jeevitha project

7/29/2019 Jeevitha Project

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A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN

PERAMBALUR SUGAR MILLS LTD, ERAIYUR

By

K.JEEVITHA

(Reg.No.80508601025)

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCE MANAGEMENT

ANNA UNIVERSITY TIRUCHIRAPPALLI

TIRUCHIRAPPALLI 620024

JUNE- 2010


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BONAFIDE CERTIFICATE

Certificate that this final project report on entitled A STUDTY ON

COMPETENCY MAPPING OF EMPLOYEES IN PERAMBALUR SUGAR

MILLS LTD ERAIYUR is the bonafide work of Ms. K. JEEVITHA(Reg. No:

80508601025) II MBA, Dhanalakshmi Srinivasan Engineering College, Perambalur who

carried out the project work under my supervisor. Certified further, that to the best of my

knowledge the work reported here does not from part of any other project report or

dissertation on the basis of which a degree of award was conferred on an earlier occasion

on this or any other candidate.

Head of the department / MBA Guide

Mr. K. YOGANAND Ms. J. VENEE

INTERNAL EXTERNAL

Viva Voce on:-


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DECLARATION

I hereby declare that the project entitled A STUDY ON COMPETENCY MAPPING

IN PERAMBALUR SUGAR MILLS LTD., ERAIYUR is submitted to Anna

University, Thiuchirapalli, in partial fulfillment of MBA during the year2008-2010.

It is the record of original work done by me, under the guidance of Ms. J. VENEE,

Lecturer, Dhanalakshmi Srinivasan Engineering College, Perambalur. It is assured that

this study have not been submitted to any other University for the award of MBA degree.

Place: Perambalur K.JEEVITHA

Date :


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ABSTRACT

The Project titled A STUDY ON COMPETENCY MAPPING OF

EMPLOYEES AT PERAMBALUR SUGAR MILLS LTD, ERAIYUR is done as apart of my MBA curriculum. The descriptive research design is adopted which deals with

the describing the characteristics of particular individual or group.

The primary objective of the study is to know about the competency level of

employees in the organization. For the analytical study 50 samples are taken out of 119

populations in a random way. The primary data was collected through structured

questionnaire which consists of 29 questions. Secondary data was collected from various

books, and company records.

The data is collected and then undergone a limit of mathematical operations and

later tabulated. A Statistical tool such as chi-square, percentage analysis, weighted

average method, is also implied.

Through the various employees outcomes it was able to analyze the various

measurement and development activities that improve the employees competency

mapping in the organization factors of the workers in PERAMBALUR SUGAR MILLS

LTD. The suggestions and conclusions have been given finally.


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ACKNOWLEDGEMENT

First of all, I thankMy Parents and the Almighty for showering blessing towards me

for the successful completion of my project.

I would like to thank Shri A. SRINIVASAN, Founder Chairman, Dhanalakshmi

Srinivasan Educational Institutions, Perambalur for providing all facilities to do project

work successfully.

I express my special thanks to Dr. S.CHARLES, Principal, Dhanalakshmi Srinivasan

Engineering College, Perambalur for his guidance and encouragement.

I would like to express my sincere gratitude to Mr. K. YOGANAND, Head, Department

of Management Studies, Dhanalakshmi Srinivasan Engineering College, Perambalur, for

giving me this great opportunity to perceive this project.

I am greatly thankful to Ms. J. VENEE, Lecturer, Department of Management Studies,

Dhanalakshmi Srinivasan Engineering College, Perambalur, my internal guide for

extending constant support and valuable guidance for the successful completion of the

project work.

I would like to express my deep sense of gratitude to my external guide

Mr. V.SUBRAMANIYAN HR Manager of Perambalur sugar mills ltd., for giving me an

opportunity to do the project and for supporting me in all aspects with their valuable

guidance.

I would like to extent my thanks to all the faculty members of the Department of

Management Studies, Dhanalakshmi Srinivasan Engineering College, who helped in all

the way, directly or indirectly sharing my feelings and views regarding this project.


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TABLE OF CONTENTS

CHAPTER.N0 TITLE PAGE.NO

LIST OF TABLESLIST OF CHARTS

Chapter-1 INTRODUCTION

1.1 INTRODUCTION 1

1.2 INDUSTRY PROFILE 8

1.3 COMPANY PROFILE 11

1.4 OBJECTIVES OF THE

STUDY

20

1.5 SCOPE OF THE STUDY 20

1.6 LIMITATIONS OF THE

STUDY

21

1.7 REVIEW OF

LITERATURE

22

1.8 RESEARCH

METHODOLOGY

25

Chapter-2 DATA ANALYSIS AND

INTERPRETATION

29-53

Chapter-3 FINDINGS,

SUGGESTIONS,CONCLUSION

3.1 FINDINGS 54

3.2 SUGGESTIONS 56

3.3 CONCLUSION 57

APPENDICES

REFERENCES

LIST OF TABLES

S.NO TITLE PAGE NO

2.1 EXPERIENCE OF THE RESPONDENTS 29

2.2 AGE OF RESPONDENTS 30

2.3 GENDER OF THE RESPONDTENTS 31

2.4 EDUCATIONAL QUALIFICATON 32


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2.5 MARITAL STATUS 33

2.6 SALARY OF THE RESPONDENTS 34

2.7 OPINION ON ORGANIZATION EXPERIENCED ANY

SETBACKS IN THE LACK OF COMPETENT PEOPLE

35

2.8 OPINION ABOUT MAPPING THE COMPETENCIES

FOR FURTHER DEVELOPMENT NEEDS AND TO

ATTAIN CAREER PATH

36

2.9 OPINION ON MANAGEMENT BELIEF IN BUILDING

A COMPETENCY BASED ORGANIZTION

37

2.10 OPINION ON TOP MANAGEMENT WILLINGNESS

TO BUILDING COMPETENCIES OF THE

EMPLOYEES ON A CONTINUOUS BASIS

38

2.11 OPINION ON NEED OF TRAINING PROGRAMS 39

2.12 ORGANIZATION COMPARING THE EMPLOYEES

PERFORMNCE AGAINST KEY POSITION

40

2.13 MOTIVATION FROM CO-WORKERS

ACHEIVEMENT

41

2.14 OPINION ABOUT HAVING COMPETENCY

MEASUREMENTS

42

2.15 OPINION ABOUT PROMOTION POLICY IN THE

ORGANIZATION HAVING SOME FORM OF

COMPETENCY ASSESSMENT

43

2.16 OPINION ABOUT THE TOP MANAGEMENT USING

MULITIRATER ASSESSMENT OR 360 DEGREE

FEEDBACKS FOR EMPLOYEE DEVELOPMENT

44

2.17 OPINION ON TALENT AND EXCELLENCE 45

2.18 TOP MANAGEMENT BELIEVETHE SUCCESS OF

ORGANIZATION DEPENDS ON HAVING

COMPETENT MANAGERS

46

2.19 SUFFERED ANY DRAWBACKS, PROFIT,

PRODUCTION, ETC..

47

CHI-SQUARE TEST2.1.1 RELATIONSHIP BETWEEN SCIENTIFIC AND

SYSTEMATIC TRAINING IN THE ORGANIZATION

AND PROMOTION

48-51

WEIGHTED AVERAGE METHOD

2.1.2 VARIOUS COMPETENCIES OF THE EMPLOYEE IN 52


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ORGANIZATION

2.1.3 VARIOUS METHODS WHICH HELPS THE

EMPLOYEES TO MEASURE THE COMPETENCIES

53

2.1.4 VARIOUS METHODS TO DEMONSTRATE AND

DEVELOP COMPETENCIES

54

LIST OF CHARTS

S.NO TITLE PAGE NO

2.1 EXPERIENCE OF THE RESPONDENTS 29

2.2 AGE OF RESPONDENTS 30

2.3 GENDER OF THE RESPONDTENTS 31

2.4 EDUCATIONAL QUALIFICATON 32

2.5 MARITAL STATUS 33

2.6 SALARY OF THE RESPONDENTS 34

2.7 OPINION ON ORGANIZATION EXPERIENCED ANY

SETBACKS IN THE LACK OF COMPETENT PEOPLE

35

2.8 OPINION ABOUT MAPPING THE COMPETENCIES

FOR FURTHER DEVELOPMENT NEEDS AND TO

ATTAIN CAREER PATH

36

2.9 OPINION ON MANAGEMENT BELIEF IN BUILDING

A COMPETENCY BASED ORGANIZTION

37

2.10 OPINION ON TOP MANAGEMENT WILLINGNESS

TO BUILDING COMPETENCIES OF THE

38


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EMPLOYEES ON A CONTINUOUS BASIS

2.11 OPINION ON NEED OF TRAINING PROGRAMS 39

2.12 ORGANIZATION COMPARING THE EMPLOYEES


40

2.13 MOTIVATION FROM CO-WORKERS

ACHEIVEMENT

41

2.14 OPINION ABOUT HAVING COMPETENCY

MEASUREMENTS

42

2.15 OPINION ABOUT PROMOTION POLICY IN THE

ORGANIZATION HAVING SOME FORM OF

COMPETENCY ASSESSMENT

43

2.16 OPINION ABOUT THE TOP MANAGEMENT USING

MULITIRATER ASSESSMENT OR 360 DEGREE

FEEDBACKS FOR EMPLOYEE DEVELOPMENT

44

2.17 OPINION ON TALENT AND EXCELLENCE 45

2.18 TOP MANAGEMENT BELIEVETHE SUCCESS OF

ORGANIZATION DEPENDS ON HAVING

COMPETENT MANAGERS

46

2.19 SUFFERED ANY DRAWBACKS, PROFIT,

PRODUCTION, ETC..

47


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1.1 INTRODUCTION

Competence is a standardized requirement for an individual to properly perform a

specific job. It encompasses a combination of knowledge, skills and behavior utilized to

improve performance. More generally, competence is the state or quality of being

adequately or well qualified, having the ability to perform a specific role.

For instance, management competency includes the traits of systems thinking and

emotional intelligence, and skills in influence and negotiation. A person possesses a

competence as long as the skills, abilities, and knowledge that constitute that competence

are a part of them, enabling the person to perform effective action within a certain

workplace environment. Therefore, one might not lose knowledge, a skill, or an ability,

but still lose a competence if what is needed to do a job well changes.

The competencies have five characteristics, namely:

* Motives: Things a person consistently thinks about or wants that cause action,

motives drive, direct and select behavior towards certain actions. Example

achievement motivation people consistently set challenging goals for themselves,

take responsibility for accomplishing them and use the feedback to do better

* Traits: Physical characteristics and consistent responses to situations. Good

eyesight is physical traits of a pilot. Emotional Self Control and initiative are

more complex consistent responses to situations.

* Self Concept: A person's attitude value or self image. A person's values are

reactive or respondent motives that predict what a person would do in the short

run. Example: A person who values being a leader would be more likely to

exhibit leadership behavior.


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* Knowledge: (Information a person has in a specific work area) Example: An

accountant's knowledge of various accounting procedures.

* Skill: (is the ability to perform certain mental or physical tasks) Example:

Mental competency includes analytical thinking. The ability to establish cause

and affect relationship.

The four general competences are:

Meaning Competence: Identifying with the purpose of the organization or

community and acting from the preferred future in accordance with the values

of the organization or community.

Relation Competence: Creating and nurturing connections to the

stakeholders of the primary tasks.

Learning Competence: Creating and looking for situations that make it

possible to experiment with the set of solutions that make it possible to solve

the primary tasks and reflect on the experience.

Change Competence: Acting in new ways when it will promote the purpose

of the organization or community and make the preferred future come to life.

Types of competencies:

1. Organizational competencies -unique factors that make an organization

competitive.

2. Job/Role competencies-things an individual must demonstrate to be effective in a

job, role, function, task, or duty, organizational level, or in their entire

organization.

3. Personal competencies-aspects of an individual imply a level of skill, achievement, or

output.

Identification of competencies

Competencies can be identified by one of more of the following category of

people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in


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consultation with: Line Managers, Current & Past Role holders, Supervising Seniors,

Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders

and Other role set members of the role (those who have expectations from the role holder

and who interact with h him/her).

Methodology used

The following methods are used in combination for competency mapping:

Interviews, Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of

Job descriptions, Performance Appraisal Formats etc.

The process of identification is not very complex. Some of the methods are given

below:

1. Simply ask each person who is currently performing the role to list the

tasks to be performed by him one by one, and identify the Knowledge, Attitudes,

and Skills required to perform each of these. Consolidate the list. Present it to a

role set group or a special task force constituted for that role. Edit and Finalize.

2. Appoint a task force for each role. When the author worked with the

Ministry of Health in Indonesia a three day workshop was found to be sufficient

to train the local Health Province staff in competency mapping. This in spite of

the author having to work with groups of Indonesians who spoke only Bhasa

Indonesia.

Language Used

Use Technical language for technical competencies. For example: knowledge of

hydraulics.

Use business language for business competencies. Example: Knowledge

of markets for watch business or Strategic thinking.


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Use your own language or standard terms for Behavior competencies.

Example: Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too

technical and conceptual knowledge align to the organization and people may

create more problems than help .

Competency mapping is a task which can be done by many people. Now days all

Management schools and definitely those specializing in HR train the students in

competency mapping. Recently when the author taught a course on Management

of Talent at the Indian School of Business with two hours or introduction to the

process of competency mapping the students (all with experience of more than

two years) have done a great job of competency mapping for a set of roles.

Any Masters in Management or Social Sciences or an Employee with EquivalentExperience and Training can develop these competencies. Conceptual

Background and Understanding of the business is important. Familiarity with

Business, Organizations, Management and Behavioral Sciences is useful. HR

Managers, Management Graduates, Applied Psychologists are quite qualified to

do this. Most institutions specializing in HR train the candidates to do this.

The following are some of tips to do competency mapping at low cost:

Pick up a job or a role that is relatively well understood by all individuals

in the company. Work out for this role and give it as an illustration. For example

Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist,

Transport Manager, PR Manager, etc. are known to all and easy to profile.

Work out competencies for this role if necessary with the help of job

analysis specialist or an internal member who has knowledge of competency

mapping. Circulate these others and ask various departments to do it on their won.

Circulate samples of competencies done by others.

Illustrate knowledge, attitudes, skills, values etc.

Choose a sample that does not use jargons

Explain the purpose


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3. Reflexive competence (An employee's ability to integrate actions with the

understanding of the action so that he / she learn from those actions and adapts to

the changes as and when they are required.

4. Applied competence - An employee's demonstrated ability to perform a set of

tasks with understanding and reflexivity.

Application levels of a competency

ADVANCED

Demonstrates high level of understanding of the particular competency to perform

fully and independently related tasks.

Frequently demonstrates application that indicates profound level of expertise.

Can perform adviser or trainer roles. Work activities are carried out consistently with

high quality standards.

PROFICIENT

Demonstrates a sound level of understanding of the particular competency to

adequately perform related tasks, practically without guidance. Work activities are

performed effectively within quality standards.

KNOWLEDGEABLE

Demonstrates a sufficient understanding of the particular competency to be used

in the work place, but requires guidance Tasks or work activities are generally carried out

under direction.

COMPETENCY MAPPING

Competency mapping is a process through which one assesses and determines

one's strengths as an individual worker and in some cases, as part of an organization. It

generally examines two areas: emotional intelligence or emotional quotient (EQ), and


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strengths of the individual in areas like team structure, leadership, and decision-making.

Large organizations frequently employ some form of competency mapping to understand

how to most effectively employ the competencies of strengths of workers. They may also

use competency mapping to analyze the combination of strengths in different workers to

produce the most effective teams and the highest quality work.

The steps involved in competency mapping with an end result of job evaluation

include the following:

1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ). This can be provided for incumbents to complete, or

you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to

gather from incumbents what they feel are the key behaviors necessary to perform their

respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency

based job description. A sample of a competency based job description generated from

the PIQ may be analyzed. This can be developed after carefully analyzing the input from

the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin

mapping the competencies throughout your human resources processes. The

competencies of the respective job description become your factors for assessment on the

performance evaluation. Using competencies will help guide you to perform more

objective evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of

your evaluation to identify in what competencies individuals need additional

development or training. This will help you focus your training needs on the goals of the


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position and company and help your employees develop toward the ultimate success of

the organization.

1.2 INDUSTRY PROFILE:

The history of sugar is associated with the history of civilization in the ancient time

honey was well known. Sugar is derived from the Sanskrit word sacrara begins its history

in the 4th century B.C with the discovery by the soldiers of the great Alexander in the

valley of the Indus river of a cane yielding, honey without bees in the 7 th century A.D the

Arabs invade the middle east and discover one more the sugarcane.

They spread its cultivation in the Mediterranean basis laboratories of producing

sugar out of sugarcane are setup in rhode Cyprus Egypt in the northern islands in the

southern Spain.

Sugar appears in the central Europe in the 12th century due to the crusaders who

carried it over from the Syria. The impetration took place from the Venice port. Its sales

were at a very high price from the drug store as a precious exotic product in the form of

sugarcanes broken aggregate of sugar or in the dust.

The discovery of the new world altered fully the geography of sugar. The sugarcane

was grown in tropical climates e.g. In the Caribbean island which are there by called

sugars islands.

Sugar was imported raw and petrified in the refineries setup mostly near the

European harbors. The French revolution and the continental embargo imposed by the

France upon the English sugarcane. These results severe constrains upon consumption.

Its therefore necessary to find a European plan out of which to produce sugar likesugarcane.

ORIGIN OF SUGAR

In1994 MARGARF a German chemist proved that in the cattle breeding beet is

contained the same sugar produced out of sugarcane.25 years later his country man


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ARCHARD repeated and perfected is experiments sugar out of beet represented 63% of

the universal production.

Todays percentage is 40% for the sugar out of beet represented 60% for the sugar

out of sugarcane. The annual universal sugar production is fairly enough complicated

process which includes a great many processing stages. There follows a description in

outline of the main stages of sugar production.

The term sugar refers to the sucrose (c12, h12. 011) which is a natural product

and contained in many plants. However it is extracted, industrially throughout the world

out of to cultivated plants. The sugarcane which is grown in the temperate zoon sucrose is

composed pf two molecules one molecule of glucose and one more molecule of fructose.

Its sweetening power is set conventionally on a par within the unit.

There are artificial sweetening materials which have sweetening capacity multiple

of sugar (aspartame, sugaring etc) without having the qualities of sugar namely;

Sweet and soft taste

Capacity to give mass and volume to various preparations

To reinforce and display the savor of the foods

To safeguard from the onset of microorganism e.g. marmalades, sweet etc

To protect from the less of vitamin c

To supply energy

It is cheapest food per calories oils and fats have greater calories power (9k cal/g)

whereas sugars and the albumens have 4k cal/g. so a tea spoon of sugar with a capacity

of 8gm ha only 32kcal.

The main activity of the company is the production and trade of sugar, as well asthe trade of the by-products of sugar. The company produces white crystal sugar.

Whereas in the course of production there results as a set of by- products which following

a proper processing are mode available in the market.

In concrete terms the products are traded by the company as follows,


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White crystal sugar

Molasses

Sugar-pie

Nutria 135

Fresh pulp

Thesugar is sugar by- product and is used as a raw material to produce alcohol,

yeasts and cattle feed. Sugar pie is cattle feed and is prepared by dry pulp (by- product of

sugar) with the addition of molasses.

Nutria 135 is a short of cattle feed which is used for fattening the calves and is

prepared by dry pulp and molasses with an addition pf trace elements and vitamins

High reliable plant require less maintenance

Out sugar plants in corporate all the components such motors, gearboxes,

bearing, coupling etc as per the international standards and sizes and can

be replaced easily in any part of world

Sugar produced is crystal white manufacture through suspiration or

carbonation process

Our sugar plants are equipped with captive power generation having steam

is used to run the turbines and the exhaust steam is used for the

process requirement haggises being the waste of sugarcane

Our sugar plants are equipped with both air pollution control as well as

water pollution control equipment.

The sugar industry in India has been playing an important role in the economic

development of the country. The sugar industry is seasonal and operators for 120 to 240

days in a year, beginning from early November and ending in May. Large volumes of

effluents are produced during the manufacture of sugar and they contain a high pollution

potential. As these wastes are disposed of on land or into water bodies in the non-


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monsoon period, extreme pollution of small rivers and foul smell in the vicinity of the

sugar mills commonly noticed.

1.3COMPANY PROFILE:

INTRODUCTION:

Perambalur sugar mills ltd.., is a subsidiary unit of Tamil Nadu

sugar corporation Ltd.., it is situated in Eraiyur village. About20 Kms away from

Perambalur on Trichy-Chennai National Highways in an extent of 133 acres of land. This

is an agro based industry. Sugar cane being the raw material. Crushing operation will be

going on for about six months every year and the remaining period will be utilized for

overhauling of the machinery. The factory had its maiden crushing during 1977-78

season with n installed capacity of 120 tones of cane per day.

AREA OFOPERATION OF THE MILLS:

Taluk District

1. Perambalur Perambalur

2. Veppanthattai Veppanthattai

3. Kunnam Kunnam

4. Ariyalur Ariyalur

5. Senthurai Senthurai

6. Athur (Thalaivasal&Gangavalli) Salem

7. Kallakurichy (52 villages) Villupuram.

EXPANSION:


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The installed capacity of the mill was expanded during 1989-90 from 1250 TCD

to 3000 TCD and crushing at expanded capacity was start on 06.11.1990. The loans

received from financial institutions for expansion have been fully repaid.

ADMINISTRATION:

The mills is being administered by the Board Of Directors of Perambalur sugar

mills Ltd., At Unit level, the execute administration is being carried out by the Chief

Executive subject to the control and supervisions of the Chairman & Managing Director,

Perambalur sugar mills ltd., the following departments are functioning in the mills:

Administration

Accounts

Cane

Engineering

Manufacturing

SUGAR POLICY:

SUGAR SEASON

One sugar is 12 months from October to September. The actual crushing will

depend upon the availability of sugar cane. This will normally be about 6 months in a

year.

CANE PRICE:

Statutory Minimum price

The government of India fixes the statutory minimum cane price the sugar cane

control order, 1966. This price as to be paid by the sugar mill within 14 days from the

date of supply of cane failing which interest at the rate of 15% will have to be paid to the

cane growers till the date of payment. The statutory minimum cane price is fixed by the

government of India for the recovery of 9.50%.

The cane price is fixed for a sugar mills based on the peak period recovery of the

mill. The peak period recovery refers to the average recovery obtained from 1 st December


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to 31st March of the proceeding season. The statutory minimum price for 1998-99 for

Perambalur sugar mills was Rs. 539.40 per tone.

STATE ADVISED PRICE

The state government announce cane price every over and above the statutory

minimum price fixed by the government of the India and this price is the known as state

advised price. The state advised price (S.A.P) for 1998-99 for this mills was Rs.702.50

linked to 8.5% recovery. The cane price fixed by the government and paid by the mills

since 1989-90 are furnished in Annexure-II.

GOVERNMENT OF INDIAS FINAL CANE PRICE & ADDL.CANE PRICE AS

PER BHARGAVA FORMULA

Initially the Govt. of India fixed the statutory minimum price for sugarcane for a

particular season based on the peak period recovery of the previous season. At the end of

every season, the final cane price payable to the cane growers for a season is being

computed under clause 5A of the sugarcane control order, 1966. For working out this

final price, the Govt. of L factor.

The sales realization of sugar out of a particular seasons sugar is matched with

the cost of production and the surplus is being shared between the sugar producers and

growers @50.50. While announcing the final cane price, the statutory minimum price

initially paid is deducted.

INCENTIVE CANE PRICE

The co-operative and public sector sugar ill Tamil Nadu are also in the/ practice

of declaring an incentive cane price for the cane drawn in a particular season to enthuse

the growers to bring in more area under cane cultivation. While declaring such incentive

cane price, the ill usually deducts a portion of the price towards the Area Development

Fund. The corpus of the fund is usually utilized for socially relevant schemes in the

command area of the mills.

SALE OF SUGAR

As per the existing sugar policy (Dual control) every sugar producer shall sell

40% of their production as levy sugar to the public distribution system through the civil

suppliers corporation / food corporation of India and the balance 60% shall be in the


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open market. Under the sugar control order, 1966 the sale and dispatch of sugar (both

levy &tree) is regulated by the monthly release orders issued by Directorate of sugar.

Govt. Of India. The quantity released for a month under sale should be sole and

dispatched before end that month.

PRICE

1. Levy sugar

The price of levy sugar for a particular season os fixed by Govt. of India

which is called Notified Price. The levy sugar price for the 1998-99 sugar

season for Tamil Nadu / one is Rs.1069.82 Qtl, For Road delivery. This price is

being paid for sugar dispatched / delivered at factory gate. While fixing the levy

price, the Government of India takes into account the following factors:

The minimum price. If any fixed for sugarcane by the central

government.

The manufacturing cost of sugar.

The duty or tax, if any paid or payable thereon

A reasonable return on the capital employed in the business of

manufacturing sugar.

2. Free sale sugar

The price of free sale sugar depends upon the supply and demand position

of the market, its comparative price in the neighboring states and the

transport charges involved for purchases of sugar from the neighboring

states. The sale of free sale entitlement is being effected by Tamil Nadu

co- operative sugar federation.

The consideration for the levy and sale sugar is being received in advance

by all the mills.

Sugar mill waste and pollution control:


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Cane sugar waste is one of the important organic industrial wastes in our country.

The effluents are rich in suspended solids, BOD and oil and grease and hence a great

pollution potential. Preventive measures for the pollution load are,

1. Provisional of receptors during crushing

2. Lime treatment followed by 8 hrs setting for filter cloth washing

3. Recycling of spill- overs of molasses and sugar

4. Dry cleaning of floors

5. Proper loading of evaporators and pans

6. Control of waste from spray ponds and

7. Good housekeeping.


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BY PRODUCTS

Bagasse

The production of bagasse will be normally around 30% of the cane crushed.About 80% of the bagasse will be utilized as fuel in the mills boilers for production of

steam which is utilized for generation of electricity. The remaining quantity of bagasse id

being sold to Tamil Nadu Newsprints &papers limited

Press mud

. The production of press mud will be normally around 30 and of the cane crushed.

The entire press mud is being given to cane growers @ Rs.25 per tone.

Molasses

The production of molasses will be around 4.25% of cane crushed. The

possession and sale of molasses was 100% controlled prior to 10.06.1993. the

Government of India rescinded the molasses control order by dated /10/06.1993 and

consequently the state government has also decontrolled sale of molasses. After the

decontrol, molasses is being sold in the open market by tender system to distilleries,

cattle feed manufacturing etc.

CANE DIVISIONAL OFFICE

The are 10 cane divisional offices at the following places:

1. Eraiyur

2. V. Kalathur

3. Labbaikudikadu

4. Agramseegur

5. Puduvettakudi

6. Thamaraipoondi

7. Veppur

8. Perambalur


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9. Krishnapuram

10. Arumbavoor


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Emphasis on sugarcane management:

Considerable knowledge and technology on sugarcane are available. The

exploitation of such knowledge should be managed, cost effective and result orientedcombining alertness, agility, imagination and skill of the chief manager based on sound

principles of good management.

The sugarcane management broadly cover the following areas:

1. cane area management

2. cane productivity

3. varietal management

4. cane quality management

5. plant & Raton crop management

6. sugar recovery management

7. harvest management

8. cane supply and transport

9. 9. R&D Management

Cane Area Management:

The required and potential cane for availability of 4.3 lakhs tones for 172 days

duration in Tamil Nadu in respect of 2500 TCD sugar mill will range from 140000 to

23000 cres depending stabilized by efficient management.

Cane Productivity Management:

The yield / acre of the sugar mill zone range from 70-80 The as against 100-110

the of state average. This large gap in yield the has to be narrowed down. The strategy to

be adopted is to look for a high yielding cane variety with all other suitable filed

management. Early planting and harvest and poor plant crop will not an economic Raton

crop.


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Cane Quality Management:

Cane quality improvement is possible, though difficult under prevailing tropical

in Tamil Nadu. The climate, though favorable for high cane yield potential, is a major

constraint for high sugar formation in cane sugar is a product of high variety, climate,

comprising maximum and minimum temperature, R humidity and climate before harvest

at 12-13 months age.

Sugar Recovery Management:

The sugar recovery is a function of cane quality and factory efficiency. High cane

quality with higher sugar in cane. High juice enhances efficiency.

The factory performance consisting steady crushing, better cane preparation,

maximum mill extraction, high imbibitions, minimum down time, better clarification,

lower final molasses purity will hike the sugar recovery.

R&D Management on sugarcane:

Top priority should be given for an efficient R&D wing both at the factory level

and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest

and disease control. Tissue culture by TNCSE in its technical wings.

Certain aspects of cane management has to be pursued by cane department if

necessary by having additional temporary staff to undertake further programmed in the

field for improving sugar production in the field.

SUBSIDIES

Transport subsidy

The transport charges only paid by the mill.

Crop Insurance

Action being taken for insuring the crops from this season onwards.

ROADS

Roads were laid under sugarcane Road development scheme for a distance of 48.6

ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the

growers to transport the sugar cane to the mills.


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In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70

lakhs laid by utilizing the area development fund.

LOANS

Loans were sanctioned to the cane growers under sugar development fund for

digging and deepening of open wells and bore wells, purchase of oil Engines and electric

motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been

sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane

proceeds.

The mill is also arranging loan through nationalized banks for digging of wells,

purchase of pump sets oil engine tyre carts etc.

SUGAR TO CANE GROWERS

Sugar at concessional rate is distributed to the cane growers at the rate of Kg

per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus

free sale excise duty.

R&D Management on sugarcane:

Top priority should be given for an efficient R&D wing both at the factory level

and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest

and disease control. Tissue culture by TNCSE in its technical wings.

Certain aspects of cane management has to be pursued by cane department if

necessary by having additional temporary staff to undertake further programmed in the

field for improving sugar production in the field.

SUBSIDIES

Transport subsidy

The transport charges only paid by the mill.

Crop Insurance

Action being taken for insuring the crops from this season onwards.

ROADS

Roads were laid under sugarcane Road development scheme for a distance of 48.6

ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the

growers to transport the sugar cane to the mills.


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In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70

lakhs laid by utilizing the area development fund.

LOANS

Loans were sanctioned to the cane growers under sugar development fund for

digging and deepening of open wells and bore wells, purchase of oil Engines and electric

motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been

sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane

proceeds.

The mill is also arranging loan through nationalized banks for digging of wells,

purchase of pump sets oil engine tyre carts etc.

SUGAR TO CANE GROWERS

Sugar at concessional rate is distributed to the cane growers at the rate of Kg

per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus

free sale excise duty.


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1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the competency level of the employees in the

organization.

SECONDARY OBJECTIVES:

To analyze the competencies of the employees in the organization.

To identify the methods which helps in measuring competencies

To find the best methods for developing competencies.

1. 5 SCOPE OF THE STUDY

1.This study titled competency mapping among the employee of Perambalur

Sugar Mills Ltd., the researcher has give insight into various dimensional factors thatinfluenced competencies, like factors on job related characters, attitudes of top

management .

2. This study will also help the management to the job related problems, increase

motivational activities & develop the employees in such a way that their career goals are

archived.

3. The result of the study helps the management to know about the short coming

in managing the employees. Correction of the short coming helps the management to

improve the efficiency of the organization.

4. Employees are considered for the study is order to understand how they

mapping their talents with respect to their working environment & training provided by

the company.


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1.6 LIMITATIONS OF THE STUDY

1. Probability of look of commitment from the employees.

2. The results cant be generalized for the other publications.

3. The period taken for this study is limited days. So time is the major

limiting factor for this study.

4. The result of the study depends upon the information given by the

employees, which may be biased.

1.7 REVIEW OF LITERATURE

Competency may be defined as one of the outcome of learning& development.

competencies are the knowledge & skills that employees require to perform a job

satisfaction, competency is a specific, identifiable, definable & measurable

knowledge skills, ability and attitude, physical ability required to perform any

given task. Identifying competencies is the basis for HR planning. It provide &

training needs analysis once the individual competencies have been recognized

the HR department can use this information to assess whether a particular task

on designation is suited to that individual competency set.

-HRM by Ian Beardwell & Len holdem.

Competencies are the collection of the knowledge, skills, attitudes beliefs or

values and personality traits that are required for the job older to be successful in

the job. Therefore, they do not include knowledge, but do include applied


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knowledge or the behavioral application of knowledge that produce success. In

addidition competencies do include skills, but only include observable behaviors

related to motives.

-Geomery of HR by S.Sadri, S.Jayasree, & M.Ajgaonkar.

Competency may be defined as knowledge, experience & skills required to meet

the demands of a role the aptitudes required to perform the role to the required

standards. Competency is a process to identify key competencies for an

organization and in corpararting those competencies through the various process

(i.e job evaluation, training recruitment) of the organization. It is about

identifying ideal behaviors and personal skills which distinguish expectation

performance for the average work forces to follow competencies provide

employees with concrete and objective information unable in all employment

decisions. As a matter of fact competency is a behavioral & demonstrative ability

that is informed to some degree by a conceptual perception competency mapping

help the overall HRD process of an organization.

-HRM by Thomas Cook.

Competency is any personal traits, characteristics or skill which can be shown to

be directly linked to effective or outstanding role performance. Competencymapping is the process successful a given job or role or a set of tasks at a given

role or job into its constituent tasks or activities and identifying the competencies

(technical managerial behavioral, conceptual, knowledge, an attitudes, skills

etc,.) needed to perform the same successful. Company assessment is the extent

to which a given individual or roles. Assessment centers use multiple method

and multiple assessors to assess the competencies of a given individual or a

group of individuals.

In order to enhance objectivity they use trained assessors and multiple methods

including psychometric tests, simulation exercise, presentations in basket


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exercise, interviews, role-plays group discussions etc,. the method to be used

depend on the nature of competencies.

-HRM by Boots.

Competencies are basis characteristics that can linked to enhance the performance

by individuals or teams. Competency mapping is important and is an essential

exercise. Every well managed firm should have well defined roles and list of

company needs performance management, promotions, placements & training

needs identification.

-HRM by Roberts, L.M.Mathis & John H.Jackson.

McBer a Consulting Firm founded by David McClelland and his associate Berlew

have specialized in mapping the competencies of entrepreneurs and managers

across the world. They even developed a new and yet simple methodology called

the Behavior Event Interviewing (BEI) to map the competencies. With increased

recognition of the limitations performance appraisal in predicting future

performance potential appraisal got focused. And Assessment centers became

popular in seventies. The setting up an Assessment center was in integral part of

the HRD plan given to L&T by the IIMA professors as early as in 1975. L&T

did competency mapping and could not start assessment centers until much latter

as it was not perceived as a priority area.

Though there are well-accepted guidelines and assessment tools such as

psychometric tests, the assessors skill will play an important role in deciding

when a gap calls for training and when it calls for redeployment

Competency mapping comes in very useful in the following situations: candidate

appraisal for recruitment; employee potential appraisal for promotion; training

needs identification; performance diagnostics; and self-development initiatives.


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Apart from the above situations, organizations would also be well-advised to

carry out a comprehensive, company-wide mapping exercise if it has never been

done before.

As is the case with any HR appraisal activity, competency mapping too places

emphasis on transparency, objectivity and quantification.

Oh, and one more thing, I have used the word skill in some places and the word

competency in others. For the purpose of normal conversation, these words can

be used interchangeably but, strictly speaking, the word competency covers the

following: attitudes; knowledge; skill; and other characteristics of the individual

(motives, values, traits, self-concept.

-Ashok R. Sankethi, CEO, Kaybase

1.7 RESEARCH METHOLOGY

Research is an organized and systematic way of finding answers to questions.

Research methodology is a way to systematically solve the research problems.RESEARCH DESIGN:

Descriptive research design has been used. The descriptive research design refers

to the characteristics of particular individual or group.

UNIVERSE:

Universe is the total population available for the study. In the case 119 employees

of Perambalur sugar mills ltd were identified as universe.

SAMPLE SIZE:

Samplerefers to the number of people under survey. The sample size selected for

the study was 50 respondents in random from the organization.

SAMPLE TECHNIQUES:

Random sampling method is being used for the survey. A random sample is the

one, in which unit of the population as an equal chance of being used for the survey. A


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random sample is the one in which each unit of the population as an equal chance being

included in it.

SOURCES OF DATA:

Both primary and secondary data was utilized for the purpose of the

study.

Primary data primary data include those data which are collected for the

first time. A well designed structured questionnaire was prepared for this

purpose.

Secondary data It includes those datas which are collected for some

earlier research work and are applicable in the study the researcher has

presently undertaken. Secondary data was collected from encyclopedia,

Magazines, Journals, internet etc.

DATA COLLECTION:

The project work use primary work uses primary data. The primary data were

collected through structured questionnaire. Personal interview technique was adopted to

meet the respondents personally. The data were collected after explaining the questions.

The secondary data were collected through employee data base (personal details of the

respondents), magazines, journals etc.

PILOT STUDY

The pilot study was undertaken prior to the main study by the researcher. The

purpose is to change the climate at work so that the human technological organization

interfaces leads to better employee attrition.The research had discussion with the concerned authorities so as get the first hand

information about the research problem frequent visit to the selected areas helps the

researchers to finalize the research problem.

PRETESTING:


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Pretesting was done before entering into the primary data collection. The detailed

pretending to the employee satisfaction were discussed with the chief manager it was

helpful in further designing of the questionnaire and it was helpful in conducting he

interview with the employees in the organization.

The questionnaire was designed in English which are plan to gather data from the

employees in the supervising level of the primary data were generated through

questionnaire by soliciting the response if the employees in order to evaluate the

satisfaction level and also evaluate the performance level.

TOOLS USED FOR ANALYSIS:

The data collected through survey have been careful and meaningfully analyzed by

using well-established statistical tools and techniques. Important statistical

techniques like,

Percentage analysis

Weighted average method

Chi square

PERCENTAGE ANALYSIS:

In this analysis the various kinds of research are summed separately and the

percentage of difference responses by the respondent in that category is found out by

dividing the summed value by the total respondents.

% of the respondents = Frequency of responses X 100

Frequency of the respondents

WEIGHTED AVERAGE METHOD:

The arithmetic mean, gives equal importance (or weight) to each value of

individual observation in the data set. However, are situation in which value of individual

observation in the data set is not of equal importance. Under these circumstances, we may

attach to each observation value a weight w1,w2 w as an indicator of there


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importance perhaps because of size or importance and compute a weighted mean or

average denoted by:

CHI-SQUARE TEST:

Chi-square symbolically written as is a statistical measure with the help of which

it is possible to assess the significance of the difference between the observed

frequencies and expected frequencies obtained from some hypothetical universe chi

square test enable us to test whether more two population portions can be considered

equal.In order that chi-square test may be applicable both the frequencies must be

grouped in the same way and the theoretical distribution must be adjust to give the same

total frequencies which is equal to that of observed frequencies is calculated with the help

of the following formula.

2 = (Oi-Ei)2/ Ei

Where,

O = Observed Frequency

E = Expected Frequency

Expected frequency = Total no. of rows*Total no. of columns/Grand total

Formula for chi- square test:

a) Expected value=

(Row total* column total)/ grand total

b) Hypothesis testing

Null hypothesis (HO):

c) Significant level

Level =with degree of freedom=

d) Calculated value


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Chi-square [(observed value-expected value)2 /expected value]+..

Table value

By considering the table value and calculated value. Final decision wheather to

accept the Null hypothesis or rejected null hypothesis is made.


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DATA ANALYSIS AND INTERPRETATIONS

Table 2.1

EXPERIENCE OF THE RESPONDENTS

S. No Year of

Experience

Frequency Percentage (%)

1 Below 2 yrs 4 8

2 2-5 yrs 5 10

3 5-10 yrs 3 6

4 Above 10 yrs 38 76

Total 50 100

Chart No: 2.1

Year of Experience

INTERPRETATION:

From the above table it is cleared that 76% of the respondents are having above

10 years experience.


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Table 2.2

AGE OF THE RESPONDENTS

S. No Age Frequency Percentage (%)1 Below 30 yrs. 3 6

2 31-40 yrs. 8 16

3 41-50 yrs. 2 4

4 Above 50 yrs. 37 74

Total 50 100

Chart No: 2.2

C

Table 2.3

GENDER OF THE RESPONDENTS

S. No Gender Frequency Percentage (%)

1 Male 48 96

2 Female 2 4

Total 50 100


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Chart No: 2.3

Gender of the respondents

INTERPRETATION:

From the above table it is found that 96% of the respondents are male. But only

4% of the respondents are female.


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Table 2.4

EDUCATIONAL QUALIFICATION OF RESPONDENTS

S. No Educational

Qualification

Frequency Percentage (%)

1 SSLC 9 18

2 HSC 17 34

3 Graduate 8 16

4 Diploma 16 32

Total 50 100

Chart No: 2.4

Educational qualification

INTERPRETATION:

From the above table it is cleared that 34% of workers are qualified in HSC, 32%

of the workers are qualified in diploma,18% of the workers are qualified in SSLC.


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Table No: 2.5

MARITAL STATUS OF THE RESPONDENTS

S. No Marital Status Frequency Percentage (%)

1 Married 50 100

2 Unmarried 0 0

Total 50 100

Chart No: 2.5

Marital status

INTERPRETATION:

From the above table it is found that 100% of the respondents are married.


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Table No: 2.6

SALARY OF THERESPONDENTS

S. No Salary(month) Frequency Percentage (%)

1 Below Rs.7000 2 4

2 7000-8500 5 10

3 8500-10000 36 72

4 Above 10000 7 14

Total 50 100

Salary of the respondents

Chart No: 2.6

INTERPRETATIONS:

The above table analyses that 72% of the respondents are get monthly

income of Rs. 8500-Rs.10000 and 14% of the respondents get monthly income of

Rs.10000.


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Table 2.7

OPINION ON ORGANIZATION EXPERIENCED ANY SETBACKS

IN THE LACK OF COMPETENT PEOPLE

S. No Opinion Frequency Percentage (%)

1 To great extent 12 24

2 To least extent 34 68

3 Not at all 4 8Total 50 100

Chart No:2.7

INTERPRETATION:

From the above table it is concluded that 68% of the respondents have agreed

to a least extent that the organization lack of competent people. But the 24% of the

respondents have only agreed to great extent on this statement.


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Table 2.8

OPINION ABOUT MAPPING THE COMPETENCIES FOR

FURTHER DEVELOPMENT NEEDS AND TO ATTAIN CAREER

PATH

S. No Opinion Frequency Percentage

1 Strongly Agree 13 26

2 Agree 21 42

3 Neutral 4 8

4 Disagree 7 14

5 Strongly Disagree 5 10

Total 50 100

Chart No: 2.8

Competencies for further development needs and to attain career path

INTERPRETATION:

From the table it is finalized that 42% of the respondents agreed that they are

ready to map their competencies for future development needs and to attain career path.

But 26% of the respondents strongly agree on this statement.


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Table 2.9

OPINION ON MANAGEMENT BELIEF IN BUILDING A

COMPETENCY BASED ORGANIZTION



2 To least extend 19 38

3 Not at all 6 12

Total 50 100

Chart No: 2.9

INTERPRETATION:

From the above table it is concluded that 50% of the respondents have agreed to a

great extend that the management believe in building a competency-based on

organization. But almost 38% of the respondents have agreed to a least extent on thisstatement.


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Table 2.10

OPINION ON TOP MANAGEMENT WILLINGNESS TO BUILDING

COMPETENCIES OF THE EMPLOYEES ON A CONTINUOUS

BASIS




3 Not at all 1 2

Total 50 100

Chart No: 2.10

INTERPRETATION:

From the above table it is found that 52% of the respondents have agreed to a

great extend and 46% of the respondents agreed to a least great extend that the top

management is willing to invest time and effort in building competencies of the

employees on a continuous basis.


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Table 2.11

TRAINING PROGRAM IMPROVE COMPETENCY


1 Strongly agree 1 22 Agree 14 28

3 Neutral 19 38

4 Disagree 12 24


Total 50 100

Chart No: 2.11

Need of training programs

INTERPRETATION:

From the above table it is finalized that 38% of the respondents neutrally and 28%

of the respondents agreed that the training improve competencies.


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Table 2.12

OPINION ON ORGANIZATION COMPARING THE EMPLOYEES




2 Agree 19 38

3 Neutral 15 30

4 Disagree 3 6


Total 50 100

Chart No: 2.12

Comparing the employees performance against key position

INTERPRETATION:

From the above table it is found that 38% of the respondents agreed that

organization compares their performance against key positions and organization

competencies. But same time 30% of the respondents neutrally on this statement.


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Table 2.13

OPINION ON MOTIVATION FROM CO-WORKERS

ACHEIVEMENT



2 Agree 20 40

3 Neutral 15 30

4 Disagree 3 6


Total 50 100

Chart No: 2.13

Motivation from co-workers achievement

INTERPRETATION:

From the above table it is finalized that 40% of the respondents have agreed thatthe achievement of the co-workers motivate them to improve the competencies in which

they are weak. But at the same time 30% of the respondents neutrally on this statement.


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Table 2.14

OPINION ABOUT HAVING COMPETENCY MEASUREMENTS

S. No Opinion Frequency Percentage (%)1 To great extent 27 54


3 Not at all 5 10

Total 50 100

Chart 2.14

INTERPRETATION:


great extent and 36% of the respondents only agrees to a least extent that the performance

appraisal have a measure of competencies separately for each individual level.


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Table 2.15

OPINION ABOUT PROMOTION POLICY IN THE

ORGANIZATION HAVING SOME FORM OF COMPETENCY

ASSESSMENT




3 Not at all 9 18

Total 50 100

Chart 2.15

INTERPRETATION:


great extent and 38% of the respondents have only agreed to a least extent that the

promotion or promotion policies in the organization require some form of competency

assessment


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Table 2.16

OPINION ABOUT THE TOP MANAGEMENT USING MULITIRATER

ASSESSMENT OR 360 DEGREE FEEDBACKS FOR EMPLYEE DEVELOPENT




3 Not at all 5 10

Total 50 100

Chart No: 2.16

INTERPRETATION:

From the above table it is clear that 50% of the respondents agreed to a great

that the top management believe in using 360% feedback for employee development. But

the same time 40% of the respondents agreed to a least extent on this statement.


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Table 2.17

OPINION ON TALENT AND EXCELLENCE



3 Not at all 11 22

Total 50 100

Chart No: 2.17

INTERPRETATION:

From the above table concluded that 54% of the respondents agreed to great

extent and 24% of the respondents that agreed to that least extent on talent and

excellence.


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Table 2.18

OPINION ON TOP MANAGEMENT BELIEVETHE SUCCESS OF

ORGANIZATION DEPENDS ON HAVING COMPETENT MANAGERS



2 Agree 25 50

3 Neutral 2 4

4 Disagree 1 2


Total 50 100

Chart No : 2.18

Top management believes the success of organization depends on having

competent managers.

INTERPRETATION:

From the above table it is cleared that 50% of the respondents agreed and 40% of

the respondents strongly agree that the top management believe that the success of the

organization depends on having competency managers.


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Table 2.19

OPINION ON SUFFERED ANY DRAWBACKS, PROFIT, PRODUCTION, ETC..


2 To least extend 24 48

3 Not at all 6 12

Total 50 100

Chart No: 2.19

INTERPRETATION:

From the above table that clear 48% of the respondents agreed least extent but the

same time 40% of the respondents that agreed to great extent in suffered an drawbacks,

production, profit etc..,


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CHI-SQUARE TEST

NULL HYPOTESIS:

There is no significant relationship between scientific and systematictraining in the organization and promotion.

ALTERNATIVE HYPOTESIS:

There is significant relationship between scientific and systematic training

in the organization and promotion.

TEST STTATISTICS:

2 = (Oi-Ei)2/ Ei

Where,

O = Observed Frequency

E = Expected Frequency

Expected frequency = Total no. of rows*Total no. of columns/Grand total

Chi square test

Null Hypothesis:

Ho: There is no significant relationship between scientific and systematic training in the

organization and promotion

Alternative Hypothesis:

H1: There is significant relationship between scientific and systematic training in the

organization and promotion.


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Table 2.1.1

Relationship between scientific and systematic training in the organization and

organization valuing talent and excellence

Opinion on

training/

Organization

valuing

talent and

excellence

Strongly

agree

Agree Neutral Disagree Strongly

disagree

Total

To great

extend

7 12 6 0 0 25

To least

extent

11 6 3 1 0 21

Not at all 3 1 0 0 0 4

Total 21 19 9 1 0 50

Degree of freedom = (r-1) (c-1)

= (5-1) (3-1)= 8

Level of significant = 5%

The table value of chi square in the degree of freedom at 5% level of significant = 15. 5

Calculated value = 6.768

By comparing the table and calculated value, calculated value is less than the

table value. so we are accepting the null hypothesis and we are rejecting the alternative

hypothesis.

INFERENCE:

This shows that there is no significant relationship between respondents opinion

on scientific and systematic training in the organization and promotion.


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WEIGHTED AVERAGE METHOD

TABLE 2.1.2

Various competencies of the employees in the organization

RANK COMPETENCIES WEIGTED MEAN

1 Relationship Building 2.16

2 Self confidence 1.8

3 Team work 1.7

4 Vision & standards 1.6

5 Initiative and risk taking 1.44

INFERENCE:

From the above table it is estimated that the employees of Perambalur

sugar mills ltd Have high level of relationship building, Self confidence and team work.

But they are weak in initiative and risk taking

TABLE 2.1.3

Various methods which helps the employees to measure competencies

RANK METHODS WEIGHT MEAN

1 Performance Appraisal 2.84

2 Succession planning 1.86

3 360 Degree feedback 1.44

INFERENCE:

From the above table it is estimated that the employees Choose

performance Appraisal and succession planning as the best methods which help them to

measure their competencies.

TABLE 2.1.4

Various methods to demonstrate and develop competencies


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RANK METHODS WEIGHTED MEAN

1 Apprenticeship 2.06

2 Job rotation 2

3 Potential Appraisal 1.84

4 Training program 1.56

INFERENCE:

From the above table it is estimated that the employees of Perambalur

Sugar mills ltd., chooses Apprenticeship and training programs in their organization as

the best methods to demonstrate and develop their competencies.


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3. FINDINGS, SUGGESTIONS AND CONCLUSION

3.1 FINDINGS

Around 68% of the respondents are agreed to least extent, and 24%

respondents are agreed not at all in this organization experienced any

setbacks in the lack of competent people.

Around 42% of the respondents are neutrally, but the same time26% of

the respondents Agree with organization needs competencies for

further development needs and to attain career path.

50% respondents agreed to least extent and 38% of the respondents not

at all for belief in building a competency based on organization.

38% of the respondents neutrally and 28% of the respondents agreed

that there is need of training program.

38% of the respondents agreed that organization compares their

performance against key positions and organization competencies. Butsame time 30% of the respondents neutrally on this statement.

50% of the respondents agreed to a great that the top management

believe in using 360% feedback for employee development. But the

same time 40% of the respondents agreed to a least extent on this

ststement.

54% of the respondents agreed to great extent and 24% of the

respondents that agreed to that least extent on talent and excellence.


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50% of the respondents agreed and 40% of the respondents strongly

agreed that the top management believe that the success of the

organization depends on having competency managers.

44% of the respondents have agreed to a great extent and 38% of the

respondents have only agreed to a least extent that the promotion or

promotion policies in the organization require some form of

competency assessment.

48% of the respondents agreed great extent but the same time 40% of

the respondents that agreed to least extent in suffered an drawbacks,

production, profit etc..,

Using weighted average method

Relationship building,

Self confidence and,

Team work.

This all are the important competencies needed for the employees in

organization.

Using weighted average method, performance appraisal is the best method for

measure competencies in organization.

Using weighted average method

Apprenticeship and

job rotation


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This are the methods used to develop the competencies in organization.

Chi square test that shows there is no significant relationship between respondents

opinion on scientific and systematic training in the organization and promotion.

3.2 SUGGESTIONS

Training will be provided to the employees to improve their competencies.

The employees should improve their 360 degree performance appraisal. It

will help to measure the competencies at good way.

Encourage the employees to take risk and initiative in their work. This will

help to develop the organization


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3.3 CONCLUSION

Competency mapping is very important to all organization. All

organization would like to improve their competencies in their

organization. Work out competencies for this role if necessary with the

help of job analysis specialist or an internal member who has knowledge

of competency mapping. Circulate these others and ask various

departments to do it on their won.

Circulate samples of competencies done by others. This method is help to

improve the competencies in Perambalur Sugar Mills Ltd.,

The training programs is to improve scientific and systematic

training in the organization and promotion. Motivation is to improve their

competencies in which they are weak. Employees lack in taking initiativesand risk in Perambalur Sugar Mills Ltd. The employees take initiatives

and risk it will improve their competencies.

APPENDIX-I

QUESTIONNAIRE

A study on competency mapping of employees in Perambalur Sugar Mills

Ltd,..1. Name :

2. Designation :

3. Years of Experience : Below 2yrs 2-5yrs

5-10 yrs Above 10 yrs

4. Age : Below 30yrs 31-40 yrs


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41-50 yrs Above 50 yrs

5. Sex : Female Male

6. Educational qualification : SSLC HSC

Graduate

Diploma7. Marital status : Married Unmarried

8. Salary : Below RS.7000 7000-8500

8500-10000 Above 10000

9. Has your organization experienced any set backs in the recent past due to lack

of competent people?

To great extent To least extend Not at all

10. Are you ready to map your competencies to for future development needs and

to attain career goals.

Strongly agree Agree Neutral Disagree Strongly

disagree

11. Does your management believe in building a competency- basedorganization?


12. Is your top management willing to invest time and effort in buildingcompetencies of your employees on continuous basis?


13. Do you agree that various training programs in your organization will

improve your competency?


disagree14. Do you agree that training in your organization is based on scientific, or at

least systematic, identification of competency gaps and competency needs?


disagree15. Do you think that your organization compares your performance against key

position and organizational competencies?

Strongly agree Agree Neutral Disagree Stronglydisagree

16. The achievements of the co-workers motivate you to improve the weak

competencies. Do you agree?

Strongly agree Agree Neutral Disagree Stronglydisagree

17. Does your performance appraisal have a measure of competencies separately

for each individual level or function or group of jobs.


18. Does promotion (or promotion policy) in your organization require some formof competency assessment?



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19. Does your top management believe in using multi-rate assessment or 360

degree feedback for employee development?


20. Does your organization improve talent and excellence?


21.Does your top management believe that the success of your organizationdepends on having competent managers?


Disagree22. Have you suffered any drawbacks, profit, production, marketing, customer

etc.

To great extent To least extend Not at all23. Estimate your competency? Excellent V. Good Good

Poor

1. Relationship Building

2. Vision & standards

3. self confidence

4. Team work

5. Initiative & Risk taking

24. Estimate the method which helps you to measure competencies

1. Performance appraisal

2. succession planning

3.360 degree feedback

4. Potential appraisal

25. How will you estimate the methods to demonstrate and develop your

competency

1. Apprenticeship

2. Various training programs

3. Job rotation

4. Job Assignment


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5. Volunteer Role

26. Rate the following Five four three two one

1 Performance appraisal

2. succession planning

3.360 degree feedback

4. Potential appraisal .

I. For exceeds acceptable standards. (5)

II. Better than acceptable standards. (4)

III. Quite acceptable performance (3)

IV. Not quit up to acceptable standards(2)

V. Fails to meet acceptable standards (1)

26. Job related skills / competenciesTechnical skills

5 4 3 2 1

Work with an attitude to learn new things

5 4 3 2 1

Always work with positive attitude to produce qualitative results.

5 4 3 2 1

T o voluntary steps to address existing and potential problems at the

work places.

5 4 3 2 1

27. Interpersonal & communication skills

Enjoy working with in origination employees and able to contribute to

learn from the employees.

5 4 3 2 1

Communicate clearly with others.


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5 4 3 2 1

Respective correction

5 4 3 2 1

28. Personal competencies

Able to work with limited supervisions

5 4 3 2 1

Honest and sincere towards the work and responsibility.

5 4 3 2 1

29. Knowledge competencies

Detailed Knowledge of materials and tools used for assembling.

5 4 3 2 1

Operational Knowledge of machines & tools

5 4 3 2 1

Knowledge on product testing

5 4 3 2 1


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APPENDIX-II

Oi Ei Oi-Ei (Oi-Ei)

2

(Oi-Ei)

2

/ Ei

7 10.5 -3.5 12.5 1.17

12 9.5 2.5 6.25 0.66

6 4.5 1.5 2.25 0. 5

0 0. 5 -0. 5 0.25 0. 5

0 0 0 0 0

11 8.82 2.18 4.75 0. 54

6 7.9 -1.9 3.61 0.46

3 3.8 -0.8 0.64 0.17

1 0.42 0. 58 0.33 0.80

0 0 0 0 0

3 1.7 1.3 1.69 0.99

1 1. 52 -0. 52 0.27 0.17

0 1.72 -0.72 0. 52 0.72

0 0.08 -0.08 0. 0064 0.08

0 0 0 0 0

Total 6.768


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REFERENCES:

C.R Kothari, Research Metodology, Wishva prakasham publication, Reprint,

2006.

K.Aswathappa(2007),Human Resource Management Fifth edition.

J.K.Sharma,Business Statistics New Delhi. Pearson Education Pvt Ltd.

Subha Rao, Human Resource ManagementMumbai,imalaya publishing house.

S.Sadri, S.Jayasree, & M.Ajgaonkar., Geomery of HR

Roberts, L.M.Mathis & John H.Jackson, Human Resource Management

Thomas Cook, Human Resource Management.

Websites :

www.citehr.com

www.google.com

www.managementparadise.com

.
http://www.citehr.com/http://www.google.com/http://www.managementparadise.com/http://www.citehr.com/http://www.google.com/http://www.managementparadise.com/

jeevitha project

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