
Total 24 100
Source: Primary data
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 No. of Respondents Percentage (%)Strongly Agree 10 41.67
Agree 10 41.67
Neutral 2 8.33
Disagree 2 8.33
Strongly Disagree 0 0
Total 24 100
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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 No. of Respondents Percentage (%)
Strongly Agree 11 45.83
Agree 8 33.33
Neutral 3 12.54
Disagree 2 8.3
Strongly Disagree 0 0
Total 24 100
Source: Primary data
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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 No. of Respondents Percentage (%)
Strongly Agree 47 39.17
Agree 33 27.5
Neutral 20 16.67
Disagree 16 13.33
Strongly Disagree 4 3.33
Total 120 100
Source: Primary data
Chart.No.4.19
RESPONDENTS OPINION ON ASSERTIVENESS
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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 No. of Respondents Percentage (%)
Strongly Agree 59 49.17
Agree 52 43.33
Neutral 9 7.5
Disagree 0 0
Strongly Disagree 0 0
Total 120 100
Source: Primary data
Chart.No.4.20
RESPONDENTS OPINION ON INTEGRITY
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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 No. of Respondents Percentage (%)
Strongly Agree 62 51.67
Agree 25 20.83
Neutral 31 25.83
Disagree 2 1.67
Strongly Disagree 0 0
Total 120 100
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 No. of Respondents Percentage (%)
Strongly Agree 89 74.17
Agree 25 20.83
Neutral 6 5
Disagree 0 0
Strongly Disagree 0 0
Total 120 100
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 No. of Respondents Percentage (%)
Strongly Agree 35 29.17
Agree 54 45
Neutral 27 22.5
Disagree 4 3.33
Strongly Disagree 0 0
Total 120 100
Source: Primary data
Chart.No.4.24
RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS
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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 No. of Respondents Percentage (%)
Strongly Agree 33 27.5
Agree 21 17.5
Neutral 37 30.83
Disagree 19 15.83
Strongly Disagree 10 8.33
Total 120 100
Source: Primary data
Chart.No.4.25
RESPONDENTS OPINION ON NUMERICAL INTERPRETATION
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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 No. of Respondents Percentage (%)
Strongly Agree 15 12.5
Agree 36 30
Neutral 22 18.33
Disagree 31 25.83
Strongly Disagree 16 13.33
Total 120 100
Source: Primary data
Chart.No.4.26
RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND
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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 No. of Respondents Percentage (%)Strongly Agree 12 10
Agree 16 13.33
Neutral 9 7.5
Disagree 49 40.83
Strongly Disagree 34 28.33
Total 120 100
Source: Primary data
Chart.No.4.27
RESPONDENTS OPINION ON CREATIVITY
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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 No. of Respondents Percentage (%)
Strongly Agree 35 29.17
Agree 28 23.33
Neutral 32 26.67
Disagree 19 15.83
Strongly Disagree 6 5
Total 120 100
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 No. of Respondents Percentage (%)
Strongly Agree 65 54.17
Agree 32 26.67
Neutral 23 19.16
Disagree 0 0
Strongly Disagree 0 0
Total 120 100
Source: Primary data
Chart.No.4.39
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE
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Interpretation:
Out of 187 respondents, 80.84 per cent of respondents agreed the statement.
Table.No.4.30
RESPONDENTS OPINION ON MOTIVATION
Opinion No. of Respondents Percentage (%)
Strongly Agree 33 27.5
Agree 21 17.5
Neutral 12 10
Disagree 33 27.5
Strongly Disagree 21 17.5
Total 120 100
Source: Primary data
Chart.No.4.30
RESPONDENTS OPINION ON MOTIVATION
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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 No. of Respondents Percentage (%)
Strongly Agree 12 10
Agree 25 20.83
Neutral 43 35.83
Disagree 33 27.5
Strongly Disagree 7 5.83
Total 120 100
Source: Primary data
Chart.No.4.31
RESPONDENTS OPINION ON PERSUASIVENESS
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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 No. of Respondents Percentage (%)
Strongly Agree 24 20
Agree 26 21.67
Neutral 15 12.5
Disagree 38 31.67
Strongly Disagree 17 14.17
Total 120 100
Source: Primary data
Chart.No.4.32
RESPONDENTS OPINION ON APPRAISING AND DEVELOPING
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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 No. of Respondents Percentage (%)Strongly Agree 33 27.5
Agree 26 21.67
Neutral 35 29.17
Disagree 12 10
Strongly Disagree 14 11.66
Total 120 100
Source: Primary data
Chart.No.4.34
RESPONDENTS OPINION ON SENSITIVITY
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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 No. of Respondents Percentage (%)
Strongly Agree 54 45
Agree 43 35.83
Neutral 14 11.67
Disagree 9 7.5
Strongly Disagree 0 0
Total 120 100
Source: Primary data
Chart.No.4.35
RESPONDENTS OPINION ON LISTENING SKILLS
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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 No. of Respondents Percentage (%)
Strongly Agree 21 17.5
Agree 44 36.67
Neutral 35 29.17
Disagree 17 14.17
Strongly Disagree 3 2.5
Total 120 100
Source: Primary data
Chart.No.4.36
RESPONDENTS OPINION ON PRECISION IN COMMUNICATION
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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 No. of Respondents Percentage (%)
Strongly Agree 6 13.95
Agree 13 30.23
Neutral 4 9.3
Disagree 17 39.53
Strongly Disagree 3 6.98
Total 43 100
Source: Primary data
Chart.No.4.37
RESPONDENTS OPINION ON ADAPTABILITY
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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 No. of Respondents Percentage (%)
Strongly Agree 12 27.91
Agree 4 9.3
Neutral 7 16.28
Disagree 16 37.21
Strongly Disagree 4 9.3
Total 43 100
Source: Primary data
Chart.No.4.38
RESPONDENTS OPINION ON STRESS TOLERANCE
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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 No. of Respondents Percentage (%)
Strongly Agree 35 81.4
Agree 5 11.63
Neutral 3 6.98
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.40
RESPONDENTS OPINION ON HONESTY
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Interpretation:
Out of 187 respondents, 93.03 per cent of respondents agreed the statement.
Table.No.4.41
RESPONDENTS OPINION ON DETAILED KNOWLEDGE
Opinion No. of Respondents Percentage (%)
Strongly Agree 21 48.84
Agree 15 34.88
Neutral 7 16.28
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.41
RESPONDENTS OPINION ON DETAILED KNOWLEDGE
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Interpretation:
Out of 187 respondents, 83.72 per cent of respondents agreed the statement.
Table.No.4.42
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE
Opinion No. of Respondents Percentage (%)
Strongly Agree 14 32.56
Agree 5 11.63
Neutral 15 34.88
Disagree 7 16.28
Strongly Disagree 2 4.65
Total 43 100
Source: Primary data
Chart.No.4.42
RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE
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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 No. of Respondents Percentage (%)
Strongly Agree 23 53.49
Agree 7 16.28
Neutral 6 13.95
Disagree 7 16.28
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.43
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT
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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 No. of Respondents Percentage (%)
Strongly Agree 7 16.28
Agree 10 23.26
Neutral 8 18.6
Disagree 13 30.23
Strongly Disagree 5 11.63
Total 43 100
Source: Primary data
Chart.No.4.44
RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING
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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 No. of Respondents Percentage (%)
Strongly Agree 25 58.14
Agree 14 32.56
Neutral 4 9.3
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.45
RESPONDENTS OPINION ON TECHNICAL SKILLS
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Interpretation:
Out of 187 respondents, 90.7 per cent of respondents agreed the statement.
Table.No.4.46
RESPONDENTS OPINION ON LEARNING ORIENTATION
Opinion No. of Respondents Percentage (%)
Strongly Agree 11 25.58
Agree 3 6.98
Neutral 9 20.93
Disagree 14 32.56
Strongly Disagree 6 13.95
Total 43 100
Source: Primary data
Chart.No.4.46
RESPONDENTS OPINION ON LEARNING ORIENTATION
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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 No. of Respondents Percentage (%)
Strongly Agree 32 74.42
Agree 6 13.95
Neutral 5 11.63
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.47
RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE
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Interpretation:
Out of 187 respondents, 88.37 per cent of respondents agreed the statement.
Table.No.4.48
RESPONDENTS OPINION ON INITIATIVE
Opinion No. of Respondents Percentage (%)
Strongly Agree 11 25.58
Agree 8 18.6
Neutral 14 32.56
Disagree 8 18.6
Strongly Disagree 2 4.65
Total 43 100
Source: Primary data
Chart.No.4.48
RESPONDENTS OPINION ON INITIATIVE
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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 No. of Respondents Percentage (%)
Strongly Agree 24 55.81
Agree 12 27.91
Neutral 7 16.28
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.49
RESPONDENTS OPINION ON TEAM ORIENTED
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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 No. of Respondents Percentage (%)
Strongly Agree 12 27.91
Agree 9 20.93
Neutral 7 16.28
Disagree 9 20.93
Strongly Disagree 6 13.95
Total 43 100
Source: Primary data
Chart.No.4.50
RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION
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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 No. of Respondents Percentage (%)
Strongly Agree 24 55.81
Agree 9 20.93
Neutral 6 13.95
Disagree 4 9.31
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.51
RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS
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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 No. of Respondents Percentage (%)
Strongly Agree 21 48.84
Agree 17 39.54
Neutral 5 11.62
Disagree 0 0
Strongly Disagree 0 0
Total 43 100
Source: Primary data
Chart.No.4.52
RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES
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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 N Mean Rank
Delivers Results 2-5 Years 8 15.38
6-10 Years 11 12.00
Above 10 Years 5 9.00
Total 24
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Engineer Level
K-RELATED SAMPLE FRIEDMAN TEST
Objective statement: To analyze the Knowledge level at Engineer level
Ranks
Mean Rank
Operational Knowledge 2.82
Quality Consciousness 2.10
Organizational Awareness 2.93
Numerical Interpretation 3.38
Rectification 3.79
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Test Statisticsa
N 120
Chi-Square 92.938
Df 4
Asymp. Sig. .000a. Friedman Test
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.
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WORKMEN LEVEL
CHI-SQUARE ANALYSIS:
74
Promotional Policy
Yes To Some
Extent
No Row
Total
Experience
0-1 Years6 45 13 64
2-5 Years
23 27 9 59
6-10 Years8 23 7 38
Above 10
Years7 13 6 26
Column
Total 44 108 35 N=187
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Aim: To test the significant difference between the Experience and opinion on Promotional
Policy
H0: There is no significant difference between the age and their opinion on Promotional
Policy
H1: There is significant difference between the age and their opinion on Promotional Policy
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76
Observed
frequency(O)
Expected
Frequency(E)(O-E)2/E
6 15.0588 5.45
23 13.8823 5.99
8 8.1492 .003
7 6.1177 0.13
45 36.9626 1.75
27 34.0749 1.47
23 21.9465 0.05
13 15.0160 0.27
13 11.8786 0.11
9 11.0428 0.38
7 7.1123 0.01
6 4.8663 0.26
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Conclusion:
Degrees of freedom : (R-1) (C-1) : 6
Calculated Value : 15.88
For Degrees of freedom 6 at 5% Level Of Significance the tabulated value = 12.59
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
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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 arewith 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.
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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.
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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.
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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
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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 stresshandling 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.
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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
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I, R.RESHMA RAJ, Reg.No: 21109631065, a bonafide student of
DEPARTMENT OF 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 ofANNA UNIVERSITY is my original work.
Place:
Date: (R.RESHMA RAJ)
ABSTRACT
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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
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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 thankHead 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
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S.No. TITLE PAGE
No.4.1 DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE 18
4.2 DISTRIBUTION OF RESPONDENTS BASED ON THEIR
EDUCATIONAL
19
4.3 DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF
EXPERIENCE
20
4.4 DISTRIBUTION OF RESPONDENTS BASED ON THEIR
DEPARTMENT
21
4.5 RESPONDENTS OPINION ON VISION AND PURPOSE 22
4.6 RESPONDENTS OPINION ON COMMAND OF BASIC FACTS 23
4.7 RESPONDENTS OPINION ON RELEVANT PROFESSIONAL
KNOWLEDGE
24
4.8RESPONDENTS OPINION ON THINKING STRATEGICALLY
25
4.9 RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVINGAND DECISION-MAKING SKILL
26
4.10 RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES 27
4.11 RESPONDENTS OPINION ON PRO-ACTIVITY 28
4.12 RESPONDENTS OPINION ON DEVELOPING PEOPLE 29
4.13 RESPONDENTS OPINION ON VALUES AND ETHICS 30
4.14 RESPONDENTS OPINION ON COMMITMENT 31
4.15 RESPONDENTS OPINION ON PERFORMANCE 32
4.16 RESPONDENTS OPINION ON CREATIVITY 33
4.17 RESPONDENTS OPINION ON MENTAL AGILITY 34
4.18 RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN 354.19 RESPONDENTS OPINION ON ASSERTIVENESS 36
4.20 RESPONDENTS OPINION ON INTEGRITY 37
4.21 RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE 38
4.22 RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE 39
4.23 RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS 40
4.24 RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS 41
4.25 RESPONDENTS OPINION ON NUMERICAL INTERPRETATION 42
4.26 RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND
RECTIFYING THEM
43
4.27 RESPONDENTS OPINION ON CREATIVITY 444.28 RESPONDENTS OPINION ON PRESENTATION SKILL 45
4.29 RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE 46
4.30 RESPONDENTS OPINION ON MOTIVATION 47
4.31 RESPONDENTS OPINION ON PERSUASIVENESS 48
4.32 RESPONDENTS OPINION ON APPRAISING AND DEVELOPING 49
4.33 RESPONDENTS OPINION ON ORGANIZING 50
4.34 RESPONDENTS OPINION ON SENSITIVITY 51
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4.35 RESPONDENTS OPINION ON LISTENING SKILLS 52
4.36 RESPONDENTS OPINION ON PRECISION IN COMMUNICATION 53
4.37 RESPONDENTS OPINION ON ADAPTABILITY 54
4.38 RESPONDENTS OPINION ON STRESS TOLERANCE 55
4.39 RESPONDENTS OPINION ON SELF MOTIVATED 56
4.40 RESPONDENTS OPINION ON HONESTY 574.41 RESPONDENTS OPINION ON DETAILED KNOWLEDGE 58
4.42 RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE 59
4.43 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT 60
4.44 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT
TESTING
61
4.45 RESPONDENTS OPINION ON TECHNICAL SKILLS 62
4.46 RESPONDENTS OPINION ON LEARNING ORIENTATION 63
4.47 RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE 64
4.48 RESPONDENTS OPINION ON INITIATIVE 65
4.49 RESPONDENTS OPINION ON TEAM ORIENTED 664.50 RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION 67
4.51 RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS 68
4.52 RESPONDENTS OPINION ON COMMITMENT TO
RESPONSIBILITIES
69
LIST OF CHARTS
S.No. TITLE PAGENo.
4.1 DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE 18
4.2 DISTRIBUTION OF RESPONDENTS BASED ON THEIREDUCATIONAL
19
4.3 DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF
EXPERIENCE
20
4.4 DISTRIBUTION OF RESPONDENTS BASED ON THEIR
DEPARTMENT
21
4.5 RESPONDENTS OPINION ON VISION AND PURPOSE 22
4.6 RESPONDENTS OPINION ON COMMAND OF BASIC FACTS 23
4.7 RESPONDENTS OPINION ON RELEVANT PROFESSIONAL
KNOWLEDGE
24
4.8 RESPONDENTS OPINION ON THINKING STRATEGICALLY 25
4.9 RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVINGAND DECISION-MAKING SKILL
26
89
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4.10 RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES 27
4.11 RESPONDENTS OPINION ON PRO-ACTIVITY 28
4.12 RESPONDENTS OPINION ON DEVELOPING PEOPLE 29
4.13 RESPONDENTS OPINION ON VALUES AND ETHICS 30
4.14 RESPONDENTS OPINION ON COMMITMENT 31
4.15 RESPONDENTS OPINION ON PERFORMANCE 324.16 RESPONDENTS OPINION ON CREATIVITY 33
4.17 RESPONDENTS OPINION ON MENTAL AGILITY 34
4.18 RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN 35
4.19 RESPONDENTS OPINION ON ASSERTIVENESS 36
4.20 RESPONDENTS OPINION ON INTEGRITY 37
4.21 RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE 38
4.22 RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE 39
4.23 RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS 40
4.24 RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS 41
4.25 RESPONDENTS OPINION ON NUMERICAL INTERPRETATION 42
4.26 RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND
RECTIFYING THEM
43
4.27 RESPONDENTS OPINION ON CREATIVITY 44
4.28 RESPONDENTS OPINION ON PRESENTATION SKILL 45
4.29 RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE 46
4.30 RESPONDENTS OPINION ON MOTIVATION 47
4.31 RESPONDENTS OPINION ON PERSUASIVENESS 48
4.32 RESPONDENTS OPINION ON APPRAISING AND DEVELOPING 49
4.33 RESPONDENTS OPINION ON ORGANIZING 50
4.34 RESPONDENTS OPINION ON SENSITIVITY 51
4.35 RESPONDENTS OPINION ON LISTENING SKILLS 524.36 RESPONDENTS OPINION ON PRECISION IN COMMUNICATION 53
4.37 RESPONDENTS OPINION ON ADAPTABILITY 54
4.38 RESPONDENTS OPINION ON STRESS TOLERANCE 55
4.39 RESPONDENTS OPINION ON SELF MOTIVATED 56
4.40 RESPONDENTS OPINION ON HONESTY 57
4.41 RESPONDENTS OPINION ON DETAILED KNOWLEDGE 58
4.42 RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE 59
4.43 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT 60
4.44 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT
TESTING
61
4.45 RESPONDENTS OPINION ON TECHNICAL SKILLS 62
4.46 RESPONDENTS OPINION ON LEARNING ORIENTATION 63
4.47 RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE 64
4.48 RESPONDENTS OPINION ON INITIATIVE 65
4.49 RESPONDENTS OPINION ON TEAM ORIENTED 66
4.50 RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION 67
4.51 RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS 68
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4.52 RESPONDENTS OPINION ON COMMITMENT TO
RESPONSIBILITIES
69
TABLE OF CONTENTS
CHAPTER
No. TITLE
PAGE
No.
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I
INTRODUCTION
INDUSTRY PROFILE
COMPANY PROFILENEED 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 METHODOLOGY15-16
IV4.1DATA ANALYSIS AND INTERPRETATION
17-76
V
FINDINGS
SUGGESTIONS
CONCLUSION
77-80
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