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Research Methodology Chapter 3
Introduction 3.0.0.0
Research methodology is a way to methodically and thoroughly solve the research
problem. It can also be understood as the logic or sequence of steps that relates a given
set of research questions (which can be described in terms of uncertainties or gaps in
our knowledge about the social world, about human behaviour, about problems which
arrived at. It comprises the choice of research methods, the construction of data
gathering tools viz. in-depth interview or self-administered questionnaire schedules,
obtaining access to the research site, selecting a sample design, taking research ethics
into account and conducting data analysis by using a variety of statistical tools and
analysis.
Hence, the intent or object of research is to determine answers to questions through the
usage of scientific procedures. The chief purpose of research is to uncover the truth
which is hidden and which has hitherto not been discovered.
The particulars/ specifics of the Research methodology have been considered under the
following headers viz, need for the study, objectives of the study, account of the tools
used for the survey, sample design, procedure followed to collect data and statistical
techniques used in the analysis.
This chapter dwells on the methodology and process followed for the study which was
carried out in three parts and contains the details of the overall methodology of the
study, and includes the title of the research project, need for the study, definitions of
the terms and the research design for each Part of the Study.
Title of the Research Project: 3.1.0.0
- Current Status, Extent of Usage and Identification of
Critical Success Factors and Roadblocks
Need & Significance of the Study: 3.2.0.0
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wherein he provided the concept of Competencies and revealed how they could be a
better predictor of Job performance than IQ and Personality Tests or Aptitude Tests
heralded the Competency movement. His other works, notable among them the classic
various new aspects of the competencies (the affective domain in Bloom
common currency status and more importantly, found acceptance in organizations of
all kinds and size.
Interestingly, the buzz seems to have caught on with the government as well and one
finds governments of UK, Australia, Canada and most recently India attempting to
deploy Competency mapping in Civil Services.
However Competency still means many things to many people most practitioners use
-based;
attained; the latter refers to the behaviour by which it is achieved. Besides the
confusion at the level of semantics, the wide-spread proliferation of various kinds of
tools to identify and assess Competencies has only added to the mystification and
perplexity which has come to be associated with Competency Mapping. Therefore
anyone who seeks to comprehend the concept of Competency mapping and its
applications ought to take stock of the foundation as also its modifications.
Just as individual Competencies help top performers differentiate themselves from
others, collective competencies of an organization provide a competitive edge and help
it to distinguish its products and services in the market as well as get access to
potentially wider markets.
For HR Departments tasked with the job of improving performance at the individual,
group and organizational level, competencies are but the DNA of performance and
require even closer attention. This is because successful identification of competencies
can lead to incorporation of those very competencies into the HR system thereby
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turning the entire HR Apparatus into a Competency-Based HR function geared to
attract, acquire, induct develop, deploy, engage, reward, retain and lead only
competent employees. However, this is easier visualized than implemented.
Globally a lot of organizations have done stellar work in mapping competencies, but
not matched it with equal efforts to integrate these into all of their HR Sub-systems.
Research Gap: Literature survey revealed lot of studies have been published in the area
of Competency Mapping, its theoretical framework, its genesis especially in the
developed countries. Review of related literature also brought to light the advantages
of using competencies in all Sub-systems of HR. However, most of the case studies in
the area are rooted in developed world far removed from Indian Realities. Though it
has been proved without doubt that Competency Mapping as a theory as well as an
intervention is very robust; case studies or research papers on Indian experiences with
it are few and far between. Whatever literature or case studies are available pertain to
large organizations (in terms of employee strength and turnover) with almost complete
neglect of mid-size companies in sectors other than IT or manufacturing. This is also in
a way indicative of inadequate usage of Competency mapping in Indian scenario.
Hence there exists a theory-practice gap. The literature survey also illuminated a
literature gap in terms of few research papers on Competency mapping implementation
and experiences in organizations in India.
Another gap revealed by literature survey is in terms of rare instances of studies on
Critical Success factors and Roadblocks for Competency Mapping in Indian scenario.
Though there are quite a few instances of Implementation studies identifying barriers,
risks and Critical Success factors for other interventions like ERP, ITIL etc.
Also there are rare instances of studies on CM as is present in India today; an
exhaustive study of organizations across sectors/industries, spanning organizations of
all size and type.
Exploratory/ pilot study also revealed a theory-practice gap with mangers equating
Competency mapping with Performance Management or Recruitment and Selection,
little realising that Competency Mapping has applications across Sub-systems of HR.
The current study seeks answers to the following Research Questions:
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Is Competency Mapping being used in Organisations in India?
What is the extent of usage or extent of formalisation of Competency mapping
in Indian Organisations?
What approaches are used in developing or building competency frameworks
in organizations?
What is the degree of involvement of different stakeholders viz. Top
Management, Middle Management, Operating Management, Consultant in the
implementation and adoption of Competency Mapping processes in
organization?
What are the reasons for non-implementation of Competency Mapping in
Organisations?
What are the challenges faced in implementation or roll out of competency
mapping?
What are the perceived roadblocks as seen by HR managers and Line/ Non-
HR managers for implementation of Competency Mapping?
Are managers, Line Heads HR Heads aware of the benefits associated with
competency mapping?
What are the CSFs as perceived by HR managers and Line/ Non- HR managers
for implementation and adoption of Competency Mapping in organizations?
Are the outcomes of Competency Mapping measured in terms of parameters
like productivity, attrition rate, profits/ROI etc.?
As an answer to the above issues, the present study is undertaken.
increasingly aware of the need to have competent employees for survival and long
term sustainability. Top management identifies its core competency and then
percolates it down throughout the organization. Human Resources department then
builds competency -based models that drive business results.
All types of Organizations irrespective of their size, structure and age are talking about
competencies. Some have truly integrated it successfully into several of their
processes. A few have fully implemented Competency modelling and reporting system
in place. A large proportion of the organizations are still striving to build a competency
129
model and implement it. Most organizations of all sizes are still struggling with
defining, designing and deploying Competency Mapping models, frameworks and
processes.
The process of development of competency framework and its deployment can be
tailor- ue requirement.
The aim of the study is to explore the extent of usage and formalization of competency
mapping in Organizations functioning/operating in India. Despite the multifarious
benefits associated with Competency Mapping, the growth of Competency-based
HRM has been somewhat tardy in the Indian context. The study aims to seek reasons
for the current state of affairs. It would also shed light on roadblocks for non-
implementation of Competency-based HRM and challenges faced in deploying
Competency Mapping Intervention in an organization. The research also seeks to
identify Critical Success Factors in terms of enablers and antecedents for integrating
Competency Mapping in HR processes.
By way of identifying CSFs the study would help HR practitioners, Managers in
establishing Competency-based HRM in organizations, thereby help in building
The intention of this research is to encourage the adaptation of Competency-based
Operational Definitions of Important Terms 3.3.0.0
Competency Mapping: Competency Mapping may be defined as a structured
process involving development of competency models for each job/role;
identifying competencies required for effective performance on any given
job/role at a given point of time or in other words that differentiates between
superior performance and below par or poor performance; and assessment of
competencies of individuals to measure the competency gaps against the
desired levels of competency.
Competency Mapping usage : Deployment of Competency Mapping
ascertained by the existence or development of Competency Dictionary or
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utilisation of various tools and techniques for Competency Identification,
Competency Assessment and Competency Validation by implementers, HR
Managers and Non HR Managers
Perceived Roadblocks: Barriers felt/experienced or apprehended or by
practitioners (HR and Non HR Managers), consultants and functional heads
during Competency Mapping Implementation and usage in an organization.
Obstacles met by practitioners and implementers can also be included in the
category
Critical Success Factors: Certain crucial areas that must go right for successful
implementation of Competency Mapping. If these are not carried out or
executed well, it is unlikely that the objectives or goals of the Competency
mapping project will be achieved.
Perceived Benefits : advantages of Competency in various areas as
comprehended by current Competency Mapping users and Non users
Competency Mapping Applications: Extent of Usage of Competency Mapping
in various Sub segments of HR such as Recruitment & Selection, Training &
Development, Performance Management, Compensation and rewards, Career
Planning, Succession Planning, Building appropriate culture and Change
enablement
Awareness Competency Mapping Tools : HR managers and Non HR/ Line
Managers familiarity with and knowledge of various techniques and methods
used at different stages of Competency mapping
Usage Competency Mapping tools : the actual deployment or utilisation of an
array of tools/techniques- developed in-house or bought off the shelf by an
organization- at different stages of Competency Mapping
Measurable Business Performance indicators: Impact of Competency Mapping
on various quantifiable Business outcomes calculated in terms of Sales
revenue, Profits, Employee productivity, attrition, Cost per recruit, Ratio of
high performing hires to total hires, Top talent retention.
Overall Objectives of the Research 3.4.0.0
To determine the usage or otherwise of Competency Mapping in
organizations operational in India
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Identification of Critical/ Key Success factors for implementation of
Competency based HRM
To gain insights into the extent of applicability of Competency
Mapping to sub systems of HR like
Recruitment and Selection
Training & Development
Performance Management
Compensation & Reward
Succession planning
Career Planning
Building appropriate Culture
Change Enablement
Talent Management
To determine the effectiveness of Competency mapping in Sub-
systems of HR like
Recruitment and Selection
Training & Development
Performance Management
Compensation & Reward
Succession planning
Career Planning
Building appropriate Culture
Change Enablement
Talent Management
To gain insights into the roadblocks for usage of Competency mapping
in Organisations
To gain insights into benefits perception of Competency mapping
among HR and Non HR/Line Managers
To compare and contrast Competency Mapping with other HR
Interventions and practices.
To map the awareness and usage of Competency mapping tools
To ascertain the extent of involvement of different levels of
management in implementation and Integration of Competency
132
mapping
To determine the road map/ Model for successful usage of Competency
mapping in HRM
Type of Research: Exploratory study to better comprehend the problem of non-
usage of Competency Mapping or challenges faced in its implementation by
Organizations of various types and size.
Variables studied 3.5.0.0
Independent variables:
Industry/Sector to which the organization belongs
Employee/ Staff Strength of the organization
Age or No of years of establishment
Department/Functional area of Manager Respondent
Dependent variables:
Extent of usage of Competency Mapping in the organization
Perceived Effectiveness of Competency Mapping in terms of
Impact on Employee productivity, attrition, bottom line
Perception of HR Managers and non HR managers on various
aspects of Competency Mapping
Awareness levels of non HR Managers
Perceived roadblocks by HR and non HR Managers in terms of
Time
Budget
Training etc.
Perceived benefits
Perceived Critical Success Factors
Research Hypotheses: 3.6.0.0
H10 Competency Mapping is not used in Organizations in India.
H20 There are no significant differences in awareness levels of Competency mapping
tools/ practices between functions (department type)
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H30 Indian Organizations do not use Competency Mapping for the purpose of
Recruitment and Selection Training & Development Performance Management Compensation & Reward Career Planning Building appropriate Culture Succession Planning Change Enablement Talent Management
H40 Competency Mapping Applications in HR Sub-systems are not dependent on
Sector or industry Department or Managerial function of the respondent Employee/ Staff Strength (Size) of the Organisation Age (Years of establishment) of the Organisation
H50 Competency based HRM is not effective across HR subsystems such as
Recruitment and Selection Training and Development Performance Management Compensation & Reward Career Planning Building Appropriate Culture Succession Planning Change Enablement Talent Management
H60
from assumed/expected mean (µ=3, Neutral)
H70 Mean Roadblock opinions of managers in organizations without Competency
Mapping implementation does not differ from that of managers in organizations with
Competency Mapping implementation
H80 Roadblock perceptions for Competency Mapping implementation is not dependent
on
Industry or sector. Managerial functions
134
Size of the organization Age of the organization
H90
assumed mean (µ=3, Neutral)
H100 Benefit Perceptions for Competency based HRM implementation are not
dependent on
Industry or sector. Managerial functions size of the organization age of the organization
H110
mean (µ=3, Neutral)
H120 CSFs Perceptions for Competency Mapping Implementation are not dependent
on
Industry or sector. Department/ Managerial functions Employee Strength (size) of the organization Age of the organization
H130 The observed mean opinion of Managers regarding the impact of Competency
Mapping on the following chosen Measurable Indicators is significantly higher as
compared to the expected mean opinion (Ho: µ = 2.5).
Sales Revenue increase Profit increase Productivity increase Attrition reduction Cost reduction per recruit Improvement in the ratio of high performing hires to total hires Top talent retention.
H140 The opinion of Managers on the desired outcomes pertaining to the seven
performance parameters does not vary with
Industry or sector
Department/ Managerial functions
Employee Strength (size) of the organization
Age of the organization
135
The Research Design 3.7.0.0
plans and procedures for research that span the decisions from broad assumptions to
which design should be used to study a topic. Informing the decision should be the
world view assumptions that the researcher brings to the study; procedures of inquiry
(called strategies); and specific methods of data collection, analysis and interpretation.
The selection of a research design is also based on the nature of the research problem
or issue being addressed, the personal experience
held by individual researchers will often lead to embracing a qualitative, quantitative
Philosophical Foundations of the Research Design: 3.7.1.0
Pragmatist worldview as defined by Cresswell informs the current study - owing to the
problem under study being real-world practice oriented, pluralistic. Cresswell defines
what works-and solutions
focussing on methods researchers emphasize the research problem and use all
approaches available to understand the problem.
The research design for the overall study is Mixed Methods Research. This method or
strategy of enquiry acknowledges the limitations of both quantitative (survey) and
qualitative studies (interviews and open-ended questions) and employs both methods
to neutralize or cancel the biases inherent in each other.
The current study adopting mixed methods approach unites or blends quantitative and
qualitative data to provide a broad and all-inclusive analysis of the problem. Both open
ended and closed-ended questions were employed concurrently for the purpose of data
gathering on Competency mapping
136
The intent of the research is to simplify and generalize the findings to a population as
well as build a comprehensive view of the import of a phenomenon or concept
(Competency mapping) for individual organizations or managers.
The rationale for mixing is to provide a comprehensive analysis of the research
problem and to neutralise the biases inherent in quantitative and qualitative strategies.
The descriptive quantitative study at best provides a numeric description of extent of
usage, perceptions, and opinions about Competency Mapping whereas qualitative
allows a far deeper exploration with a few key informants or stakeholders viz.
Consultants, CEOs, HR Heads, Line Heads. In other words both strategies complement
each other
The study amalgamates data at different stages of inquiry viz. Phase I Exploratory and
Phase II Descriptive comprising of a Survey and In-depth interviews
Phases of the Study 3.8.0.0
The study consists of 3 phases as depicted in Figure 7.1 that are as follows:
Phase I 3.8.1.0
Capturing existing Competency Mapping scenario and identifying issues through
Exploratory pilot
Exploratory research study consisting of qualitative primary and secondary research
to capture the current scenario of Competency Mapping usage as also identifying
issues thereof in various Organisations.
Phase II 3.8.2.0
Framing and conducting study to distil actual Competency Mapping usage, perceived
benefits & roadblocks and Critical Success Factors
This phase is further sub-divided in two parts of quantitative data gathering and
qualitative data gathering.
A. Descriptive research: a quantitative study of phenomena/ process variables
pertaining to extent of usage, formalisation and adoption of competency mapping
137
processes in various sub-segments of HR
B. In-depth Interviews of Consultants, HR Heads and Functional Heads and a
qualitative study of gathering verbatim responses of managers both HR and Non HR
regarding process variables of Critical Success factors (enablers and antecedents) and
roadblocks
Phase III 3.8.3.0
Validation of candidate CSFs and roadblocks identified in previous phases by experts
and Development of Implementation Model
Grouping/ Classification of Validated Critical Success Factors and Roadblocks in a
t and
Development of an CM Implementation model.
The visual picture of the study is presented as follows:
138
Visual Representation of Research Design Figure: 3.1
Phase III Validation
Validation of Candidate CSFs and Roadblocks with Experts and Development of Competency Mapping Implementation Framework
Phase II Mapping Awareness, Usage, Requirements and Challanges
Survey - Descriptive Quantitative
(653 Valid Respondents)
In-depth Interviews Qualitative
Phase I Capturinging Scenario and Identifying Issues
Literature Survey (400 Research Papers)
Exploratory & Pilot Study
Schematic Representation of Research design
139
Phases of the study
Objectives Research Methodology Sampling Frame Sample Size
Phase I Exploratory Primary & Secondary Research
I A - Secondary To understand the
competency Mapping Process, Development of framework and tools used for the same
Desk Research
I B - Primary To identify extent
of usage of Competency Mapping and its application across functions
Reality check on development of frameworks, roadblocks
Identification of key success factors for implementation
Administering of pilot questionnaire to HR Managers, Operational Managers, Consultants, Secondary Data Research of Case Studies
13 HR Managers 15 Non-HR Managers 2 Consultants
30
Phase II Descriptive Quantitative & Qualitative Research
II A - Quantitative To Study
Competency Mapping perceptions
To map awareness, usage, effectiveness, expectation and requirement for successful implementation
Hypothesis Testing on the above factors
Survey (Data gathering tool Questionnaire)
HR & Non-Managers across Manufacturing & Service Sectors
653
II B - Qualitative To discuss and
probe Survey Research findings
In-depth Interviews HR Heads, Non-HR Heads, Consultants
15
Part III Validation
Validation of Survey findings & Development of Implementation Model
Validation Instrument, In-depth Interviews
Experts / Consultants
32
Total Sample Size 730
Table: 3.1 Detailed Schematic Representation of research design
Research Design of PHASE I Exploratory Research 3.9.0.0
The Exploratory study comprised of two components of parts namely
A. Secondary Data Research and
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B. Primary research.
Here a mixed methods approach was deployed for twin purposes of understanding the
process of competency mapping in all its ramifications and gaining a comprehensive
perspective of the existing scenario of competency mapping as used and integrated in
various processes in organizations.
The study focuses on mapping the existing scenario of Competency mapping usage,
ascertaining the roadblocks and the Critical success factors for roll out and
implementation of Competency Mapping in organizations by studying the
implementers and non-implementers. The findings of the primary research and
secondary research contributed in deriving the data collection instrument used in
Part II of the case study
Objective of Phase I - Exploratory Research 3.9.1.0
Phase I consisting of Part A Secondary Data Research & Part B Pilot Study sought to
capture the existing scenario of Competency Mapping usage and identify issues
thereof.
Phase I Part A. Secondary data Research 3.9.2.0
3.9.2.1 Objectives of Phase I Part A Secondary Data Research:
To understand the conceptual framework of Competency Mapping, development of its
models and frameworks, Myriad Tools used in various stages of competency mapping,
Applications in various sub-systems of HR, various players involved end to end in the
process.
3.9.2.2 Methodology
Desk Research: Review of related literature exploring genesis, theoretical / conceptual
framework, experiences of Developed world, Case Studies
Sources of Secondary Data:
i) Online research databases viz. J W Gate, Ebscohost, Emerald,
Wiley, Google scholar
141
ii) Journals in the domain of Management, HR, Organization Strategy
iii) Periodicals and Newspapers
iv) Conferences proceedings and allied materials
v) Freely available resources of Consultancies in the domain of HR
and Management
vi) Reference material made available to the researcher as a part of
workshops, conferences and seminars attended
3.9.2.3 Selection of Sample for Phase I Part A
The secondary research component involved extant literature survey to understand the
competency mapping process, its framework, case studies of Organisations etc. The
articles and web resources pertaining to Competency mapping were selected and
reviewed to glean information about various dimensions of Competency Mapping.
Phase I Part B. Pilot Study 3.9.3.0
3.9.3.1 Objective of Phase I Part B Pilot Study/Primary Data Collection:
To identify respondent and phenomena / process variables of the study
3.9.3.2 Methodology
Interview with Line Managers, HR Managers and Consultants
Sampling frame: 30
3.9.3.3 Variable studied for Phase I Part B
Respondent variables: Organization type, Age, Size (in terms of number of
employees), Industry to which the organization belongs etc.
Phenomena / Process variables: extent of CM usage, its application across functions,
roadblocks and Critical/key success factors for implementation
3.9.3.4 Selection of the Sample for Phase I Part B- Exploratory Research
The primary research component of Phase I Exploratory study involved deploying a
Non Probability Purposive sampling technique for selecting the sample. A random
142
selection of organizations and key players and informants pertaining to the
Competency Mapping was made. These key informants were identified as HR
Managers, Line Managers, HR Consultants and management Consultants. One-on-one
interviews were conducted to capture the existing scenario of Competency mapping
usage and adoption and extent of integration in various processes of Organisations
3.9.3.5 Selection and preparation of the Tools of P h a s e I P a r t B
Exploratory Research
Data gathering Tools prepared consisted of elementary and unstructured Discussion
Guides for conducting interviews with HR managers, Non HR or Line Managers and
Management/HR Consultants.
3.9.3.6 Procedure followed to collect data for Phase I Part B- Exploratory
Research
The research procedure for the primary research included personal one on one
interviews after taking prior appointments. Another procedure adopted was
conversations with HR Managers and Line Managers on the side-lines of Management
Seminars, HR Conferences, and Workshops. In other words no specific operational
design was followed.
3.9.3.7 Tools/Techniques used for Data Analysis Phase I Part B - Exploratory
Research/Pilot
Qualitative Analysis was done to determine the variables to be studied in the next
phase Phase II of the research. This involved content analysis of the verbatim of
respondents on various dimensions of competency mapping and its deployment in
organizations
3.9.3.8 Limitations of Phase I Part B - Exploratory Research
Limitations of the exploratory study include:
Lack of structured /well thought out instruments/ tools used for data
gathering..
Lack of operational design
143
Small sample
Research Design of Phase II-Mapping Usage, Perception and 3.9.4.0
Requirements
This phase consisted of two parts:
Part II A Survey
Part II B- In-depth Interviews
Phase II involves using Mixed Research Methods design with Survey being
quantitative and Interviews and verbatim responses to open-ended questions being
qualitative.
Part II A-Survey used a descriptive research design. Kothari (2001) defines
The tool used for data gathering was a questionnaire consisting of both closed ended
and open ended questions. These questions were design to map Competency Mapping
Usage; determine Awareness and Usage of competency mapping tools to indirectly
gauge the extent of usage; assess degree of involvement of various levels of
management as also Consultants; Map perceived Roadblocks to implementation of
Competency Mapping; Represent perceived benefits and identify Critical Success
factors. As per the requirements of a Descriptive designs enough provisions were made
to maximise reliability.
3.9.4.1 Objectives of PHASE II Part A Survey (Descriptive Research)
To determine the usage or otherwise of Competency Mapping in
organizations operational in India
To map the awareness and usage of Competency mapping tools
To ascertain the extent of involvement of different levels of
management in implementation and Integration of Competency
mapping
Identification of Critical Success factors for implementation of
144
Competency Mapping in Organisations
To gain insights into the extent of applicability of Competency
Mapping to sub systems of HR like
Recruitment and Selection
Training & Development
Performance Management
Compensation & Reward
Succession planning
Career Planning
Building appropriate Culture
Change Enablement
Talent Management
To determine the effectiveness of Competency mapping in Sub-
systems of HR like
Recruitment and Selection
Training & Development
Performance Management
Compensation & Reward
Succession planning
Career Planning
Building appropriate Culture
Change Enablement
Talent Management
To gain insights into the roadblocks for usage of Competency mapping
in Organisations
To gain insights into benefits perception of Competency mapping
among HR and Non HR/Line Managers
To compare and contrast Competency Mapping with other HR
Interventions and practices.
3.9.4.2 Variables studied for PHASE II Part A
Independent variables:
Industry/Sector to which the organization belongs (Manufacturing v/s
145
Service)
Employee / Staff Strength (Size) of organization
Age or No of years of establishment of organization
Department / Functional area of employee (HR v/s Non HR)
Dependent variables:
Extent of usage of Competency Mapping
Application of CM in various Sub systems of HR
Effectiveness of CM in various Sub systems of HR
Impact of Competency Mapping in terms of measurable performance
indicators such as Employee productivity, attrition, bottom line
Perception of HR Managers and non HR managers on various aspects of
Competency Mapping
Awareness levels of non HR Managers for various tools of competency
mapping
Perceived roadblocks by HR and non HR Managers in terms of
Lack of dedicated staff
Inability of Non HR/Line Managers in handling Competency
Mapping recruitment
Lack of employee training in Competency Mapping usage
Difficulty in identifying competencies in detail
Difficulty in implementing competency based models
Competencies being in flux owing to volatile business environment
High attrition rate
Lack of time
Frequent transfers and Mobility
Multitasking expected from employees
Lack of dedicated resources
Lack of top Management Support
Perceived Benefits in terms of
Better productivity
Cost savings
Transparency in various HR processes
146
Providing a benchmark for measuring performance and identifying
employee potential
Identifying employee training and development needs
Designing appropriate training activities for employees
Assists monitoring of individual progress
Clarifies link between pay and performance
Creating meaningful grade structure
Improved alignment between individual and team behaviours
Perceived Critical Success factors in terms of
Top management buy-in
Dedicated HR Resource
Availability of Competency Mapping tools
Training of HR Managers in Competency Mapping related skills
Adequate financial resources
Allocation of dedicated time for Competency mapping
3.9.4.3 Hypotheses for PHASE II Part A Survey:
H10 Competency Mapping is not used in Organizations in India.
H20 There are no significant differences in awareness levels of Competency mapping
tools/ practices between functions (department type)
H30 Indian Organizations do not use Competency Mapping for the purpose of
Recruitment and Selection Training & Development Performance Management Compensation & Reward Career Planning Building appropriate Culture Succession Planning Change Enablement Talent Management
H40 Competency Mapping Applications in HR Sub-systems are not dependent on
Sector or industry Department or Managerial function of the respondent Employee/ Staff Strength (Size) of the Organisation
147
Age (Years of establishment) of the Organisation
H50 Competency based HRM is not effective across HR subsystems such as
Recruitment and Selection Training and Development Performance Management Compensation & Reward Career Planning Building Appropriate Culture Succession Planning Change Enablement Talent Management
H60
from assumed/expected mean (µ=3, Neutral)
H70: Mean Roadblock opinions of managers in organizations without Competency
Mapping implementation does not differ from that of managers in organizations with
Competency Mapping implementation
H80 Roadblock perceptions for Competency Mapping implementation is not dependent
on
Industry or sector. Managerial functions Size of the organization Age of the organization
H90
assumed mean (µ=3, Neutral)
H100 Benefit Perceptions for Competency based HRM implementation are not
dependent on
Industry or sector. Managerial functions Size of the organization Age of the organization
H110
mean (µ=3, Neutral)
H120 CSFs Perceptions for Competency Mapping Implementation are not dependent
148
on
Industry or sector. Department/ Managerial functions Employee Strength (Size) of the organization Age of the organization
H130 The observed mean opinion of Managers regarding the impact of Competency
Mapping on the following chosen Measurable Indicators is significantly higher as
compared to the expected mean opinion (Ho: µ = 2.5).
Sales Revenue increase Profit increase Productivity increase Attrition reduction Cost reduction per recruit Improvement in ratio of high performing hires to total hires Top talent retention
H140 The opinion of Managers on the desired outcomes pertaining to the seven
performance parameters does not vary with
Industry or sector
Department/ Managerial functions
Employee Strength (Size) of the organization
Age of the organization
3.9.4.4 Methodology
Survey
3.9.4.5 Tool used for data collection
Questionnaire derived from the findings of the Phase I (pilot study and secondary data
research) was used for data gathering
Two questionnaires, one each for Line and HR managers were prepared.
3.9.4.6 Selection and preparation of data gathering instrument Phase II Part A-
Survey
149
design. The inherent characteristics of questionnaire in terms of
1. Its low cost particularly when the sample is large (650 in current study)
2.
3. Simplicity in administration
made it an ideal choice for garnering responses from HR and Line managers on
various aspects of Competency Mapping usage. There were two sets of Questionnaire:
one for HR Managers, another for Non HR mangers. Both questionnaires had a mix of
close-ended and open-ended questions. The close ended questions used are of the
following types
Dichotomous eliciting yes or no responses
Multiple type questions with alternative answers listed
Rating scales to measure attitude and perceptions
The afore-mentioned questions were purposely selected owing to their being amenable
to quantitative analysis, thereby aiding analysis of voluminous data.
The following dichotomous scales were used
Variables Scale Used From Literature Question Type Reliability Test
Alpha)
CM Tools
Awareness
Spencer & Spencer(1993),
Shermon (2004), Whiddett
& Hollyforde (2004), Sanghi
(2007), Sahu (2009)
Dichotomous
Yes or No
0.776 (Number
of Items - 11)
CM Tools
Usage
Spencer & Spencer(1993),
Shermon (2004), Whiddett
& Hollyforde (2004), Sanghi
(2007), Sahu (2009)
Dichotomous
Yes or No
0.751 (Number
of items - 11)
Table: 3.2 Dichotomous Scales used for Questionnaire
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The tool also deployed the following rating scale- the statements/items were derived
from Literature and exploratory study
Scale to determine the Applications of Competency Mapping in various Sub
systems of HR
Scale to determine the Effectiveness of Competency Mapping applications in
various Sub-systems of HR
Scale to determine the perception of respondent managers on perceived
Roadblocks to implementation of Competency Mapping.
Scale to determine the perception of respondents on benefits to the organization
on implementation of Competency mapping.
Scale to determine the perception of respondents on Critical Success Factors
for implementation of Competency mapping
The scales used for variables are explained in the table below
Variables Scales Used from
Literature
Question Type Reliability Test
Alpha)
CM
Applications
Spencer & Spencer
(1993), Shermon
(2004), Whiddett &
Hollyforde (2004),
Sanghi (2007), Sahu
(2009)
5-point Likert-type scale
from No/very Low
0.896 (Number
of Items - 9)
CM Application
Effectiveness
Spencer & Spencer
(1993), Shermon
(2004), Whiddett &
Hollyforde (2004),
Sanghi (2007), Sahu
(2009)
5 point Likert-type scale
from Totally
Effective
0.896 (Number
of Items - 9)
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Variables Scales Used from
Literature
Question Type Reliability Test
Alpha)
Roadblock
Perceptions
Spencer & Spencer
(1993), Shermon
(2004), Whiddett &
Hollyforde (2004),
Sanghi (2007), Sahu
(2009)
5 point Likert-type scale
from Strongly
agree
0.817 (Number
of items - 12)
Benefit
Perceptions
Spencer & Spencer
(1993), Shermon
(2004), Whiddett &
Hollyforde (2004),
Sanghi (2007), Sahu
(2009)
5 point Likert-type scale
from Strongly
agree
0.892 (Number
of items - 10)
Critical Success
Factor
Perceptions
Spencer & Spencer
(1993), Shermon
(2004), Whiddett &
Hollyforde (2004),
Sanghi (2007), Sahu
(2009)
5 point Likert-type scale
from Strongly
agree
0.819 (Number
of items - 6)
Table: 3.3 Likert-type scales used in questionnaire
The tool also had two open-ended questions on CSF and Roadblocks to capture
responses inadvertently missed in the tool as also to allow respondents to capture the
situation or their perception in their own words.
The tool was also vetted with Experts
3.9.4.7 Procedure followed to collect data for PHASE II PART A -Survey
Respondents were randomly selected and approached with prior appointment. At times
when managers owing to their busy schedule could not keep appointments, the
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questionnaire was left so that they could fill it at their convenience. The response rate
being low when questionnaires were left at the office it was decided to touch-base with
mangers on some forums Hence managers were approached on the side-lines of
conferences, workshops, symposium, seminars etc. 95% of the questionnaires were
personally administered by the researcher
3.9.4.8 Sample Design
Sampling Technique
Probability/ Random Sampling of users and non-users of Competency
Mapping consisting of HR managers, Line managers, HR Heads,
Departmental Heads, CEOs
Sample Size
653
Nature of Sample
Line managers across functions
HR managers
Functional / Departmental Heads
HR Heads
CEOs
3.9.4.9 Techniques of Data Analysis
1) Quantitative tools like frequencies, graphs, pie charts, bar charts, measures of
central tendency to describe sample and non-parametric and parametric tools for
inferential statistics using SPSS Software for close ended Questions
2) Qualitative tools like Content Analysis for in-depth interviews and open-ended
questions in the questionnaire.
The responses garnered through questionnaire were analysed using NVivo Software to
capture common themes in the responses
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3.9.4.10 Statistical Analysis of the data of PHASE II Part A Survey
(Descriptive Research)
Appropriate statistical tools were identified for the purpose of Data Analysis. The tools
include Non- parametric test like cross tabs with Chi-square techniques and parametric
tests viz. Independent samples test, One sample t-test. The responses were coded and
keyed in SPSS Software
Cross tabs with Chi-square techniques are used to determine the association
between Independent variables (age of the organization, employee strength,
Department of the Manager Respondent, Industry type) and Dependent variables (CM
Usage, CM Awareness, CM Applications, Perceived Roadblocks, Benefits
Perceptions, CSFs Perceptions)
Independent Sample t-test is used to compare perceptions on
Roadblocks, benefits, CSFs between two groups of sector(manufacturing and service)
and Departments(HR and Non HR)
One sample test is used to determine whether the mean of a distribution
differs significantly from the assumed mean in case of Application of Competency
Mapping in Various systems of HR., Roadblocks statements, Benefits Perceptions and
CSFs
3.9.4.11 Limitations of PHASE II Part A Survey
The major limitation faced was aversion of Managers, HR in particular to share any
kind of information about their organization. The resistance was most pronounced in
terms of sharing information about the number of employees, turnover etc. Many
respondents agreed to fill only on promise of total confidentiality leaving some 15% of
the questionnaire with no profiles or descriptive.
Many respondents claimed to be tied down with a non-disclosure agreement with their
organizations hence refused to answer a few question which they perceived would give
away the identity of the organization
Another limitation was in terms of paucity of time faced by respondents in their day-
to-day work to leave them with no time and inclination to fill the questionnaire
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PHASE II Part B- In-depth Interviews 3.9.5.0
3.9.5.1 Objective of PHASE II PART B
To ascertain the reasons for non-implementation of Competency
mapping in Organisations
To determine the roadblocks or challenges faced in implementation of
Competency Mapping in Organisations
To identify the Critical Success Factors in terms of Enablers and
Antecedents for successful implementation of Competency mapping.
To map awareness, usage, effectiveness, expectations and requirements
for successful implementation
Discussion and probing of findings of Survey Research
3.9.5.2 Methodology
HR Consultants, Management Consultants, HR Heads, Senior HR Managers and
Functional Heads were identified for the purpose of conducting In-depth interviews.
Discussion guides were developed factoring in the insights gained in the previous part
of descriptive research
In-depth Interviews were used for collecting data and gaining insights which might
have inadvertently been missed in questionnaire.
3.9.5.3 Tool used for data collection
One-on-one interviews of Consultants
One-on-one Interviews of HR Heads/ Non-HR Managers/ Line Heads/
CEOs
3.9.5.4 Variables Studied
Independent variables: s industry, sector, age, size, Organisation
function, turnover
Dependent variables: Extent of CM usage, CM effectiveness in terms of HR &
Business goals, perceived roadblocks by HR and line managers such as time, budget,
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resources, awareness levels of line managers, experience of HR managers, Perceived
Benefits, Critical Success factors for Implementation
3.9.5.5 Sampling Design
Technique
Purposive Sampling
Sample Size
15
Nature of Sample
o Consultants/Experts
o HR managers
o Non HR Departmental Heads
3.9.5.6 Techniques used for data analysis of Part B-In -depth Interview
Qualitative techniques of content analysis using NVivo Software
Research Design of PHASE III Validation of the findings of Phase I and 3.9.6.0
II and Development of Implementation Model.
(Employing learnings from Phases I and II)
Phase III consists of validating the candidate Critical Success Factors and Roadblocks
obtained from the previous phase; classification of validated CSFs and Roadblocks in
the form of taxonomy and Development of CM Implementation Model
3.9.6.1 Objectives of PHASE III - Validation of CSFs and Roadblocks and
Development of Implementation Model
To examine the validity of the candidate Critical Success factors and
candidate roadblocks obtained and distilled from previous PHASE I & II
Qualitative
To classify the validated CSFs and Roadblocks for presentation in the form of
taxonomy for easy reference of Implementers or stakeholders in Competency
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Mapping
To factor in the responses to validation instruments and insights from in-depth
interviews for development of CM Implementation Model
3.9.6.2 Methodology for Phase II I Validation of CSFs and Roadblocks and
Development of Implementation Model
This PHASE III involved the following steps:
Identification of Experts / Consultants for Validation
Administration of validation questionnaire consisting of candidate Critical
Success Factors and candidate roadblocks distilled from open-ended
questions in Survey and In-depth Interviews of Consultants, HR Heads and
Departmental Heads of Phase II of the study
Grouping and classification of the validated CSFs and Roadblocks in the
form of a taxonomy
Development of Implementation Model factoring in findings of previous
two phases and In-depth interviews with experts
3.9.6.3 Variables Studied
Critical Success Factors for Implementation
Roadblocks to successful implementation
3.9.6.4 Sampling Design
Sample Size
32
Nature of Sample
HR Experts, HR Consultants, Management Consultants, CEOs, HR
Heads, Line Heads, Managers as Implementers
Sampling Technique
Purposive Sampling
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3.9.6.5 Tool used for Data Collection
Validation instrument consisting of Critical Success Factors and
Roadblocks distilled from previous phases
In-depth interviews with Experts
3.9.6.6 Scope and Limitations for Phase III Validation of CSFs and Roadblocks
and Development of Implementation Model
The study is limited to developing implementation model only. The validation of the
proposed Implementation model is beyond the scope of the study.
Overall Limitations of the Study: 3.10.0.0
Environmental Limitation: In terms of depth, width and tenure of usage of
Competency Mapping the Corporate sector in India is not at the mature end of the
learning and implementation curve. This is both a uniqueness of the environment of
and for which this research has been done as well as a limitation of it. As a result the
study and its conclusions will have elements unique to a corporate environment in the
early stages of absorption of any strategic approach and may therefore neither fully
correspond to nor be fully applicable on a corporate environment on either side (i.e
nascent or fully mature) of India. In other words the study is applicable only in the
unique context of India and will have no applicability to organizations in Western
world.
There is a uniquely oriental cultural aspect and apprehension or reservation in
formal document administered by an outsider however well- meaning or innocuous
that outsider and his or her purpose may be.
The Indian organization is intrinsically deficient in what might be called a normative,
healthy HR/Line headcount ratio which is obtained elsewhere in mature economies or
mature markets. Therefore, there is a skew in the functional profile of the respondent
base. However the focus of the research is also on eliciting reactions, opinions and
ideas about Competency Mapping with particular emphasis on factors for successful
implementation and acceptance as a tool by the wider, non HR fraternity within the
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impetus.
Conclusion: 3.11.0.0
This chapter expatiated on the need and significance of the study, the research design
and the three phases of research. The objectives, methodology, selection of sample,
data analysis pertaining to all phases are also dealt with in detail. The chapter furnishes
a framework, provides for conducting the research.
