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CHEEMA BOILERS LIMITED
2 Jagan Institute of Management Studies, New Delhi, Rohini
CERTIFICATE
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CHEEMA BOILERS LIMITED
3 Jagan Institute of Management Studies, New Delhi, Rohini
CERTIFICATEThis is to certify that the project work done on ANALYSIS OF EMPLOYEE
SATISFACTION AND COMPENTENCY is an original work carried out by
Ms. Nimisha Verma under my supervision and guidance. The project report is
submitted towards the partial fulfillment of two year, full time Post Graduate
Diploma in Management.
This work has not been submitted anywhere else for any other degree/diploma.
The work was carried out from 1ST
May 2013to 30th
June 2013 in Cheema
Boilers Limited, Chandigarh.
Date Name & Sign of Faculty
Students Name& Signature
Roll No. FA12033
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CHEEMA BOILERS LIMITED
4 Jagan Institute of Management Studies, New Delhi, Rohini
ACKNOWLEDGEMENT
I acknowledge with high gratitude to all those who have been instrumental in
completion of this project and helped me to make this project a big success. At the
very outset, I would like to express my thanks to the Almighty who has bestowed
upon me the required skill to pursue this course.
I want to express my profound gratitude to Mr. A.D BRAR (CEO) for allowing me
to do internship in their company.
I would like to acknowledge with thanks for the resourceful support given by my
company guide Mr. SS CHEEMA (H.R AND ADMINISTRATION HEAD) and
his under managers during the tenure of my project.
I am obliged to Prof.S.C Kapoorfor their support and valuable guidance for framing
the questionnaires.
I am thankful to our Dean Mr. Madan Mohan, Jagan Institute of Management
Studies, New Delhi, for his valuable suggestions and help extended to me throughout
the course.
It is indeed a great pleasure to express my profound and sincere gratitude to my
college guide Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of
Management Studies, New Delhi, for her valuable guidance and timely suggestions
throughout my project.
NIMISHA VERMA
FA12033
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CHEEMA BOILERS LIMITED
5 Jagan Institute of Management Studies, New Delhi, Rohini
DECLARATION
I NIMISHA VERMA do hereby declare that this project is an original work done by
me under the guidance of Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of
Management Studies, New Delhi, and Mr. SS CHEEMA, H.R AND
ADMINISTRATION HEAD, Chandigarhduring the period of 1st May 2013 to 30th
June 2013.
This project report has been submitted in partial fulfillment of the requirements for
the award of the degree of Post Graduate Diploma in Management (PGDM) of Jagan
Institute of Management Studies.
I further declare that this project has never been published before nor has been
submitted by any student of any university or college pursuing any course or diploma.
Thanking You
NIMISHA VERMA
FA12033
BATCH 2012-14
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CHEEMA BOILERS LIMITED
6 Jagan Institute of Management Studies, New Delhi, Rohini
PREFACE
AN OVERVIEW
The PGDM program is well structured and integrated course of business studies. The
main objective of practical training at PGDM level is to develop skill in student by
supplement to the theoretical study of business management in general. Industrialtraining helps to gain real life knowledge about the industrial environment and
business practices. The PGDM program provides student with a fundamental
knowledge of business and organizational functions and activities, as well as an
exposure to strategic thinking of management.
In every professional course, training is an important factor. Professors give us
theoretical knowledge of various subjects in the college but we are practically
exposed of such subjects when we get the training in the organization. It is only the
training through which I come to know that what an industry is and how it works. I
can learn about various departmental operations being performed in the industry,
which would, in return, help me in the future when I will enter the practical field.
Training is an integral part of PGDM and each and every student has to undergo the
training for 6 to 8 Weeks in a company and then prepare a project report on the same
after the completion of training.
During this whole training I got a lot of experience and came to know about the
management practices in real that how it differs from those of theoretical knowledge
and the practically in the real life.
In todays globalize world, where cutthroat competition is prevailing in the market,
theoretical knowledge is not sufficient. Beside this one need to have practical
knowledge, which would help an individual in his/her carrier activities and it is true
that Experience is the best teacher.
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CHEEMA BOILERS LIMITED
7 Jagan Institute of Management Studies, New Delhi, Rohini
INDEX
Sr No. CHAPTERS PAGE
NO.
1 INTRODUCTION. 10-19
2 OBJECTIVES 20
3. LITERATURE REVIEW 20-30
4. RESEARCH METHODOLOGY 31-34
5.DESIGNING OF QUESTIONNAIRE
34-35
6. TOOLS AND TECHNIQUES 36-48
7. RESULTS 36-48
8. FINDINGS 48-51
9. CONCLUSION 51-52
10 BIBLIOGRAPHY 52
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CHEEMA BOILERS LIMITED
8 Jagan Institute of Management Studies, New Delhi, Rohini
Sr. No. CONCEPT Pageno.
Table-1. Graph showing level of Employee satisfaction in Production
department.
37
Table-2 Graph showing level of Graph showing level of Employee
satisfaction in Quality department.
38
Table-3. Graph showing level of Employee satisfaction in Material
Management.
38
Table-5. Graph showing level of Employee satisfaction in External
Department
39
Table-6. Graph showing level of Employee satisfaction in Purchase
Department
40
Table-7. Graph showing level of Employee satisfaction in Marketing
Department
40
Table-8. Graph showing level of Employee satisfaction in Engineering 41
Table-9. Graph showing level of Employee satisfaction in Proposal 41
Table-10. Graph showing level of Employee Competency in Production
department
43
Table-11. Graph showing level of Employee Competency in Quality
Department
43
Table-12. Graph showing level of Employee Competency in Material
Management
44
Table-13. Graph showing level of Employee Competency in External 44
Table-14. Graph showing level of Employee Competency in Process
Boilers Division
45
Table-15. Graph showing level of Employee Competency in Project
Management
45
Table-16. Graph showing level of Employee Competency in
Engineering Department
46
Graph-17 Graph showing level of Employee Competency in Proposal
Department
46
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CHEEMA BOILERS LIMITED
9 Jagan Institute of Management Studies, New Delhi, Rohini
LIST OF TABLES
Graph-18 Graph showing level of Employee Competency in Marketing 47
Graph-19 Graph showing level of Employee Competency in Finance 47
Graph-20 Graph showing level of Employee Competency in Hr and
Administration
48
Graph No. ParticularsPage
No.
Table 1. Table Showing The Level Of Employee Satisfaction In The
Organization.
36
Table 2. Table Showing The Level Of Employee Competency Level in the
Organization.
42
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CHEEMA BOILERS LIMITED
10 Jagan Institute of Management Studies, New Delhi, Rohini
EXECUTIVE SUMMARY
The topic A PROJECT TO ANALYSE THE EMPLOYEE SATISFACTION
AND COMPENTENCY MAPPING
deals with the analysis of the level of employee satisfaction and the need for
training and development to ensure better quality outputs. The study involves
recognizing and assessing of the areas where the employees are dissatisfied and to
mend the problem areas. This project also included the study to measure employee
competencies and the problem areas pertaining to the lack of competencies possessed
and indicate the level and type of competencies possessed by the employees in their
respective departments
In this project a descriptive research methodology was adopted, Questionnaire method
was adopted and the employees were given closed ended question and forced type
choices were provided.
The primary data was analyzed using MS-EXCEL. The analysis part is done through
simple tabulation and graphical representation. Findings are done on the basis of
collected information which showed that CHEEMA BOILERS, CHANDIGARH has
a lot of scope to increase its level of employee satisfaction and the employees need to
be more competent and trained in their respective areas of work.
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CHEEMA BOILERS LIMITED
11 Jagan Institute of Management Studies, New Delhi, Rohini
CHAPTER 1
INTRODUCTION
Cheema Boilers Limited (CBL) is a leading name in the Boiler Industry in India.
Established in 1991, the Company manufactures steam boilers for almost allindustries, providing various services and solutions to power and process industries
along with the production of a wide range of other related products. Headquartered in
Chandigarh, Cheema Boilers has nationwide operations with regional offices in Delhi,
Mohali, Indore, Kolkata, Mumbai, Hyderabad and Coimbatore. Now, the Company is
fast strengthening global presence. Staying ahead in terms of quality and technology,
our products are efficient and environment-friendly. With special focus on customer-
centric solutions and efficient after sales service, CBL today stands as the first choice
of its customers. Staying ahead in terms of quality and technology, our products are
efficient and environment-friendly.
MISSION
Improve our products and services constantly to meet our customers' needs.
A strong focus on total system integration and optimization by understanding our
customers' unique needs, by utilizing state-of-the-art automation tools, by
applying technical and cost factors.
Design a system best suited to each customer's steam generation needs by
balancing capital and operation costs.
QUALITY POLICY
We are committed to achieve and exceed the customer satisfaction by meeting all
requirements with highest standards since we want to be ranked as the best in the
field. Quality is not just another goal; it is our basic strategy for survival and
future growth through optimization of processes and continual improvement of
our Quality Management System.
Maintaining a strong nation-wise reputation as a leader in the industry is no easy feat.
With over a decade's experience of manufacturing, erection and commissioning of
boilers and related products and a well-known development expertise CBL has
created a proven formula that has resulted in its high quality products and services
today.
Established in 1999, CBL has grown from strength to strength by the sheer force of its
own efforts. The Company's origin in the boiler industry goes back to the inception of
its sister concern Cheema Engineering Services (P) Limited engaged in manufacturing
of Steam Boilers, Pollution Control Equipment, and Fluidized Bed Conversion and
Energy Saving devices since 1991.Incorporated 8 years later, CBL, from a nascent company, grew to establishing its
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CHEEMA BOILERS LIMITED
12 Jagan Institute of Management Studies, New Delhi, Rohini
name in the Boiler Industry with its core competency in engineering, manufacturing
and project commissioning. Its operation facilities, technology, manpower
competency and customer base are evolving and expanding every year, which reflects
in the steady growth of the Company's turnover. The Company is presently exporting
to Asian and European countries. With a constant pursuit towards excellence and
growth CBL is scaling newer heights every day.
`
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CHEEMA BOILERS LIMITED
13 Jagan Institute of Management Studies, New Delhi, Rohini
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CHEEMA BOILERS LIMITED
14 Jagan Institute of Management Studies, New Delhi, Rohini
PRODUCTS MANUFACTURED
They are one of the national leaders in manufacturing of steam boilers. Following are their range
of products that they hold expertise in manufacturing. They use green n latest technology in the
manufacturing of the products so they enhance the productivity and also care for the
environment.
AFBC BOILERS
WASTE HEAT RECOVERYBOILERS
Waste Heat
Recovery Boilers
Sponge Iron
Coke Oven Gas
GRATE FIRED BOILER
Travelling Grate
Dumping Grate
Pulsating Grate
HOT AIR GENERATOR
Hot Air Generator
Electric Steam
Generator
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CHEEMA BOILERS LIMITED
15 Jagan Institute of Management Studies, New Delhi, Rohini
SLOP FIRED BOILER
Slop / Venus Fired
Boiler (Distillery
Waste Incinerator)
PROCESS BOILERS
Hypac Boiler
Energypac
Oil Pac
ACCESSORIES
Electrostatic Precipitator
Fans
Compact Lift Conveyors
Distributed/Programmable
Logical Controller System
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CHEEMA BOILERS LIMITED
16 Jagan Institute of Management Studies, New Delhi, Rohini
The Organization is divided into the following divisions:
QUALITY
The policy of CBL is to achieve total customer satisfaction by delivering products and
providing services that meet or exceed their exact requirements and expectations and to doso on time and at most competitive prices in domestic and export market for our entire
product range. To achieve this, they have made perfection the buzzword and their
emphasis on the quality is paramount.Superlative design technology, excellent
verified material and experienced guidance at the helm combined under a stringent
quality plan ensure exceptional quality on a consistent basis.The highly trained team
of qualified personals carry out rigorous checking to meet the requirement of statutory
regulations. Furthermore they were towards exceeding the stipulations of the
customers in quality to build a relationship with clients that is long lasting.They have
employed the industry's most trusted equipments and have an experienced anddedicated quality department to ensure production is of the highest quality and that
total customer satisfaction is achieved. They are ISO 9001:2008 certified and also
ASME certification. Their process-oriented approach and continued commitment to
the needs of their customers are the driving forces behind their success.Quality
Assurance ensures exceptional quality on a consistent basis with superlative design
technology; excellent verified material and experienced guidance at the helm
combined under a stringent quality plan assuring exceptional quality on a consistent
basis.
The highly trained team of quality personnel carries out rigorous checking to meet the
requirement of statutory regulations. Furthermore they were towards exceeding the
stipulations of the customers in quality to build a relationship with clients that is long-
lasting.
PRODUCTION
The production department is a functional area and is responsible for turning inputs
into finished outputs through a series of production processes. The Production
department includes the employees and employers that are involved in themanufacturing, planning, innovation, rework, rejection and the process of cost
reduction to ensure best quality products to the customers. In thisindustry,once the
design is realized, production engineering concepts regarding work-study,
ergonomics,operation research,manufacturing management,materials management,
production planning, etc., play important roles in efficient production processes.
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ENGINEERING
It is backbone of the Company's technological advancement. This department is the
most crucial department on which the quality and the production of the products
depend. It consists of engineers, assistant engineers and draughtsman. People holding
a valid engineering degree are recruited by the H.R personnel to ensure best quality
work. The department houses talent that is amongst the best in the industry. Having
evolved its own engineering strength, CBL understands the need for nurturing its
talent which has flourished under its aegis and has grown to exceptional heights in the
positive environment of growth and evolution. A team of qualified and experienced
engineers and efficient draftsmen comprise the engineering department. They work
under the best of conditions and guidance at the offices in Mohali (Chandigarh) and at
Coimbatore (Tamilnadu). It also includes the department of external services:
External Services
It provides the fastest response to client needs. The huge and strong team comprises
highly qualified and experienced engineers and supervisors who are focused to their
job.
The Department is divided into 'Low Pressure Process Boiler Wing' and 'High
Pressure Power Boiler Wing'. The High Pressure Power Boiler division has separate
teams for erection and commissioning for optimum utilization of expertise and skills.
Housing experts from varied fields, the dept. is ably supported by Project
Management from Head Office. The team ensures that all equipments are installed
and function properly.
PURCHASE
It is a department which deals with the procurement of products for manufacturing
purposes, Deals with the vendors as to how much is their requirement of the product
and their personalized preference and need of the product. They also negotiate the
cost of selling the product and for the tools required in the manufacturing of the same.
They predict and provide the amount of inventory that has to be maintained by the
firm. It consists of a group of highly efficient and qualified people to ensure best
quality services to their customers.
MARKETING AND SALES
The Marketing and Sales department delivers customized material and offers expert
advices in the best interest of the client to give the competitive edge. Fully
understanding the clients' needs it offers the right product.
Since CBL's business is conducted with complete transparency, the products are
offered with complete specifications and techno-commercial clarity. Our team of
highly skilled marketing professionals analyzes the target market and the needs of the
clients, determining the corporate and product positioning and the marketingobjectives and integrating these goals into serving the clients .
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PROPOSAL
The Proposal team understands the commercial brief and clients' requirements, taking
negotiations to superior levels. Adept at drafting and making proposals the team is
responsible for making the proposal comprehensive, transparent and cost-effective.
Comprising specialists from relevant fields the team is fully capable of providing not
only what is required but add that something extra which will be of tremendous value
to CBL's clients. That is superior, cost effective and performance enhancing
alternatives.
MATERIAL MANAGEMENT
Material Management department consistently reviews each item with excellent co-
ordination with Project Management and Engineering dept., superior negotiating
skills and development of reputable vendors at national and international levels is the
hallmark of the dept at CBL.
Much emphasis is laid on quality procurence of raw material at competitive prices as
we wish to offer our clients an optimum price. We treat our vendors as partners and
the maintenance of this quality supply chain is due to the efforts of the team and the
leaders ofthe dept.
PROJECT MANAGEMENT
Material Management department consistently reviews each item with excellent co-
ordination with Project Management and Engineering dept., superior negotiating
skills and development of reputable vendors at national and international levels is the
hallmark of the dept at CBL.
Much emphasis is laid on quality procurence of raw material at competitive prices as
we wish to offer our clients an optimum price. We treat our vendors as partners and
the maintenance of this quality supply chain is due to the efforts of the team and the
leaders of the dept.
ERECTION AND COMISSIONING
CBL offers end-to-end services from erection to commissioning of main equipment ofboilers including performance tests and other special services within the stipulated time
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period and quality as per the set standards of CBL.
CBL undertakes design, supply, fabrication, erection and commissioning
Complete boiler house internal works like ducting , piping, structural tanks, refractory, insulation, electrical
instrumentation work with statutory clearance from IBR
Chimney with PCB clearance
Furnace oil storage tanks and its loading and distribution systems with statutory clearance from COCE
Coal handling plant for the boiler (coal / baggase) with bunker designed according to boiler
capacity and available storage and installation space
Steam piping from boiler house to the utility with steam accessories, stress analysis and reliving including s
clearance from IBR Ash handling plant both mechanical as well as pneumatic system with ash silo
We provide chimney design calculations as per IS 6533 to meet the pollution control board norms
Sizing and designing ducting layout to suit your boiler house
Sizing and designing piping layout to suit your feed water and furnace oil locations
Refractory and Insulation design, and BOM as per boiler requirements
Electrical and instrumentation work with indications of tank level in boiler panel
DESIGNING AND DRAWING PHASE OF PROJECT:
They provide chimney design calculations as per IS 6533 to meet the pollution control board norms
Sizing and designing ducting layout to suit your boiler house
Sizing and designing piping layout to suit your feed water and furnace oil locations
Refractory and Insulation design, and BOM as per boiler requirements
Electrical and instrumentation work with indications of tank level in boiler panel
PLANNING AND MONITORING PHASE:
Project schedules are prepared and managed using MS Project (Bar Charts).
The designated Thermax Project Manager will be a single point of contact/communication from boiler dispa
department /division till hand-over.
Project manager will be responsible for the monitoring and schedule adherence of the Microsoft project wit
Periodic reporting to customers in our standard formats on project developments.
EXECUTING AND SUPERVISING:
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CBL engineers will be available at site, round-the-clock
Only CBL approved manufacturers are approached for procurement of all materials. This helps in
maintaining and assuring quality of our products delivered at your site (accompanied with test certificates)
To ensure the quality at site we seek approvals from customers on our FQP (Field quality plan) before
o Starting the job. All documentation are drafted as per ISO 9001: 2000 standards
Our project team at site ensures complete adherence to safety and statutory standards as outlined in the CBL
Project Manual
COMMISSIONING AND HANDING OVER:
Commissioning engineer for commissioning the unit
Supply of skilled manpower for commissioning assistance
Supply of utility required for commissioning
Training personnel on operation of boiler provided
H.R AND ADMINISTERATION
The Human Resource and Administration department of the organization works towards
enhancing the capacity of the organization to effectively deliver on its mandate. The department
aims at acquiring, building and retaining human capacity to provide quality, efficient and effective
services to the public. It provides strategic and day to day support to the various departments of the
commission and ensures that the commission has the human capacity to deliver on its mandate. Theirjob is to carry out recruitments, act as a change agent, to
CHAPTER 2
OBJECTIVES OF STUDY
EMPLOYEE SATISFACTION FORM
To find out the level of employee satisfaction in the company
To identify the problems of the workers that effect their performance
To find out the deficiencies in organizational policies affecting the employee
who in turn affects the corporationsprofitability.
To assess the overall level of employee satisfaction
EMPLOYEE COMPETENCY QUESTIONNAIRE
To evaluate the competency level of the employees in their respective areas of
work.
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To identify areas where employees need improvement.
To measure the extent of skills possessed by the employees.
To give an individual assessment of employees in areas of work competencies.
CHAPTER 3
LITERATURE REVIEW
EMPLOYEE SATISFACTION SURVEY(Reference: Insight Oxford)
Organizations operate most successfully and profitably when their staff are fully
engaged and motivated towards their business aims and objectives.
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Well-designed employee surveys can provide an organization with insights into its
dynamics, structure, culture, perceptions, career development paths and commercial
realities. High quality employee satisfaction data can be used to build and shape
successful commercial and retention strategies.
Organizational& Commercial Benefits
Measuring and monitoring employee satisfaction, especially at senior levels, provides
the critical information needed to:
Clearly evaluate current levels of employee satisfaction and engagement
Measure the effectiveness of people management strategies
Pinpoint areas of the business that are most vulnerable to employee turnover
Facilitate timely and strategic management decisions
Safeguard key client relationships, as well as organizational knowledge
Minimize the impact upon productivity & morale of disengaged employees
Minimize talent loss and recruitment costs
Maximize return on training investment
Fact or Fiction?
A key challenge to achieving high quality and meaningful results from employee
satisfaction research is providing neutral territory where staff is comfortable and
confident to say what they really think and feel rather than what they think
organizations want to hear.
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Well lets face it; no one says what they really think in staff satisfaction surveys, we
all know it goes straight back to senior management. Its not worth risking your job
to say what you think the real problems are. (Senior Manager, major global
organization)
What they do:
Insight Oxford provides high quality, tailored employee satisfaction research to
organizations focusing on their key talent and why employees choose to stay or leave.
As professional researchers with full member of the Market Research Society, Insight
Oxford objectively measure levels of job satisfaction and engagement which provide
indicators of disengagement and potential resignations.
Insight Oxford works in partnership with organizations to design new surveys or
implement an integrity and value audit of their existing surveys. We can:
Provide high quality robust survey design and implementation
Design a survey tailored to your organizationsneeds
Provide independent, unbiased data analysis, as well as statistical analysis, to
produce high quality reporting and recommendations
Facilitate year on year tracking of staff satisfactionidentifying trends and shifts
Uniquely harness competencies in professional market research, senior
management and executive coaching to provide pragmatic and strategically focused
recommendations.
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SOURCE:
EMPLOYEE SATISFACTION SURVEY(Reference: Murray
consultancy limited)
Employee satisfaction is the terminology used to describe whether employees are
happy and contented and fulfilling their desires and needs at work. Employee
satisfaction is a factor in employee motivation, employee goal achievement, and
positive employee morale in the workplace. Employee satisfaction, while generally a
positive in your organization, can also be a detrimental to the companys goals if
mediocre employees stay because they are satisfied with your work environment.
Employee satisfaction is measured by anonymous employee satisfaction surveys
administered periodically that gauge employee satisfaction in areas such as:
Management style
Understanding of mission and vision
Empowerment
Teamwork
Job satisfaction
Communication
Working environment
The Murray Consultancy Ltd won the prestigious BIG Market Research award in
2006 for a paper submitted into how to effectively measure employee satisfaction.
They used two techniques:
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Perceptual mapping establishing what is important to employees, how
satisfied they are with those thinks they consider important and measuring
and mapping the gap between importance and satisfaction.
Regression analysis establishing what the key drivers of satisfaction anddissatisfaction are by correlating statistically which mix of aspects of
employee satisfaction best explain why employees are satisfied and why
some are dissatisfied.
REFERENCE: (www.murrayconsultancy.co.uk)
RESEARCH WORK ON COMPETENCY MAPPING OF
EMPLOYEES.
Competency mapping, the buzz word in any industry is not complicated as it may
appear. At the heart of any successful activity lies a competence or skill. In the recent
years, various thought leaders in business strategy have emphasized the need to
identify what competencies a business needs, in order to compete in a specific
environment. Competency mapping is a strategic HR framework for monitoring theperformance and development of human resource in organizations. Regardless of
whatever happens to the future of software in India, the people who are outstanding in
their performance will continue to be in demand and will keep rising and for this the
human resource of each organization should develop the competencies which they
have in order to compete with the highly competitive market. In this paper the
researcher has collected data from 195 software employees. Where in 145 employees
where from Cognizant Technology Solutions (CTS) and the rest 150 respondents
were form Hindustan Technology Limited (HCL) and their competencies where
studied in depth to bridge the gap of the lacking competency which would help the
employees to outshine which would help the organization to lead its goal through its
objective.
1. Introduction
The current globalization of economy necessitates innovative approaches in managing
the work force. The fast changes happening in the demography and social systems
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thereof have given breathing space for various HR practices enhancing the employee
productivity and growth. And one of the most commonly used HR practice is
competency mapping for development of the employees. Identifying and development
of the competencies in organization enable better performance management as well as
reward and recognition systems leading to career and succession planning
programmes. Also competency mapping is a strategic HR frame work for monitoring
the performance.
2. Objective of the Study
To identify the competency gap that exists between the employees current
performance level and the expected level of the employees.
3. Conceptual Framework
John Flanagan (1954) grounded Critical Incidents Technique as a precursor to the key
methodology used in rigorous competency studies. The idea of testing the
competencies, required for efficient performance at a position, was proposed by
David McClelland in the early 1970s. The term competency has been interpreted by
various authors/researchers with their unique way of giving meaning to it. Some of
the definitions are given below. Boyatzis (1982) described competencies as
underlying characteristic of an individual, which are causally (change in one variable
cause change inanother) related to effective job performance.
4. Competency Mapping
To assess the competency of the employees of two software companies researcher has
identified 147 competencies which is relating to 20 broad categories and the
dimensions are Drive for results, Process 2011 International Conference on
Information Communication and Management IPCSIT vol.16 (2011)
(2011)IACSIT Press, Singapore 228
SOURCE: Mily Velayudhan T.K St. Marys School of Management Studies,
Chennai. India. Affiliated to University of Madras, Chennai, India.
MORE RESEARCH WORK ON COMPETENCY MAPPING
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In this world of cut throat competition, companies are putting tremendous effort to
hire competent employees and to develop relevant competencies in their existing
employees. These are one of the few ways in which companies can gain competitive
edge over each other. In this slowing economy where so many companies are fighting
for limited resources and talent, it is very important for organizations to incessantly
reassess their competencies, update it and have the courage to make the necessary
changes. It is equally imperative for a firm to define a set of core competencies which
corresponds with its key market differentiators. This is where competency mapping
plays a key role.
Competency Mapping
It is the process of identification of the competencies and the level of proficiency
required in it to perform a given job or role efficiently. Every job requires some set of
attributes whether it is technical, managerial or behavioral to perform the same
successfully; these attributes or skills are known as competencies.
Areas of Implementation The competency mapping can be applied to the areas
depicted in the following diagram:
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Some of these areas are explained below:
Recruitment and selection
Competencies can be used to construct a template for use in recruitment and selection.
Information on the level of a competency required for effective performance would be
used to determine the competence levels that new hires should possess. This results in
hiring of an employee who is organizational as well as role fit.
This way we can reduce the cost of training of the new hired employees. Employees
will be productive from Day 1 and no man-hours will be lost in the training of new
hires.
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A firm that knows how to assess competencies can effectively hire the best at a
reasonable price, for example hiring under priced but highly entrepreneurial
management graduates from lesser-known business schools.
Training and Development Requirements
It involves identifying the gap between competencies required for the position and
those possessed by the employee. Any such gap is bridged by providing training to
the incumbent for those particular competencies only.
Career and succession planning
It involves assessing employees capability to take on new challenges. In order to see
if an employee is suitable for occupying position at the top management; his current
competency level ought to be matched against those that required at higher level
position.
Performance Management System
It is important to correlate performance result with competencies. Performance
management system should be competency based and not just result based.
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Competency based performance management would focus on HOW of performance
and not on WHAT of performance i.e. not on results but how the results are
achieved Effective PMS should provide link to the development of an individual and
not just to rewards.
Rewards and Recognition
Competency linked benefits is a new concept after performance linked incentives.
Competency linked benefits focus on the fact that employees should work hard
towards developing their competencies as and when requirement arises for performingtheir job effectively. It rewards employees who not only work hard towards achieving
their target but also who put effort in enhancing their competencies (keeping in mind
the dynamic needs of the job at hand).
Advantages of Competency mapping
Competency mapping provides wholesome benefits to the company, supervisors and
employees.
Company
The basic objective of an organization is to achieve its long term goals; competency
mapping ensures that only competent employees work in the organization. The word
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competent here refers to those employees whose skills set match with that of the one
required in performing the job effectively.
Supervisors
Competency mapping provides ease to the managers in terms of setting the targets for
the juniors as well as in evaluating their performance. It facilitates clear
communication on part of the managers. HR managers are also clear while recruiting
so as to what kind and level of competencies they are looking for in an individual for
performing a particular job.
Employees
Employees are always under pressure to perform their best therefore it is imperative
to define a set of core competencies which an individual should possess to do justice
to his job at hand. Competency mapping helps employees in clearly understanding
what is expected from their job at hand. It specifies the level of competencies required
to perform their job effectively. This helps employees in honing the skills in which
they lack.
It also demystifies the performance appraisal process for them since they know what
are the competencies (besides their performance) on which they will be appraised.
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This Article has been authored by TulikaBhatnagar, XIMB
References: The handbook of competencies by SeemaSanghi
Competency Mapping for Superior Results by Sraban Mukherjee
http://www.digneconsult.com/sg/blog/26/competency-mapping-an-important-
tool?post=thttp://computer.financialexpress.com/20050131/technologylife01.shtm
l
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CHAPTER 4
RESEARCH METHODOLOGY
Research framework: This study is based on the level of employee satisfaction and
an analysis of their competencies.
Research Method: Descriptive research is chosen for this study because this study
deals with the characteristics possessed by the group of employees unique to the
organization.
Survey technique was used in either of the two processes since all the employees
were to be assessed on their levels of employee satisfaction as well as employee
competencies.
Sample Size: 450 employees
ii) Sources of Data
Primary data: It included the interpretation of the results obtained after the
questionnaires were filled by the employees.
Secondary data: It includes suggestions and reasoning given by the line managers
and Head of departments.
DESIGNING OF QUESTIONNAIRE
The questionnaire was designed under the mentorship of my industry mentor.
The data and the format were designed using MS EXCEL and the graphs
were made on an EXCEL sheet.
The questionnaires were framed according to the needs that were identified
through observation and interviewing method, both in the Employee
satisfaction form as well as in the Employee Competency Chart.
The questions were closed ended with forced choice answers except for a little
portion which was granted in the employee satisfaction form for any open
ended suggestions or opinions.
Several blue prints were formed before the final form was approved.
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iii) Data Collection tools/instruments:
The sources of collecting the primary data was through the questionnaire technique,
where in a set of closed ended structured questions were used and some place for an
open ended review was also left in the EMPLOYEEE SATISFACTION FORM. The
Secondary data was collected by way of observation as well as interviewing of the
line managers and the head of departments to analyze the reasons and suggestions for
the kind of result obtained.
iv) Methods of data collection:
A) QUESTIONNAIRE TECHNIQUE
.
A questionnaire is a means of eliciting the feelings, beliefs, experiences, perceptions,
or attitudes of some sample of individuals. As a data collecting instrument, it could be
structured or unstructured.
The questionnaire is most frequently a very concise, preplanned set of questions
designed to yield specific information to meet a particular need for research
information about a pertinent topic. The research information is attained from
respondents normally from a related interest area. The dictionary definition gives a
clearer definition: A questionnaire is a written or printed form used in gathering
information on some subject or subjects consisting of a list of questions to be
submitted to one or more persons.
Advantages
Economy - Expense and time involved in training interviewers and sending
them to interview are reduced by using questionnaires.
Uniformity of questions - Each respondent receives the same set of questions
phrased in exactly the same way. Questionnaires may, therefore, yield data more
comparable than information obtained through an interview.
Standardization - If the questions are highly structured and the conditions
under which they are answered are controlled, then the questionnaire could become
standardized.
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Disadvantages
Respondents motivation is difficult to assess, affecting the validity of
response.
Unless a random sampling of returns is obtained, those returned completed
may represent biased samples.
Two types of questionnaires
Closed or restricted form - calls for a "yes" or "no" answer, short response, or
item checking; is fairly easy to interpret, tabulate, and summarize.
Open or unrestricted form - calls for free response from the respondent; allows
for greater depth of response; is difficult to interpret, tabulate, and summarize.
B) INTERVIEW METHOD
An interview is a conversation between two or more people where questions are asked
by the interviewer to elicit facts or statements from the interviewee. Interviews are a
standard part of journalism and media reporting, but are also employed in many other
situations, including qualitative research.
Interviews are completed by the interviewer based on what the respondent says.
Interviews
Is a far more personal form of research than questionnaires.In the personal interview,
the interviewer works directly with the respondent. Unlike with mail surveys, the
interviewer has the opportunity to probe or ask follow up questions. Interviews are
generally easier for respondent especially if what are sought are opinions or
impressions. Interviews are time consuming and they are resource intensive. The
interviewer is considered a part of the measurement instrument and interviewer has to
be well trained in how to respond to any contingency.
TYPES OF INTERVIEWS:
FORMAL
INFORMAL
STANDARDIZED,OPEN ENDED INTERVIEW
CLOSED FIXED RESPONSE INTERVIEW
TELEPHONE INTERVIEW
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OBSERVATION TECHNIQUE
Observation is way of gathering data by watchingbehavior, events, or noting
physical characteristics intheir natural setting. Observations can be overt
(everyone knows they are being observed) or covert(no one knows they are
being observed and the
observer is concealed). The benefit of covert observation is that people are
more likely to behavenaturally if they do not know they are being observed.
However, you will typically need toconduct overt observations because of
ethicalproblems related to concealing your observation
.Observations can also be either direct or indirect.
Direct observation is when you watch interactions, processes, or behaviors as
they occur; for exampleobserving a teacher teachinga lesson from a
writtencurriculum to determine whether they are deliveringit with fidelity.
Indirect observations are when youwatch the results of interactions, processes,
orbehaviors; for example, measuring the amount ofplate waste left by students
in a school cafeteria todetermine whether a new food is acceptable to them.
v) Research Tools Used
The primary data was analyzed using MS-EXCEL. The analysis part is done through
simple tabulation and graphical representation.
Research tools used were:
Questionnaires
Interview
Observation
vi) LIMITATIONS OF THE STUDY
.Questionnaires, like many evaluation methods occur after the event, so
participants may forget important issues.
Questionnaires are standardized so it is not possible to explain any points in
the questions that participants might misinterpret. Although an open ended
column is provided in the Employee satisfaction form.
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Open-ended questions can generate large amounts of data that can take a long
time to process and analyze. One way of limiting this would be to limit the
space available to the employees to answer the questions
Respondents may answer superficially as they may interpret this as trivial. Employees may not elicit the true information. They might not wish to reveal
the information or they might think that they will not benefit from responding
perhaps even be penalized by giving their real opinion. Employees need be
told why the information is being collected and how the results will be
beneficial. They should be asked to reply honestly and told that if their
response is negative this is just as useful as a more positive opinion.
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Chapter 5
Tools and techniques of analysis of Data
Introduction
Designing of the Employee satisfaction form was carried out with a lot of care and
finesse and under the leadership of my industry mentor as well as the H.O.Ds of the
various departments who gave their valuable inputs. They guided me in framing the
competencies and Employee satisfaction areas I should cover in order to attain a clear
picture of what I am trying to assess. There are a total number of 2000 employees
working with the organization. Where majority of the employees are serving in bluecollared jobs. About 500 employees are serving in White collared jobs, Majority of
which includes Engineers and marketers. My task was to interpret the level of
employee satisfaction amongst the white collared people in the job since the workers
that formed the majority at the factory were not very proficient with the English
language and the questionnaire system. They had a different set of problems than the
ones working at the office. The questionnaire was then distributed and it took about a
weeks time to get the questionnaires filled. Engineers and Marketers were a little
obtuse when it came to filling the questionnaires since they were preoccupied with
work. However, the response rate was about 95% and it was good enough to predict
the scores for the entire organization.
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Chapter 6
RESULTS
Results for the employee satisfaction form
Table 1 showing the results of the Employee satisfaction Survey
JE
&AE
ENGR S.ENGR AM DM MGR TOTAL
Production 64% 43% 69% 19% 59% 51%
Quality 75% 36% 100% 78% 88% 75%
MM 88% 81% 91% 95% 89%External 59% 69% 64%
PBD 91% 91%
PM 78% 84% 75% 79%
Marketing 72% 63% 91% 86% 73%
HR &
Admin
84% 84%
Engineering 44% 26% 30% 16% 29%
Proposal 72% 59% 65%
`69% 56% 73% 66% 86% 73%
Abbrevations Used:
MMMaterial Management
PBDProcess boilers division
PMProject Management
JE &AEJunior Engineer and Engineer
ENGR- Engineer
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S.ENGR- Senior Engineer
AM- Assistant Manager
DM- Deputy Manager
MGR- Manager
Graph 1 showing the level of Employee satisfaction in the Production Department.
Interpretation: The level of satisfaction amongst the senior engineers in this department is the
highest and lowest amongst the assistant managers.
0%
10%
20%
30%
40%
50%
60%
70%
JE & E ENGR S.ENGR AM DM MGR
Production
Production
0%
20%
40%
60%
80%
100%
JE & E ENGR S.ENGR AM DM
Quality
Quality
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Graph 2 showing the level of Employee Satisfaction in the Quality Department.
Interpretation: The level of employee satisfaction amongst the junior engineers and assistant
engineers is the highest. Overall level of satisfaction is more or less the same in this
department.
Graph 3 showing the level of Employee Satisfaction in the Material Management Department
Interpretation: The level of employee satisfaction is the highest amongst the Assistant
Managers and lowest amongst the engineers.
Graph 4 showing the level of employee satisfaction amongst the employees of the external
department.
70%
75%
80%
85%
90%
95%
JE & E ENGR S.ENGR AM
Material Management
MM
54%
56%
58%
60%
62%
64%
66%
68%
70%
JE & E ENGR S.ENGR AM DM MGR
External
External
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Interpretation: The level of employee satisfaction amongst the Assistant managers is the
highest in this department
Graph 5 showing the level of Employee satisfaction in the Purchase department
Interpretation: The level of employee satisfaction amongst the engineers is the highest. And
lowest amongst the junior engineers.
70%
72%
74%
76%
78%
80%
82%
84%
86%
JE & E ENGR S.ENGR
Purchase
PM
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Graph 6 Showing the the level of satisfaction amongst the employees of the marketing
department.
Interpretation : The level of employee satisfaction is highest amongst the assistant managers
and lowest amongst the engineers.
Graph 7 Showing the level of employee satisfaction in the engineering department.
Interpretation : The level of employee satisfaction is highest amongst the junior engineers and
the assistant engineers in the engineering department.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
JE & E ENGR S.ENGR AM DM MGR
Marketing
Marketing
Engineering
0%
20%
40%
60%
JE & EENGR
S.ENGRAM
Engineering
Engineering
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Graph 8 Showing the level of employee satisfaction in the proposal department
Interpretation : The level of satisfaction is the highest amongst the junior engineers.
Results(2)
Table 2 ) Showing Results of the Employee Competency form
JE
& E
ENGR S.ENGR EXECUTIVE AM DM TOTAL
Production 45% 25% 43% 56% 21% 52% 41%
Quality 49% 34% 23% 65% 34% 25% 38%
MM 34% 30% 17% 43% 23% 53% 33%
External 43% 38% 36% 42% 23% 30%
PBD 31% 43% 47% 12% 27% 32%
PM 33% 44% 35% 22% 27% 27% 31%
Marketing 55% 44% 39% 46%
0%
10%
20%
30%
40%
50%
60%
70%
80%
JE & E ENGR
Proposal
Proposal
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Finance 32% 37% 19% 29%
HR &
Admin
32% 32% 11% 25%
Engineering 32% 43% 38% 26% 43% 36%Proposal 24% 22% 57% 23% 22% 30%
42% 33% 37% 43% 29% 29% 34%
Graph 1 Showing the results of the Production department on the Employee
Competency Chart
Interpretation : The need to acquire competencies is the highest in the executive
category of workers.
0%
10%
20%
30%
40%
50%
60%
Production
Production
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Graph 2 Showing the results of the Quality department on the employee competency
chart.
Interpretation : The need to acquire competencies is the highest in the executive
category of workers.
Graph 3 Showing the results of the material management department on the Employee
Competency Chart.
Interpretation : The need to acquire competencies is the highest in the managerial
level here.It is a cause of concern.
0%
10%
20%
30%
40%
50%
60%
70%
Quality
Quality
0%
10%
20%
30%
40%
50%
60%
Material Management
MM
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Graph 4 Showing the results of the External department on the Employee
Competency Chart
Interpretation : The need to acquire competencies is the highest amongst the junior
engineers.
Graph 5 Showing the results of the Process boilers division on the Employee
Competency Chart
Interpretation : The need to acquire competencies is the highest amongst the
executives in this department.
0%
5%
10%
15%
20%
25%
30%35%
40%
45%
External
External
0%
10%
20%
30%
40%
50%
Process Boilers Division
PBD
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Graph 6 Showing the results of the Project Management department on the Employee
Competency Chart.
Interpretation : The need to acquire competencies is the highest amongst the
Engineers.
Graph 7 Showing the results of the Engineering department on the Employee
competency Chart.
Interpretation : The need to acquire competencies is the highest amongst the assistant
managers which is a cause of concern since they hold managerial positions in the
organization.
0%
5%
10%
15%
20%
25%
30%35%
40%
45%
Project Management
PM
43% 38%26%
43%
Engineering
Engineering
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Graph 8 Showing the results of the Proposal Department on the employee competency
chart
Interpretation : There is a an overall low n similar need for acquiring competencies in
this department.
Graph 9 Showing the results of the Marketing Department on the employee
competency chart.
Interpretation : The need for acquiring competencies was found to be maximum
amongst the executives
24% 22% 57% 23% 22%
Proposal
Proposal
EXECUTIVE AM DM
55%44% 39%
Marketing
Marketing
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Graph 10 Showing the results of the Finance department on the employee competency
chart.
Interpretation : The need for acquiring competencies was found to be the highest
amongst the assistant managers which is a cause of concern since they hold
managerial positions and any incompetency on their part would be a bane for the
organization.
Graph 11 Showing Showing the results of the Hr and administration department on
the employee Competency chart.
Interpretation : The need to acquire competencies was found to be equal for bothexecutive as well as for the assistant manager levels which is a cause for concern.
EXECUTIVE AM DM
32%37%
19%
Finance
Finance
EXECUTIVE AM DM
32% 32%
11%
HR & Admin
HR & Admin
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Chapter 7
FINDINGSFrom the study conducted in CHEEMA BOILERS LIMITED to assess the
level of Employee Satisfaction and Employee Competencies the following
results were obtained:
According to the Employee Satisfaction form, In the production
department senior engineers showed the highest level of satisfaction
at 69% and the assistant managers showed the lowest level of
satisfaction at 19%.The average level of employee satisfaction in thisdepartment was 51%.
In the Quality Department, Senior Engineers showed the highest
level of satisfaction at 100% and engineers showed the lowest levels
of satisfaction at 36%.The average level of employee satisfaction in
this department was 75%.
In the Material Management Department, the assistant managers
showed the highest levels of satisfaction at 95% whereas the
engineers showed the lowest levels of satisfaction at 81%.The
average level of employee satisfaction in this department was 89%.
In the External Department, the Assistant managers showed the
highest levels of satisfaction at 69% whereas the junior engineers and
assistant engineers showed lowest levels of satisfaction at 59%.The
average level of employee satisfaction in this department was 64%.
In the Project management department, the engineers showed the
highest levels of satisfaction and the senior engineers showed the
lowest levels of satisfaction.The average level of employee
satisfaction in this department was 79%.
In the Marketing Department, the assistant managers showed the
highest level of satisfaction and the engineers showed the lowest
levels of satisfaction.The average level of employee satisfaction in
this department was 73%
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In the Engineering Department, the junior engineers and assistant
engineers showed the highest level of satisfaction at 44% whereas
the assistant managers showed the lowest levels of satisfaction at
16%. The average level of employee satisfaction in this department
was 29%.
The average level of employee satisfaction in the proposal
department was 65%.
The average level of employee satisfaction in the HR
DEPARTMENT was 84%.
The overall level of satisfaction is highest among the Deputy
managers followed by the senior managers and senior engineers.
Hence,it is observed that people at higher posts are seemingly more
satisfied as compare to their subordinates.
The highest level of satisfaction is amongst the marketing
management people.
FINDINGS OF THE EMPLOYEE COMPETENCY CHART
The Employee competency chart was designed to assess the
level of competency that the employees possess and should
possess.
The Executives in the production department require
maximum level of training and skills to deliver their jobs
efficiently as much as 56% are non proficient in their
respective fields.
The Executives in the Quality department require maximum
level of training and skills to deliver their jobs efficiently as
much as 65% are non proficient in their respective fields.
The managers in the Material Management department
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require maximum level of training and skills to deliver their
jobs efficiently as much as 53% are non proficient in their
respective fields
The Junior Engineers and Assistant Engineers in the External
department require maximum level of training and skills to
deliver their jobs efficiently as much as 43% are non
proficient in their respective fields
The Executives in the Process boilers division department
require maximum level of training and skills to deliver their
jobs efficiently as much as 47% are non proficient in their
respective fields.
The Engineers in the project management department require
maximum level of training and skills to deliver their jobs
efficiently as much as 44% are non proficient in their
respective fields
The Executives in the marketing department require
maximum level of training and skills to deliver their jobs
efficiently as much as 55% are non proficient in their
respective fields
The Assistant managers in the Finance department require
maximum level of training and skills to deliver their jobs
efficiently as much as 37% are non proficient in their
respective fields
The Executives and Assistant manager in the H.R department
require training to deliver their jobs efficiently as much as
32% are non proficient in their respective fields
The Engineers in the Engineering department require training
to deliver their jobs efficiently as much as 43% are non
proficient in their respective fields
The Senior Engineers in the Proposal departments require
maximum level of training and skills to deliver their jobs
efficiently as much as 57% are non proficient in their
respective fields.
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The overall level of need for competency development is
amongst the junior engineers,and the executives.
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Chapter 8
CONCLUSIONS
After assessing the results obtained on the employee
satisfaction form, the conclusion can be driven that
the organization enjoys an overall level of satisfaction
equivalent to 70% which is decent.
The overall level of satisfaction is highest in the
Process boilers division at 91% closely followed by
the marketing management department at 89%.
The minimum level of satisfaction prevails in the
Engineering department at 42%
After assessing the Employee competency chart, it
can be concluded that overall need to increase the
competency amongst employees is 38%.
The minimum level of competency requirement was
seen in the HR and Administration department.
The Maximum level of competency requirement was
seen in the marketing department.
Hence, The results helped in recognizing the areas in
which employees need to be trained as well as the
areas where employees need not be trained to ensure
the best delivery of work.
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Chapter 9
BIBLIOGRAPHY
BOOKS AND JOURNALS:
Games people play
Human resource champions
http://jhr.uwpress.org/content/vol43/issue4/
INTERNET WEBSITES:
http://www.hrprofessor.com/http://www.citehr.com
http://www.human-resources.org/
http://humanresources.about.com/
http://www.hradvice.com/links.html
http://www.hrvillage.com/
http://www.hr.com/
OTHER SOURCES AND INFORMATION:
Hindustan Times
http://www.hrprofessor.com/http://www.hrprofessor.com/http://www.citehr.com/http://www.citehr.com/http://www.human-resources.org/http://www.human-resources.org/http://humanresources.about.com/http://humanresources.about.com/http://www.hradvice.com/links.htmlhttp://www.hradvice.com/links.htmlhttp://www.hrvillage.com/http://www.hrvillage.com/http://www.hr.com/http://www.hr.com/http://www.hr.com/http://www.hrvillage.com/http://www.hradvice.com/links.htmlhttp://humanresources.about.com/http://www.human-resources.org/http://www.citehr.com/http://www.hrprofessor.com/8/13/2019 Nimisha.final
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APPENDIX
List of Forms designed for the purpose of data collection are as
following :
Sr.No. Department Type
1 General Employee
Satisfaction Form
2 Quality Competency Chart
3 Production Competency Chart
4 Engineering Competency Chart
5 Purchase Competency Chart
6 Marketing Competency Chart
7 Erection and
Commissioning
Competency Chart
8 Process Boilers
division
Competency Chart
9 H.R and
Administration
Competency Chart
10 Project Management Competency Chart
11 Managerial level Competency Chart
12 Proposal Competency Chart
13 Finance Competency Chart
14 External Services Competency Chart
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