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CHAPTER- I 1.

1 INTRODUCTION COMPETENCY MAPPING
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. Competency mapping is “The ability to do something well” A competency mapping is description of skill, traits, experience and knowledge required for a person to be effective in a job. 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
* 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.

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* Self Concept: A person's attitude value or self-image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (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
 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. 3. Job/Role competencies—things an individual must demonstrate to be effective in a job, role, function, task or duty, an organizational level, or in the entire organization. Personal competencies—aspects of an individual that imply a level of skill, achievement, or output.

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 Managerial Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc.  Generic Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc.,  Technical/functional Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc.

LEVELS OF COMPETENCY:
  Practical competency - An employee's demonstrated ability to perform a set of tasks. Foundational competence - An employee's demonstrated understanding of what and why he / she is doing.  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.  Applied competence - An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity.

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APPLICATION LEVELS OF A COMPETENCY  Advanced: Demonstrate high level of understanding of the particular competency to perform fully and independently related tasks. Work activities are performed effectively within quality standards  Knowledgeable: Demonstrates a sufficient understanding of the particular competency to be used in the work place.  Proficient: Demonstrate a sound level of understanding of the particular competency to adequately perform related tasks. 4 . Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. Work activities are carried out consistently with high quality standards. practically without guidance. Frequently demonstrates application that indicates profound level of expertise can perform adviser or trainer roles. but requires guidance Tasks or work activities are generally carried out under direction. COMPETENCY ASSESSMENT Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles.

5 . it is recognized that learning can come from a variety of sources. both on the job and off the job.Competency based assessment is a system for assessing a person’s knowledge and skills. Recognition is given for prior learning and for skills and knowledge which can already be show. formal and informal. In competency based assessment system. Assessment is based on actual skills and knowledge a person can demonstrate the workplace or in other relevant contexts. Competency based assessment is also a system for providing portable qualifications against company recognized competency standards.

Letters. Self-Assessment 5. Identification of Competency Gaps  Self-assessment The process starts by the individual assessing themselves against the competency standard. certificates and so on 6 . Reassessment or Certification 1. At this stage the individual needs to compile a portfolio of evidence containing items that show they can demonstrate competence such as reference. Work place Assessment 3. Job Learning Development 2. Self-assessment Competency based Assessment 4.A TYPICAL COMPETENCY-BASED ASSESSMENT PROCESS IS ILLUSTRATED IN THE DIAGRAM BELOW 1.

 Workplace assessment Workplace assessment involves an assessor reviewing the individuals’ self. India retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. food is the most dominating sector and is growing at a rate of 9% annually. The India retail industry is expected to grow from ` 35.2 INDUSTRY PROFILE OVERVIEW: The Indian retail industry is the fifth largest in the world. With growing market demand. the retail industry in India was mostly unorganized. The assessor will interview the individual and spend time observing those performing skills on the job. the Individual is re assessed.200 billion. The branded food industry is trying to enter the India retail industry and convert Indian consumers to branded food. Comprising of organized and unorganized sectors. the qualification is awarded.000 crore by the year 2010. Re-assessment award qualification if the individual can then show competence against the required competencies and performance criteria.  Identify developmental needs The assessor provides feedback to the individuals and identifies the areas needing development  On and off the job learning and development after a period of learning skills and gaining Knowledge both on and off the job. OVER VIEW OF THE PROFILE 1.000 crore in 2004-05 to ` 109. the industry is getting more popular these days and getting organized as well.assessment and portfolio of evidence. the industry is expected to grow at a pace of 25-30% annually. Since at present 60% of the Indian grocery basket consists of nonbranded items GROWTH OF INDIAN RETAIL It is expected that by 2016 modern retail industry in India will be worth US$ 175. India retail industry is one of the fastest growing industries in India. however with the change of tastes and preferences of the consumers. In the Indian retailing industry. especially over the last few years. A further increase of 7-8% is 7 . Though initially.

Collection-i Consumer Electronics: e-zone Shoes: Shoe Factory Books. ft retail space located across the country. By the same time. Headquartered in Mumbai. In 2009. In 2007. Sitara E-tailing: Futurebazaar. It can be mentioned here that. It has the following retail segments: • • • • • • • Food & Grocery: Big Bazaar.5% of the total retail market Major Retailers in India Pantaloon: Pantaloon is one of the biggest retailers in India with more than 450 stores across the country. the India retail industry is expected to grow to US$ 700 billion by 2010. Furniture Bazaar. the share of organized sector in 2007 was 7. Music & Gifts: Depot Health & Beauty Care: Star. the organized sector will be 20% of the total market share. It has further been predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7. it has more than 5 million sq. rising incomes. it rose to 12%.com 8 . It's growing at an enviable pace and is expected to reach 30 million sq. Food Bazaar Home Solutions: Hometown. It is also expected to reach 22% by 2010. In 2001. India retail industry is the most promising emerging market for investment.5 billion. ft by the year 2010. and a steep rise in rural consumption. According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney.According to a report by Northbride Capita.expected in the industry of retail in India by growth in consumerism in urban areas. the retail trade in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. Pantaloon launched country's first hypermarket ‘Big Bazaar’.

Tata Group Tata group is another major player in Indian retail industry with its subsidiary Trent.  Mom-and-pop stores: they are family owned business catering to small sections. Allen Solly. It's expecting its sales to reach ` 90. Later it also opened the pharmacy and beauty care outlets ‘Health & Glow’. The brands like Louis Phillipe. Van Heusen. It's also investing in other segments of retail. AV Birla Group AV Birla Group has a strong presence in Indian apparel retailing. ft retail space across the country. which operates Westside and Star India Bazaar. Peter England are quite popular. they are individually handled retail outlets and have a personal touch. RPG Group RPG Group is one of the earlier entrants in the Indian retail market.000 crores by 2010. it also acquired the largest book and music retailer in India ‘Landmark’ in 2005. Reliance Reliance is one of the biggest players in Indian retail industry. It will invest ` 8000-9000 crores by 2010. Established in 1998. Trent owns over 4 lakh sq.• Entertainment: Bowling Co. More than 300 Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail market. 9 . when it came into food & grocery retailing in 1996 with its retail Foodworld stores. Retail formats in India Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of categories.

snacks and other small items can be bought via vending machine. They are known as category killers as they focus on specific categories.  Convenience stores: are located in residential areas with slightly higher prices goods due to the convenience offered.  Vending: it is a relatively new entry.  Discount stores: these are factory outlets that give discount on the MRP. Mumbai's Crossword Book Store and RPG's Music World are a couple of examples. Departmental stores: are general retail merchandisers offering quality products and services.  Category killers: small specialty stores that offer a variety of categories.  Shopping malls: the biggest form of retail in India. malls offers customers a mix of all types of products and services including entertainment and food under a single roof. Here beverages. such as electronics and sporting goods. in the retail sector. Challenges facing Indian retail industry  The tax structure in India favors small retail business  Lack of adequate infrastructure facilities  High cost of real estate  Dissimilarity in consumer groups  Restrictions in Foreign Direct Investment 10 . This is also known as Multi Brand Outlets or MBO's.  Specialty stores: are retail chains dealing in specific categories and provide deep assortment.  E-trailers: are retailers providing online buying and selling of products and services.

It is further expected to reach US$ 1. Shortage of retail study options  Shortage of trained manpower  Low retail management skill The Future The retail industry in India is currently growing at a great pace and is expected to go up to US$ 833 billion by the year 2013. the consumer spending in India climbed up to 75%. the organized sector is also expected to grow at a CAGR of 40%.india retail industry is progressing well and for this to continue retailers as well as the Indian government will have to make a combined effort. As the country has got a high growth rates. Types of industry  Food and grocery retail  Apparel retail  Gems and jewellery retail  Pharmaceutical retail  Music retail  Book retail  Consumer durables retail  Retailing formats 11 .3 trillion by the year 2018 at a CAGR of 10%. By the year 2013. In the last four year. the consumer spending has also gone up and is also expected to go up further in the future. the India retail industry is expected to grow further in the future days. As a result.

Future Group India was established in 1994 with a vision to provide diverse services in Indian and Global markets. Headquartered in Mumbai (Bombay).1. touch and feel of Indian bazaars with the choice and convenience of modern retail. a chain of seamless malls. the group operates over 16 million square feet of retail space in 73 cities and towns and 65 rural locations across India. Its founder and Group CEO is Mr. making consumption affordable for all customer segments – for classes and for masses. In the lifestyle segment. a fashion retail chain and Central. Big Bazaar is a hypermarket format that combines the look. creating retail realty. MISSION  Customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development  Trendsetters in evolving delivery formats. 12 . Pantaloon Retail employs around 30.  Infusion of Indian brands with confidence and renewed ambition. its marquee brand. In the value segment. Kishore Biyani. Pantaloon Retail. The company follows a multi-format retail strategy that captures almost the entire consumption basket of Indian customers. Through their strategic investment and services. the future of Future Group shows a rising star in the business sky of India. New Media.000 people and is listed on the Indian stock exchanges.3 COMPANY PROFILE HISTORY: Future Group is India’s largest retailer and one of the leading business houses with a strong presence in retail. Led by its flagship enterprise. The business areas of Future Group cover BPO (Business Process Outsourcing). and Construction. Security Management. the group operates Pantaloons.

 Sone Ki Chidiya : To bring back the lost prosperity to india and make it sone ki chidiya again OUR UNIVERSE  Retail  Finance  Services  Partnership and services  Loyalty programs RETAIL  Lifestyle  Value  Digital FINANCE  Finance SERVICES  Logistics and supply chain  Learning and development 13 . cost. Efficient. humility and united determination shall be the driving force to make successful.conscious and committed to quality  Ensure that our positive attitude. sincerity.

Collection i E-tailing (Online Shopping) . Electronics Bazaar.Food Bazaar.Pantaloons.Depot 14      .www. Fashion . Chamosa. Blue Sky. aLL. Lee Cooper (JV).futurebazaar. Central. Big Bazaar. KB'S FAIR PRICE Home & Electronics .Big Bazaar. Cafe Bollywood. Furniture Bazaar. Fashion Station.com Books & Music . Brew Bar. Navras. eZone. General Merchandise . Media  Brands  Mobile telephony PARTNERSHIP AND SERVICES  Collaboration  Assistance  Synergy LOYALTY PROGRAMS  Pantaloons green card  Payback loyalty program  T24 program LINES OF BUSINESS The company is present across several lines of business which have various formats (stores) operational under it. Brand Factory. Spoon. Sports Bar & Sports Bar Express. Top 10. These include:  Food .Home Town. Shoe Factory.

000 (June. Anju Poddar. Tulsi Telecom & IT . Director  Mr.. Independent Director  Ms. Bala Deshpande. Kishore Biyani. 2008) Share Volume : 217. Independent Director  Dr.Mr. Independent Director  Ms. Rakesh Biyani. Ved Prakash Arya. F123 Wellness . Managing Director Chief Executive Officer of Future Group. Shailesh Haribhakti. Store Chains Employees :35. S Doreswamy.Gen M.384 15 . Independent Director. MAJOR SUPPLIERS  Hindustan Unilever Limited  ITC  P& G  Reckit Bennister  Henkle STATISTICS       Listed on: Bombay Stock Exchange Stock Code: BOM:523574 Fiscal Year Ending: June Major Industry: Retailing and Dept.Bowling Co. M-Port. Wholetime Director  Mr. Wholetime Director  . M Bazaar. Anil Harish. Independent Director  Mr. D O Koshy.   Leisure & Entertainment . Gopikishan Biyani. Independent Director  Mr.Star & Sitara. ConvergeM BOARD OF DIRECTORS  Mr.  Mr.

000 stores spread over 16 million square feet of retail space. The CEO of Future Group Mr.10 Net profit margin share : 2. the group’s retail formats cater to almost the entire consumption expenditure of a wide cross-section of Indian consumers. Future Group has also organized one-day international cricket series between India and Australia called "The Future Cup".      Year’s High/Low Share Price : 475.39 Sales (Rs cr) : 602. Present in the value and lifestyle segments.1% SUSTAINABILITY  Customer-orientation  Continuous-innovation  Collaborative transformation FUTURE RETAIL: The retails businesses of Future Group in India are divided into three main categories: Retail forms the core business activity at Future Group and most of its businesses in the consumption space are built around retail. The group currently operates around 1. Future Group’s retail network touches the lives of more than 200 million Indians in 73 cities and 65 rural locations across the country. 140 crores in the next three years in cricket-related marketing.68 Earnings Per Share(Rs): 7.95 – 252. FUTURE PLANS: The latest business activity of Future Group is an investment of Rs.05 Market Cap (Rs Cr) : 9620. 16 .26 Price to Earnings Ratio : 62. Kishore Biyani has planned out association with cricket and to encash the popularity of cricket in India and globally.

4 OBJECTIVE OF THE STUDY 1. F123 and Brew Bar French retailer ETAM group. Debenhams and Guess in India    INDIAN JOINT VENTURE PARTNERS  Manipal Healthcare  Talwalkar's  Blue Foods DESIGN OF THE STUDY 1.  To analyze what are the areas need to improve the competency level. 17 . Sports Bar. US-based stationary products retailer.  To determine the relationship between employee skills and opportunity. Scullers and Urban Yoga Galaxy Entertainment Limited that operates Bowling Co. Franchisee of international brands like Marks & Spencer.2 SECONDARY OBJECTIVE  To analyze the major factors affecting the employee competency. Staples and UKbased Lee Cooper.4.1PRIMARY OBJECTIVE To study on” COMPETENCY MAPPING LEVEL OF THE EMPLOYEE “in future value retail Chennai 1.4.JOINT VENTURES WITH INTERNATIONAL BRANDS  Indus League Clothing that owns leading apparel brands like Indigo Nation. Next.

5 SCOPE OF THE STUDY  This study helps the company to procure human asset through their competency level  This study enables the employee to self-estimate their own competency level  Attempt to assess the macro-economic relationship with employee competency level. To analyze the motivating factor influence the competency of employee. 18 .  Explore the future plan of private sector workforce that contributes to develop their employee competency. 1.

 The main motive for this study is to identify the key competencies which one possesses and then mapping it with the job requirements to attain the standards  This mapping of competencies increase the level of proficiency required for the job 19 .

 The focus of the problem is that how employee competence level top level will used in this organization.  The study says relationship between employee skills and opportunity.  The study will identify the cause and need to fulfill the requirements of the employee. 20 .1.6 NEED OF THE STUDY  There are several problem faced by the organization that become a challenge for HR as how to manage problems. motivate employees and utilizes employee skills this organization.

7 LIMITATION OF THE STUDY  The findings of the study are subjected to bias and prejudice of the respondents.as some employee like to underestimate or appreciate their organization 21 .  Area of the study is confined to the employees in future value retail Chennai only.1.  Time factor can be considered as a limitation.  There may be personal bias in the information provided .

deal with difficult issues straight forwardly. Although this ability was crucial for those managing. Today.IUP Publication . He says it typified those at the top of the field. 1993”. “The emotional competence emerged and over again as a hallmark of star performance by Goleman. most of the competitive organization are practicing competency mapping to ascertain those aspects which are vital for its apt working and success.take of emotional information.Creating an atmosphere of openness with clear lines of communication is a key factor in organizational success. Boyatzis. stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work. Front line works. “As founding developer of competency modeling in the United States by Boyatzis. The method for documenting the actual performance was collected through the behavioral event interview (BEI). like Flanagan. particularly among supervisors. an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and 22 .8 REVIEW OF LITERATURE “Competency mapping the Audit perspective by Smruti Patre. it has also emerged as a vital skill for effective leadership at high levels. 1982” He says that competency interventions on documented behavioral indicators that caused or influenced effective job performance. He says that the most effective people sense others reaction and find tune their own responses to move interaction in the best direction. “Competence in developing others was found to be a hallmark of superior managers by Spencer and Spencer. Assistant Professor by HRM review .1..April 2011”He says that competency for any job is made up of knowledge. skills and ability to perform that particular job efficiently. 1993”. listen well and welcome sharing information fully and foster open communication and stay receptive to bad news as well as good. managers and executives “Spencer and Spencer. 2000”. People who exhibit their communication competence are effective in the give – and .

critical incidents technique was originally discovered. From here. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances”. not for profit organizations and Government agencies will also find the techniques in this book equally effective and relevant 23 . needed to be developed in education. He pioneered the Competency Movement across the world and made it a global concept. ‘A seminal article published by John Flanagan in (1954) established Critical Incidents Technique”. Help managers and executives understand. this book introduces the reader to the concept of competencies and how they work. Achievement motive. Based on studies of US Air Force pilot performance. His classic books on Talent and Society. The educational objectives developed by them were grouped under the cognitive domain. small and medium sized businesses. Organizations across the world are trying to understand and integrate competencies in their organizational processes. “The Competency Mapping. Assuming no prior knowledge.Cleland dealt with effective domain in Bloom’s terminology’.Sanghi” Competencies lie at the heart of every of every successful activity. develop. “Benjamin Bloom USA” In mid-fifties he laid the foundation for identifying educational objectives by defining (KSA). “ Sraban Mukherjee Competency Mapping for Superior Results” Competency mapping is a technique that has been primarily adopted in large businesses.doing during the incidents. The relationship management set competencies included essential social skills. However. The Achieving Society. Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. Flanagan concluded that “the principle objective of job analysis procedures should be the determination of critical requirements. as a precursor to the key methodology used in rigorous competency studies. “The competencies exposed by Mc . manage competencies and also map them within their organizations.

9 RESEARCH METHODOLOGY MEANING OF RESEARCH Research methodology is a way systematically solves the research problem. The study conducted is Descriptive in nature. It may be understand as a science of studying how research is done scientifically.r “Research is a systematic investigation to find solution to a problem”.  To determine the frequency with which something occurs or with which it is associated with something else. OBJECTIVES OF RESEARCH  To gain familiarity with a phenomenon or to achieve new insights into it.  To test hypothesis of a causal relationship between variables. 24 . SAMPLE DESIGN A Sample Design is definite plan for obtaining a sample from a given population. Sample Design may as well lay down the number of items to be included in the sample. It refers to the technique or procedure the researcher would adopt in selecting items for the sample.1. It is necessary for the researcher to know not only the methods or techniques but also the methodology. RESEARCH DESIGN A Research Design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. DEFINITION OF RESEARCH According to Kothari c.

It is refers to use of information already collected either published or unpublished. There two types of data can be used for data collection. secondary data collected through book periodical and annual report. The sample was collected based upon the convenience DATA COLLECTION METHOD To search for answers to research question is called collection of data.The basic idea of sampling is that by selecting some of the elements in a population we may draw conclusions about the entire population. and other relevant materials. during the project primary was collected through question method. intervening. SECONDARY DATA The secondary source consists of readily compendia and already complied statistical statements and reports whose data may be used by researches for their studies. In the study conducted. past and present. mailing etc. POPULATION The Population from which samples were collected was 4 employees. The collection of data makes the most important step of any research enquiry or statistical 25 . SAMPLE SIZE The Sample Size is 100. The research is based on a convenient base by just limiting it to only in to select the required number of samples. serving as bases for study and analyses. the samples were selected using convenient sampling without going through the rigor of sampling method. Primary data are firsthand information collected through various methods such as observation.  Primary data  Secondary data PRIMARY DATA Primary sources are original sources from which the researcher directly collects data that have not been previously collected. Data are facts.

 Population:450  Sample Size:100 PERCENTAGE ANALYSIS In these statistical tools method based on the opinions of the respondent. one cannot obtain valid and useful result from the enquiry. reliable and appropriate.respondent 26 . percentage and bar is calculated for the respective scales for each factor.enquiry. STATISTICAL TOOLS USED FOR ANALYSIS  Percentage analysis  Chi-square  Correlation analysis Sampling Technique  Sampling Design: Convenience sampling  Sampling unit: The sampling unit is limited to the employees of future value retail.of. FORMULA No. If data collection is not correct.

it is general used to test the significance of association between two variables.otherwise reject the null hypothesis and accept the alternative hypothesis.………………………… Total.the calculated chi-square value is less than the theoretical value .Simple percentage = …………….of. Degree of freedom=(R-1)*C-1) Where R=Number of Rows 27 . and E=is the expected frequency Expected frequency (E) =row total*column total/grand total. H0=null hypothesis H1=alternative hypothesis Chi-square is a measure for comparing various studies Formula (O-E) 2 χ2 = Ʃ -----------E Where O=is the observed frequency.we accept the null hypothesis as valid .no..respondent X 100 CHI-SQUARE TEST As a non-parametric test chi-square can be used to determine if categorical data shows dependency or the two classifications are indenpent. In chi-square test first a null hypothesis is formed that there is no significance relation between the two given attributes .

Correlation is classified in two types as Positive and Negative Correlation. It does not tell anything about cause and effect relationship.C= Number of Columns CORRELATION ANALYSIS Correlation analysis deals with the association between two or more variables.   FORMULA N∑XY-(∑X) (∑Y) Correlation = √N∑X2 – (∑X) 2 √N∑Y2 – (∑Y) 2 28 .

DATA ANALYSIS TABLE FOR AGE INTERPRETATION 2.1 TABLE SHOWING FOR AGE OF THE RESPONDENTS S. 8% of respondents are in the 29 . 18% of respondents are in the age between 26-30 years.CHAPTER-II 2. INTERPRETATION: From the above table it is inferred that 65% of the respondents are in the age between 2125 years.RESPONDENTS 5 65 18 8 4 100 PERCENTAGE (%) OF RESPONDENTS 5 65 18 8 4 100 Source: Primary data.NO PARTICULAR 1 2 3 4 5 Below 20 year 21-25 years 26-30 years 31-35 years Above 35 TOTAL NO.

30 . 5% of respondents are age between below 20 years. 2. INTERPRETATION: From the above chart it is inferred that 65% of the respondents are in the age between 21-25 years.age between 31-35 years. 4 % of respondents are age between above 35 years. 4 % of respondents are age between above 35 years.1 CHART SHOWING FOR AGE OF THE RESPONDENTS Source: Primary data.

RESPONDENTS 69 31 PERCENTAGE (%) OF RESPONDENTS 69 31 TOTAL 100 100 Source: Primary data. INTERPRETATION: From the above table it is inferred that 69% of the respondents are male.2 TABLE SHOWING FOR GENDER OF THE RESPONDENTS S.NO 1 2 PARTICULAR Male Female NO. 31 .2. 31% of the respondents are female.

2. 32 . INTERPRETATION: From the above table it is inferred that 69% of the respondents are male.2 CHART SHOWING FOR GENDER OF THE RESPONDENTS Source: Primary data.

2.3 TABLE SHOWING FOR QUALIFICATION OF THE RESPONDENTS

S.NO

PARTICULAR

NO. RESPONDENTS

PERCENTAGE (%) OF RESPONDENTS 9 16 6 61 8 100

1 2 2 3 4

SSLC HSC DIP UG PG TOTAL

9 16 6 61 8 100

Source: Primary data. INTERPRETATION: From the above table it is inferred that 61% of the respondents have done UG, 16% of the respondents have done HSC, 9 % of the respondents are completed SSLC, 8% of the respondents are completed PG and 6 % of the respondents are DIP

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2.3 CHART SHOWING FOR QUALIFICATION OF THE ESPONDENTS

70 R E S P O N D E N T S 60 50 40 30 20 9% 10 0 SSLC HSC DIP 16% 6%

61%

8%

UG

PG

QUALIFICATION

Source: Primary data. INTERPRETATION: From the above table it is inferred that 61% of the respondents have done UG, 6 % of the respondents are DIP.

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2.4 TABLE SHOWING FOR EXPERIENCE OF THE RESPONDENTS

S.NO PARTICULAR 1 2 3 4 Below one year 1-2 years 2-3 years 3-4 year Above 4 year 5 TOTAL

NO.RESPONDENTS 34 28 17 9 12 100

PERCENTAGE

(%)

OF RESPONDENTS 34 28 17 9 12 100

Source: Primary data. INTERPRETATION: From the above table it is inferred that 34% of the respondents have below one years of experience, 28% of respondents are having 1-2year of experience, 17% of the respondents are having 2-3 years’ experience, and 12% of respondents above 4years experience, 9% of the respondents are having 3-4 years.

2.4 CHART SHOWING FOR EXPERIENCE OF THE RESPONDENTS 35

35 30 R E S P O N D E N T S 25 20 15 10 5 0

34% 28%

17% 12% 9%

Below one year

1-2 years

2-3 years EXPERIENCE

3-4 years

Above 4 years

Source: Primary data. INTERPRETATION: From the above table it is inferred that 34% of the respondents have below one years of experience, 9% of the respondents are having 3-4 years.

2.5 TABLE SHOWING SALARY PACKAGE

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Source: Primary data. INTERPRETATION: S.NO PARTICULAR 1 Below 5000 2 6000-10000 3 11000-15000 4 16000-20000 5 Above 21000 TOTAL 13 5 100 13 5 100 18 18 60 60 4 4 NO.RESPONDENTS PERCENTAGE (%)

OF RESPONDENTS

From the above table it is inferred that 60% of respondents has salary package received from 6000-10000, 18% of respondents has salary package received from 11000-15000, 13% of respondents has salary package received from 16000-20000, 5% of respondents has salary package received from above 21000,4 % of respondents has salary package received from below 5000.

2.5 CHART SHOWING SALARY PACKAGE

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2. 4 % of respondents has salary package received from below 5000. INTERPRETATION: From the above table it is inferred that 60% of respondents has salary package received from 6000-10000.Source: Primary data.6 TABLE SHOWING BASIS OF EMPLOYEE HAVE BE BEEN SELECTED 38 .

22% of the respondents have been selected communication. 2% of the respondents have been selected Reference.6 CHART SHOWING BASIS OF EMPLOYEE HAVE E BEEN SELECTED 39 .NO PARTICULAR 1 Experience 2 Communication 3 Product & marketing knowledge 4 Technical knowledge 5 Reference TOTAL Product & marketing knowledge. 25% of the respondents have been selected Experience. INTERPRETATION: From the above table it is inferred that 41% of the respondents have been selected S. 10 2 100 10 2 100 62 62 17 17 9 9 NO.Source: Primary data. 19% of the respondents have been selected Technical knowledge.RESPONDEN TS PERCENTAGE (%) OF RESPONDENTS 2.

7 TABLE SHOWING PERIOD OF WORK 40 . INTERPRETATION: From the above table it is inferred that 41% of the respondents have been selected Product & marketing knowledge. 2.Source: Primary data. 2% of the respondents have been selected Reference.

23% of the respondents are probation employees.NO PARTICULAR 1 Probation 2 Confirmed TOTAL 77 100 77 100 23 23 NO. 2.7 CHART SHOWING PERIOD OF WORK 41 . INTERPRETATION: S.Source: Primary data.RESPONDENTS PERCENTAGE (%) OF RESPONDENTS From the above table it is inferred that 77% of the respondents are confirmed employees.

42 . 23% of the respondents are probation employees.Source: Primary data. INTERPRETATION: From the above table it is inferred that 77% of the respondents are confirmed employees.

8 TABLE SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL S. 10% of the respondents have future value retail because brand name. 43 . 8% of respondents are chosen future value retail because of Appraisal system.RESPONDENTS 59 18 5 8 10 100 PERCENTAGE (%) OF RESPONDENTS 59 18 5 8 10 100 From the above it is inferred that 59% of the respondents are chosen the future retail because of career development. 5%of respondents are chosen future value retail because non-monetary benefits. 18%of respondents are chosen future value retail because monetary. INTERPRETATION: NO.NO PARTICULAR 1 2 3 4 Career development Monetary non-monetary benefits Appraisal system Brand name 5 TOTAL Source: Primary data.2.

INTERPRETATION: From the above it is inferred that 59% of the respondents are chosen the future retail because of career development. 2.8 CHART SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL Source: Primary data.9 TABLE SHOWING EMPLOYEE SALARY SATISFACTION LEVEL 44 . 5%of respondents are chosen future value retail because non-monetary benefits.2.

45 . 37% of the respondents are not satisfied salary level. INTERPRETATION: NO.S.RESPONDENTS 63 37 100 PERCENTAGE (%) OF RESPONDENTS 63 37 100 From the above table it is inferred that 63% of the respondents are satisfied salary level.NO PARTICULAR 1 2 YES NO TOTAL Source: Primary data.

INTERPRETATION: From the above table it is inferred that 63% of the respondents are satisfied salary level.2.9CHART SHOWING EMPLOYEE SALARY SATISFACTION LEVEL Source: Primary data. 46 .

2. 3% of the respondents are says the rules and procedure followed in future value retail is below average and .0% of respondents are says that the rules and procedure followed in future value retail is poor. 2 . RESPONDENTS PERCENTAGE (%) OF RESPONDENTS 6 27 64 3 0 100 1 2 3 4 5 Excellent Above average Average Below Average Poor TOTAL 6 27 64 3 0 100 Source: Primary data.10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE VALUE RETAIL 47 . INTERPRETATION: From the above table it is inferred that 64% of the respondents are says the rules and procedure followed in future value retail is average.NO PARTICULAR NO.27% of the respondents are says the rules and procedure followed in future value retail is above average 6% of respondents are says that the rules and procedure followed in future value retail is excellent .10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE VALUE RETAIL S.

2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR DEPARTMENT 48 . INTERPRETATION: From the above table it is inferred that 64% of the respondents are says the rules and procedure followed in future value retail is average.Source: Primary data.

25%of the respondents says that the morale and ethics followed in department in future value retail above average. S. 3%of the respondents are says that the morale and ethics followed in future value retail below average. 9 25 63 3 0 100 PERCENTAGE (%) OF RESPONDENTS 9 25 63 3 0 100 2. 9% of the respondents are says that the morale and ethics followed in future value retail excellent. 0% of the respondents are says that the morale and ethics followed in future value retail poor.NO PARTICULAR NO.Source: Primary data.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR DEPARTMENT 49 . RESPONDENTS 1 2 3 4 5 Excellent Above average Average Below Average Poor TOTAL INTERPRETATION: From the above table it is inferred that 63% of the respondents are says that the morale and ethics followed in department at future value retail is average. .

INTERPRETATION: From the above table it is inferred that 63% of the respondents are says that the morale and ethics followed in department at future value retail is average 2.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL 50 .Source: Primary data.

RESPONDENTS PERCENTAGE (%) OF RESPONDENTS From the above table it is inferred that 70% of the respondents are says that the working environment factors affecting employee competence level.NO PARTICULAR Work environment 1 Job mismatch 2 Job rotation 3 TOTAL 7 100 7 100 70 70 23 23 NO.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL 51 . 7% of the respondents are says that the job rotation factors affected employee competence level. INTERPRETATION: S.Source: Primary data. 23% of the respondents are says that the job mismatch factors affected employee competence level. 2.

INTERPRETATION: From the above table it is inferred that 70% of the respondents are says that the working environment factors affecting employee competence level.13 TABLE SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT ROLE AS AN EMPLOYEE 52 . 2. 7% of the respondents are says that the job rotation factors affected employee competence level.Source: Primary data.

S. no one can says work environment role as an employee. 2.RESPONDENTS 3 15 80 2 0 100 PERCENTAGE (%) OF RESPONDENTS 3 15 80 2 0 100 Source: Primary data.13 CHART SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT ROLE AS AN EMPLOYEE 53 .NO PARTICULAR 1 2 3 4 Excellent Above average average Below average Poor 5 TOTAL NO. 15% of the respondents are says the work environment role as an employee above average. 3% of the respondents are says the work environment is role as an employee excellent 2 % of the respondents are says the work environment role as an employee below average. INTERPRETATION: From the above it is inferred that 80% of the respondents says the work environment role as an employee average.

INTERPRETATION: From the above it is inferred that 80% of the respondents says the work environment role as an employee average.Source: Primary data. 2.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING 54 .

12% of the respondents says the employee competence measured is innovation basis. INTERPRETATION: S.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING 55 . 9% of the respondents says the employee competence measured is qualify basis. 2% of the respondents says the employee competence measured is responsiveness to customer basis.NO PARTICULAR NO. 2. 6% of the respondents says the employee competence measured is distinctive basis.Source: Primary data. RESPONDENTS 1 2 3 4 5 Efficiency Quality innovation Responsiveness to customer Distinctive TOTAL 71 9 12 2 6 100 PERCENTAGE (%) OF RESPONDENTS 71 21 26 19 9 100 From the above it is inferred that 71 % of the respondents says the employee competence measured is efficiency basis.

15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE 56 . INTERPRETATION: From the above it is inferred that 71 % of the respondents says the employee competence measured is efficiency basis. 2. 2% of the respondents says the employee competence measured is responsiveness to customer basis.Source: Primary data.

2. 6 % of the respondents says the company make recognition for experience basis.15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE 57 .NO PARTICULAR NO. RESPONDENTS 1 2 3 Experience Product & market knowledge Technical knowledge TOTAL 6 79 15 100 PERCENTAGE (%) OF RESPONDENTS 6 79 15 100 From the above it is inferred that 79 % of the respondents say the company make recognition for employee product &market knowledge basis. INTERPRETATION: S. 15% of the respondents says the company make recognition for employee technical basis.Source: Primary data.

INTERPRETATION: From the above it is inferred that 79 % of the respondents say the company make recognition for employee product &market knowledge basis. 2.Source: Primary data. 6 % of the respondents says the company make recognition for experience basis.16 TABLE SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION FOR THEIR ACHIEVEMENTS 58 .

2.RESPONDENTS 79 21 100 PERCENTAGE (%) OF RESPONDENTS 79 21 100 Source: Primary data.NO PARTICULAR 1 2 YES NO TOTAL NO.16 CHART SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION FOR THEIR ACHIEVEMENTS 59 . 21% of the respondents are employee not received reward and recognition for achievements.S. . INTERPRETATION: From the above table it is inferred that 79% of the respondents are employee received reward and recognition for achievements.

17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THIS ORGANIZATION 60 . INTERPRETATION: From the above table it is inferred that 79% of the respondents are employee received reward and recognition for achievements 2.Source: Primary data.

17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THIS ORGANIZATION 61 . RESPONDENTS 1 2 3 Communication Product & market knowledge Technical knowledge TOTAL INTERPRETATION: From the above it is inferred that 58% of the respondents says the Product & market knowledge skill needed for an employee to service in this organization.Source: Primary data. 13% of the respondents says the Technical knowledge skill needed for an employee to service in this organization. S.NO PARTICULAR NO. 29 58 13 100 PERCENTAGE (%) OF RESPONDENTS 29 58 13 100 2. 29 % of the respondents say the communication skill needed for an employee to service in this organization.

13% of the respondents says the Technical knowledge skill needed for an employee to service in this organization. INTERPRETATION: From the above it is inferred that 58% of the respondents says the Product & market knowledge skill needed for an employee to service in this organization. 2.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEE CAREER 62 .Source: Primary data.

11% of the respondents says the Technical knowledge skill skill training develop employee career.Source: Primary data.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEE CAREER 63 . INTERPRETATION: S.24 % of the respondents say the communication skill training develop employee .NO PARTICULAR NO. RESPONDENTS 1 2 3 Commutation Product & market knowledge Technical knowledge TOTAL 24 65 11 100 PERCENTAGE (%) OF RESPONDENTS 24 65 11 100 From the above it is inferred that career 65% of the respondents says the Product & market knowledge skill training develop employee career. 2.

Source: Primary data. 11% of the respondents says the Technical knowledge skill skill training develop employee career.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL 64 . 2. INTERPRETATION: From the above it is inferred that career 65% of the respondents says the Product & market knowledge skill training develop employee career.

13% of the respondents says skill develop employee opportunity level 13 100 13 100 87 87 NO.Source: Primary data.NO PARTICULAR 1 YES 2 NO TOTAL INTERPRETATION: From the above it is inferred in 87% of the respondents says skill develop employee opportunity level. S.RESPONDENTS PERCENTAGE (%) OF RESPONDENTS 65 .

INTERPRETATION: From the above it is inferred in 87% of the respondents says skill develop employee opportunity level.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL Source: Primary data. 66 .2.

10% of the respondents are says the partially agree employee career. growth development for current job. GROWTH DEVELOPMENT FOR CURRENT JOB S.2. growth development for current job. growth development for current job. GROWTH DEVELOPMENT FOR CURRENT JOB 67 .20 TABLE SHOWING EMPLOYEE CAREER. INTERPRETATION: From the above it is inferred that 69% of the respondents says the strongly agree employee career.NO PARTICULAR NO.20 TABLE SHOWING EMPLOYEE CAREER. 21% of the respondents are says the agree employee career. growth development for current job 2. RESPONDENTS PERCENTAGE (%) OF RESPONDENTS 21 69 10 0 0 100 1 2 3 4 5 Agree Strongly agree Partially agree Disagree Strongly disagree TOTAL 21 69 10 0 0 100 Source: Primary data. no one can says disagree and strongly disagree employee career.

Source: Primary data. growth development for current job. 2. INTERPRETATION: From the above it is inferred that 69% of the respondents says the strongly agree employee career.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETAIL 68 .

INTERPRETATION: From the above it is inferred that 59% of the respondents say the salary opportunities provided by future valve retail.Source: Primary data.NO PARTICULAR NO.14% of the respondents say the reward opportunities provided by future valve retail. PERCENTAGE (%) RESPONDENTS 1 2 3 Promotion Salary Reward 27 59 14 OF RESPONDENTS 27 59 14 TOTAL 100 100 opportunities provided by future valve retail.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETIAL 69 . 2. 27%of the respondents say the promotion S.

22 TABLE SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE COMPETENCY LEVEL 70 .Source: Primary data. 2. 14% of the respondents say the reward opportunities provided by future valve retail. INTERPRETATION: From the above it is inferred that 59% of the respondents say the salary opportunities provided by future valve retail.

14% of the respondents are says partially top level guidance to improve employee competency level. RESPONDENTS 1 2 3 4 5 Agree Strongly agree Partially agree Disagree Strongly disagree TOTAL INTERPRETATION: From the above it is inferred that 65% of the respondents says the strongly agree agree top 21 65 14 0 0 100 PERCENTAGE (%) OF RESPONDENTS 21 63 14 0 0 100 level guidance to improve employee competency level.Source: Primary data.22 CHART SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE COMPETENCY LEVEL 71 . 21% of the respondents are says the top level guidance to improve employee competency level. no one can says disagree and strongly disagree top level guidance to improve employee competency level job 2.NO PARTICULAR NO. S.

23 TABLE SHOWING EMPLOYEE SATISFIED WITH THE FACILITIES PROVIDED BY COMPANY S.Source: Primary data.RESPONDENTS PERCENTAGE (%) OF RESPONDENTS 72 .NO PARTICULAR NO. INTERPRETATION: From the above it is inferred that 65% of the respondents says the strongly agree top level guidance to improve employee competency level. 2.

INTERPRETATION: From the above table it is inferred that 89 % of the respondents are says employee satisfied with the facilities provided by company. 11%of the respondents are says employee not satisfied with the facilities provided by company.1 YES 2 NO TOTAL 11 100 11 100 89 89 Source: Primary data. 2.23 CHART SHOWING EMPLOYEE SATISFIED WITH THE FACILITIES PROVIDED BY COMPANY 73 .

24 TABLE SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING PROCESS IS OUR ORIGINATION 74 .Source: Primary data. 2. INTERPRETATION: From the above table it is inferred that 89 % of the respondents are says employee satisfied with the facilities provided by company.

NO PARTICULAR 1 2 YES NO. 2.S.RESPONDENTS PERCENTAGE (%) OF RESPONDENTS 84 NO TOTAL 16 100 16 100 84 Source: Primary data.24 CHART SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING PROCESS IS OUR ORIGINATION 75 . 16%of the respondents are says employees not satisfied with decision making process is our origination. INTERPRETATION: From the above table it is inferred that 84% of the respondents are says employee satisfied with decision making process is our origination.

CHI-SQUARE TEST To test the significant association between the basis of employee selection and gender of the employees in FUTURE VALUE RETAIL LTD. 76 . INTERPRETATION: From the above table it is inferred that 84% of the respondents are says employee satisfied with decision making process is our origination.Source: Primary data.

TABLE Employee selection /gender Experience Communication Product &marketing knowledge Technical knowledge Reference Total Male 5 11 47 5 1 69 Female 4 6 15 5 1 31 Total 9 17 62 10 02 100 By using the below formula we calculated expected frequency (Row total)*(column total) E= ………………………. (Grand total) 77 . H1 = There is a significant association between the basis of employee selection and gender of the employee in Future value retail ltd..HYPOTHESIS H0 = There is no significant association between the basis of employee selection and gender of the employees in Future value retail ltd.

10 21.61 0.53 17.23 Calculation for degree of freedom V = (r-1) (c-1) = (5-1) (2-1) =4*1 =4 The table value for 4 degree of freedom at 5% level of significance is 9.49 Calculated value (χ2) >Tabulated value (χ2) Therefore the null hypothesis is rejected and alternative hypothesis is accepted.10 18. INTERPRETATION 78 .1 1.78 3.52 0.04 0.38 (O-E) -1.03 1.23 Tabulated value (χ2) = 9.9 1.14 1.46 0.24 0.81 3.42 0.49 Calculated value (χ2) =21.9 -0.27 42.73 4.61 0.21 11.73 42.38 1.22 -1.16 0.79 5.78 1.O 5 11 47 5 1 4 6 15 5 1 Total E 6.46 0.78 6.10 0.9 -0.38 2.14 (O-E)2 / E 0.21 -0.53 771.38 (O-E)2 1.72 3.73 -27.52 0.21 0.

ANALYSIS USING CORRELATION ANALYSIS Let X be HR guidance improve employee competency level S.Hence there is significant association between the basis of employee selection and gender of the employees in Future value retail ltd. No Qualification No of respondents Percentage of respondents (%) 1 2 3 4 5 Agree Strongly Agree Partially Agree Disagree Strongly disagree Total 23 57 20 0 0 100 23 57 20 0 0 100 Let Y be current job helps in improving your career. growth and development S. No Qualification No of respondents Percentage of respondents (%) 1 2 3 4 5 Agree Strongly Agree Partially Agree Disagree Strongly disagree 79 36 42 22 0 0 36 42 22 0 0 .

Total 100 100 particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied total X 23 57 20 0 0 100 Y 36 42 22 0 0 100 xy 828 2394 440 0 0 3662 X2 529 3249 400 0 0 4178 Y2 1296 1764 484 0 0 3544 FORMULA N∑XY-(∑X) (∑Y) Correlation = √N∑X2 – (∑X) 2 √N∑Y2 – (∑Y) 2 CALCULATION 5*3662.100*100 Correlation = √5*4178– (100) 2 √5*3549 – (100) 2 80 .

CHAPTER-III FINDINGS & SUGGESTIONS & CONCLUSIONS 3.905.35* 88.01 8310 Correlation = 9183. respondents are feeling good HR guidance improve employee competency level and current job helps in improving your career.84 Correlation = 0.10000 Correlation = √20890-10000 √17745-10000 8310 Correlation = 104.1-FINDINGS  Most of the responses are given positive results  65% of the respondents belongs to the age of 21-25 years  69%% of respondents are male while the remaining is Female. growth and development is 0.905 INTERPRETATION From the above value obtained is positive.18310.  61% of the respondents did the under graduate 81 .

 66% of the respondents have above one year experience  60 % of the respondents are earnings between Rs.5000-10.000  62% of the respondents have been selected in product &marketing knowledge  77% of the respondents are working period as confirmed  59% of the respondents reason to choose future value retail for career development  63% of the respondents satisfaction of salary level  64% of the respondents says rules and procedure followed by future value retail in average  63% of the respondents says morale and ethics followed in their department  70% of the respondents job mismatch factors affecting employee competency level  80% of the respondents work environment supportive role as an employee says average  71% of the respondents says employee competency level measuring efficiency of work  79% of the respondents company make recognition for employee product & market knowledge  79% of the respondents received reward and recognition for their achievements 82 .

 65% of the respondents say product & market t knowledge is develop career  83% of the respondents say employee skill develop opportunity level  69% of the respondents are agree with their current job helps in improving their career. . 58% of the respondents say communication skill needed for employee to service in this organization. growth & development  59% of the respondents salary opportunities provided by future value retail  65% of the respondents top level guidance to improve employee competency level  89% of the respondents satisfied with the facilities provided by company  84% of the respondents satisfied with decision making process in our origination 83 .

r u management. s .2 SUGGESTIONS A s s . a e t t A i  A employee is expecting for his her salary which may be considered by the The i .A r e .so a w e t f i e t system should change into efficiency of work i s i i t s i t u h a s e Post appraisal feedback should be given to the employees and it performance should be au s h t d monitored f t f s t i i i During selecting the soft skills of the candidate should be checked is t a e s h w sa e h t e f d i ft The employee expecting refreshments very day d e i t ii  They are e w satisfied with the facilities provided s g h es w g f u d i  if dThey satisfied with decision making process u i t t i ti i e h w d h e w h d d i a e id a t t n t t n w c h h g w h h c i e u ei t i tt h g d o h h g o 84 e u a f e u f t i n it h y g d c .The workingeambiance should be changed u e e d t e d A s i The employee are not interested for job rotation . r u a  r.so it can be avoided sA r w u a s r  uThe recognition system only look product and market knowledge about of employee . r s e f eThe employee has to be given training on customer handling f s A i A i . r a . u A r e u 3.

e u ae o i n u o d cg r f a eu i n H y cd o R o ea f u tn r c o y o fe o H u i R y ro m e o u a i n u g r d c u a e i n H d o c R a e f n t c o o y e f o u i o m y r f o p 3. traits. o ry R o o v o From this study. some of employees are in need to improve their skills especially in v u t H e i u H understanding their responsibility and their role in attaining the organization objectives.3 CONCLUSION f o p u H t A competency mapping is description of skill. Then it will be helps the organization to reach its goal. The manager needs the p r t r i e competency to identity the skill and knowledge required for promotion and to find out good it r o c m o rewardm system and feedback system. o co p v y o p v o i m r e o r ei m m o p u m o p p y v e r p v y e r t e o er o t o u c e u eo v n y r o y rv n e o c m e o c u c p y u c y y o r e ry o o m t l m lo u e c p e cu p 85 e r v o e n o er v m t c e m t e c l p e y . y H o t i r t iH o R u o m o The HR manager in need of competencies like evolution of performance technicians and R o m u p v r to motivate the co-workers in improving their weak competencies. It can be t e r R o m r R suggested that the above shortfalls of the employees can be eradicated through proper training to o p y the employees. experience and knowledge required r u H r y o r R for a person to be effective in a job.

r 5. 4. r y t .[ the information provided by you will be kept confidential and used only for academic purposes.v ? ]v ? [ l e [l e QUESTIONNAIRE ] e l ]e [ Yl v ? [ THE STUDY ON COMPETENCY MAPPING LEVEL OF THE EMPLOYEE IN ] e ?v n e ] FUTURE VALUE RETAIL CHENNAI n s e o l o l [ Y [Dear Respondents. 000 a Below Rs5000 e u eA r y d t r y 86 d e o s i o se u a s w u a w y t f i eo n ? l t cm e ep y v[ e n e] ct l l y ee ?Y n v ec l e s [ ey l o ? e n m t c p e y [ e n ] t c l e y e Y n v e c l e s y e l . Gender y 1 o [ n 1 o [ 0 An Male Female u ] o 0 u ] . I assure you that s . f r y r.000 above Rs. ro . Name:……………………….000-20. s ] oA s ] r Y 2. AgerY 1 e e [ n ee [ 0n Below 20 21-25 26 -30 31-35 Above 35 s ] o ]s .10. I am Muthuselvan P doing MBA final year in Sri Krishna ? 1 Y ? ] [1 engineering college eundergone my project in your organization and I request you to fill the ] e 0 s ]0 following information so I could complete my final year project successfully. 6.000 15. Y ] e [ n e] [ A 1.o y 3.20. Experience t 1 e o i e1 i 0 A Below one years 1-2 year 2-3 year 3-4 year above 4 year u 0 A s .. [ Y . Qualification 1 s e 1 n sn 0 HSC A SSLC DIP UG PG a 0 o A ao . Salary y f e o s i e o i A u 5000.

What a h s e w sa e h t f e i Experience d Communication Product & Marketing knowledge ft d e i t ii Reference s w h Technicaleknowledge f es w f f i d a f d i a i t t c tidid you choose Future value retail? c 8. What basis your o i o e t p v e e p v Efficiency Quality Innovation Responsiveness to customer t s i r h d rs i h o e Distinctive d o d e p v e b v 15. How did you e a describe the rules and procedures followed at Future value retail? e a t p c i ct p Excellent f Average Below average Poor h i Above average t r fh i r e o a i would you ldescribe employee morale and ethics followed in your department? 11. Why e i w h h w h ie d i l eCareer development Monetary Non-monetary benefits id l t t i t t i Appraisal system Brand name w h h t f h h tw i e a you satisfied with your salary package? i 9.o t s i s io t u h a s e a su h t f d t f s t i i is i t basis you have been selected? 7. How ae l o c i e v cExcellent i v Average Below average Poor f i Above average i t s if t i a i 12. What are the lfactors that affect your competency level? d l ia d c i e p i ecWork Environment Job mismatch Job rotation i s t d r ti s d l i o 13. How does your company make recognition for employee? ep r c i d y ir d c o d o o d 87 o v m e b t ev b m i y d p h i d y p d e i . How supportive was your work environment to your role as an employee? il i b e p v ei pExcellent Above average Average Below average Poor b t y s r i st r y i competency level is measured? d 14. Are i e i t e c tt Yes e No h f i s h h f s l 10.

Do you agree that your current job helps in improving your career.e n b t b te n d h y y c d y h y e o ? e ? b t m tb Product & Market knowledge Technical knowledge y h p Experience c h cy [ a [you have e orewards & recognition on your achievement? 16. Y Promotion u Salary Reward e [ n u [e n s ] o 22. What are the s ] opportunities provided by Future value retail? s ] Y . a[ en t ] o 23. n r sn e f o 24. Don you thinky ] area is needed to develop your career? which p ]p [ Yy a ? [ Communication Product & market knowledge Technical knowledge ] e ?a n n ] n s n feel youroskill develop your opportunity level? 19. growth and development? s A [ Y A [ YAgree r Strongly agree partially agree Disagree Strongly disagree ] e [ nr e [] e oe 21. rNo s . Do u satisfied with the guidance of your top level to improve your competency level? ]s Ao s s . u e e d t e d A s i sA r w u a s u 88 ar w e t f i te i s i i t s i t u a s e . What the skill needed for an employee to service in this organization? c p y sc p [y o a ? Communication Product & market knowledge Technical knowledge a ] ?o [ m n [m 18. Doo any e ] t m n] t m h No c p y Yes ch p Y e o a ?Y o ae e m n e m n s 17. Are you satisfied with decision making process is our organization? e fo A i s A i . Are you satisfied with the facilities provided by the company? t] o A i A i u Yes . Do you y o y [ Y [ Yes ? . No r Yes a [ n . No Y ] e [ .? ] e s ] 20. e Yes r uNo a r.

2006. G.Arora statistics for management published by Chand &company ltd R  a e f o ea fnew Delhi .fourth revised edition 2009 n t u tn c o o y r yMisra R N Competency Mapping For Industrial Sectors Dph Publisher . Ramesh. H d R c o y cd oP. Vijaya Kumar Competency Mapping.co. new age e i n H i ninternational (p) limited publishers..t f t f s t i i is i t a h s e w sa e h t e f d i ft d e i t ii s g e w h es w g f i d u f d i u i t t i ti i e d w h h e w h d d i a e id a t t n BIBLIOGRAPHY t t n w c h h g h h cw i e Books u i e t i  tt Seema sanghi competency mapping new Delhi Published by Vivek Mehra for Sage h g d o h hPublications India Pvt Ltd.N. V.. V. lap lambert it g y c academich d publishing 2011 h g d y e o u a e ae  uSraban Mukherjee Competency Mapping for Superior Results Publisher tata McGraw o i n u i hill first publishing 2011 n u g r d c o d cg r u e f au Kothari.in v u e H t i u H t e r o R m r R 89 o p y y H o t i r tH i o R o d .google.publishing 2010 c o o e f o fe oRavi Shankar Role of Competency Mapping in Human Resource Management lap H u i ulambert academic publishing Publishing Jul 2011 i o r y m R o y r m f o p f o p u H t r u H r Website y o r R o ry R o o v o www.r. ac. second edition. new Delhi. K. Research methodology &techniques.first published in 2007 g o e u a f e u f t i n Vizia Saradhi. Arona and S.

citehr.com p p e v y r v y ep r t e o er o t o u c e o u e v n y r o y rv n e c o m e o c u c p y u c y y r o e ry o o m t l o m l u e c p e cu p e r v o e n o er v m t c e m t e c l p e y p ec l o ? e n eo n ? m t c l t cm p e y e ep y [ e n v[ e n ] t l c e] ct l e y e l y ee Y n v ?Y n v e c l e ec l e s y e l sy e [l v ? ]v ? [ l e [l e ] e l ]e [ Yl v ? [ ] e ?v n e ] n s e o l o l [ Y [ ? 1 Y ? ] e [1 ] e 0 s ]0 s .come i m r o ri e m m o p u m o www.indianmba. [ Y .v o c m o o m o c p v y o p v o www.[ Y ] [ e n e] [ A s ] oA s p r e it r p r t i r 90 .