Chapter 1

INTRODUCTION

1
 Chapter 1
INTRODUCTION

COMPETENCY
Competency is an underlying skill, personal characteristics, or motive demonstrated by
various observable behaviors that contributes to outstanding performance in a job.
Competencies exist at different level of personality

The various levels are:

Knowledge: -- Information that an individual has in a particular area.
Skills:--an individual’s ability to do something well.
Behavior: -- Action of a person in a given situation.

Personal characteristics:-
Traits: -- A typical way of behaving such as taking initiative.
Motive:--A fundamental and often unconscious driver of thoughts and behavior
for example concerns for excellence. Personal characteristics are hard to develop
and it is more cost-effective to select people having the desired personality trait.
Knowledge and kills are easy to develop so training is cost-effective.

COMPETENCY MAPPING
Competency mapping involves the determination of the extent to which the various
competencies related to a job a possessed by persons. The extent to which a person is
adjustable, resourceful, capable of anticipating threats, finding solutions and contributing in
innovations from which is then compared to the extent to which the competencies are
required for the job?

COMPETENCY AND PERFORMANCE

One of the major objectives of the companies to improve its performance every year and set
new standards and norms .For every machine there is a human being and it is the quality of
the man behind the machine or the process which determines the performance of the
company .In view of this, the company depends not on the human assets but the human assets

2
having rights match of competencies and their levels foe performance requirements. If the
right match of competencies is available with the employees, then it is their motivation, their
work environment and incentives which help them to give best performance.
COMPETENCY MAPPING AND DEVELOPMENT NEEDS
This model tries to find out many things. It is actually a model, from which finds out the
relationship between competencies required for a job and competencies being displayed by
the person performing the job. This helps to find out the missing link between the two. An
employee rates himself on a particular competency. If the difference between is more, it is
considered that the employee needs training.

RATIONALE BEHIND THE STUDY

A satisfied individual naturally becomes a happy and healthy man. The same state of
mind of the man is sought after by everybody, everywhere. An industry or an organisation is
no exception in this regard. An organisation which ensures healthy organisational climate
must ensure the psychological health of its employees. An organisation which does not
understand the problems of dissatisfied employees has to face several problems which
ultimately affect the production. No concern, in actuality, will be interested in compromising
production. Hence it is a must for the organisation to take care of this particular aspect of the
employees. Also they are thinking to improve the competencies.
It is the entire group of employees who determine the economy of a nation. The
government expects high productivity from the employees for the national development.
India is being a developing country, labour force can be maintained for high productivity.
Labour dissatisfaction creates stagnation in productivity. But the nation is waiting for the
betterment of creating a dynamic society. Because of this, an analysis of competency
mapping is of paramount importance. With this background, an attempt is being made in this
study to assess the extent of the specific need of competencies for the development
employees.

IMPORTANCE OF THE STUDY

Competency Mapping determines the competencies of the employee and hence which can be
used for Performance Appraisal and for providing adequate training. It is very much useful
for the development of the employees. It gives the clear idea about the in which field the

3
employees are need to be develop. Also a skilled workforce, at the heart of a competent
organization, is required today to compete in a fast, global market place. Only companies that
engage the hearts, encourage the souls and educate the minds winds will stand a chance in the
race towards the future.
In this way the study of competency mapping is very much important for the organizations.

SCOPE OF STUDY
This Study has been getting the future scope for related to the performance of the employees
in the manufacturing industry. The competencies study for development, performance and the
application of various policies is having the scope for every kind of organization.
The scope of project is not limited to the only manufacturing industry but it having scope for
service industry also. The people those working in the manufacturing industry are taking few
recommendations about the competencies using during their job. In this way it gets the scope
for the human resource development.

LIMITATIONS OF STUDY
The study is limited to only one textile firm
It is limited to the employees of production department
The sample size is limited
The time for the study is one of the limitations.

EXPECTED CONTRIBUTION
The data of the study will be contributed to the various development factors which is required
for the employees of the various manufacturing units. The competencies requirement for the
development can be determined by doing this project. So the project will contributes for
every factor related to the development of human resource.
The project will contributes to the performance stage of the employees at the every
manufacturing and other industry.
Through such projects the organisations can take appropriate action for developing the
competencies and improving the performance. In this way the project will contributes.

4
 CHAPTER 2
REVIEW OF LITERATURE

5
 CHAPTER 2

REVIEW OF LITERATURE
According to Gilbert (1978), competency was utilized with the origination in relationship to
show advancement. Its utilization differs extensively, which demonstrates to critical
confusion.
Burgoyue (1993) utilized a functional perspective to portray a competency as how the
destinations of associations were best cultivated by building up representative's activity.
Hoffmann (1999) examined previous writing and compact three key subjects in depicting a
competency, which are unique prerequisite and characteristics of a worker, observable
practices, and standard of individual execution results.
As per Lucia and Lepsinger (1999), competency is a group of related information, abilities,
and frames of mind that influences a significant an aspect of one's responsibilities (a job or
obligation), that connects with execution at work, that can be measure against well-
acknowledged models, and that can be improved by means of preparing and advancement.
According to the study of Klarsfeld (2000), competence appeared in assorted nations and
differing deliberate conditions with different implications. As per “The American Heritage
Dictionary (2000)”, competency was characterized in the writing from different points of
view and it is the state or nature of being appropriately or all around qualified. Bath, et al.
(2004) opined that abilities ought not be qualified as a technique for a check list yet be strong
and suitable into a program.
Kodwani & Amitabh Deo (2009) accepted through their study that presentation is the mantra
of the present business association. It is just the individuals with right capacities who can
perform better. Capabilities are the arrangement of such aptitudes and capacities (specialized
just as conduct) which are fundamental for foreseen level of activity. Right skills are the way
to predominant execution. The majority of the business associations are without legitimate
competency mapping according to the examinations in the field.
Dr.Y. Nagaraju and V. Sathyanarayana Gowda (2009) Competence Mapping: An Advanced
Organization Practice Tool illustrates that employee competency mapping is one such
advanced practice that is widely being used by organizations today. Competency mapping is
about assessing the value of human capital and its development
Su -Chin Hsieh,Jui -Shin Lin,Hung-Chun Lee (2012) it proves that Current trends in human
resource managing place stresses on the expansion and working of the term competency,

6
particularly the important role it plays in improving job performance which in turn achieves
heightened organizational competitiveness

7
 Chapter 3
RESEARCH METHODOLOGY

Chapter 3
RESEARCH METHODOLOGY

8
OBJECTIVES OF THE STUDY
The objectives of the study are as follows.
1. To study competence mapping at Indoworth India Ltd.
2. To study the factors affecting to the performance of employees.
3. To analyse these performance factors for the development need of the employees.
4. To determine the importance of competencies for the employees development in
the organization.

HYPOTHESES
Null Hypothesis: Competency mapping is not significantly affect the performance of the
employees.
Alternate Hypothesis: Competency mapping is significantly affects the performance of the
employees.

METHODOLOGY
The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statistical tools used
for analyzing the collected data.

Research Design
The research design used for this study is of the descriptive type.

REASEARCH SAMPLING
Population – Working employees of manufacturing industry.
Sampling Unit – Indoworth India Ltd
Sampling Frame- The employees of the selected Indoworth India Ltd.
Sampling Technique: Convenience method of sampling is used to select the respondents.
Sample Size –
An appropriate sample size is based on a number of accuracy factors that one must consider
together. Total sample size is 100.

9
 o Sampling Technique
 Selection of respondent - A technique of random sampling
administered for canvassing the questionnaire to the selected categories
of respondents from the production department of Indoworth.
DATA COLLECTION METHOD
Primary Method
 Questionnaire – Questions based upon competencies and development needs
administered to the target group i.e., employees of production department. This
questionnaire framed in such a way that the answers reflect the ideas and thoughts
of the respondents. Multiple choice questions and Likert scale type questions
administered for designing the questions to get the measurable output from the
questions.
Secondary Method – Journals, books, company reports, magazines, articles referred for
strengthening the concepts of competency mapping and developmental need.

10
 CHAPTER 4
THEORITICAL BACKGROUND

CHAPTER 4

THEORITICAL BACKGROUND

FUNCTIONS OF HUMAN RESOURCE DEVELOPMENT

11
  Recruitment
 Promotion
 Transfer
 Performance Appraisal
 Personal records
 Disciplinary action
 Grievance handling

Recruitment
The recruitment at INDOWORTH is done through data banks or from external sources
like Employment Exchange, manpower consultancies, campus and walk-interviews,
advertisement in newspaper.

Promotion
Promotion is a scientific procedure to be adopted by the management to avoid any
misunderstanding among the employees.
A person to whom the promotion is given must be sufficiently tested in all respect. His
efficiency, his record of job performance, his decision making capacity, leadership,
initiative, all the qualities should be proper the tested and then given him an opportunity
of promotion.

Transfer
At INDOWORTH the transfer policy for the employees and standardized rules regarding
transfer are as follows:
a) Mode of travel from original location to new location:-Mode of travel with
family from original location to new location as per grade entitlement specified in
the travel policy.
b) Stay arrangements at new location for preview trip: Company will make stay
arrangements for employee’s family for a maximum of fourteen days
c) Setting allowance: -- To facilitate employee setting down at new location. A one
time allowance will be payable to her/him.

12
 d) Transfer advance: -- An employee can take an allowance from the original
allowance to adjust against transfer reimbursement.

Performance Appraisal
Performance appraisal system is developed by company for achieving continual
development of strength and identifying the once requiring improvement of employees.

Performance Appraisal process steps:

 Setting of performance plan/ targets.
 Self-appraisal by the employees of his own performance.
 Review by the supervisory management boss.
 Assessment of the approval of all individual.

Personal records
Proper record keeping is essential for the working of any establishment. In personal
record include the entire information positive or negative if it is achievement, promotion,
training etc .or negative such as Disciplinary action. Warning letter or suspended for the
given time.
Disciplinary action
It refers to action taken by the management authority against the worker for the offence
committed by him .Disciplinary action is taken by the management to improve the
behavior of the workers. Disciplinary action may include one or more of the following:
1. Verbal warning
2. written warning
3. Suspension for a particular period
4. Demotion
5. Dismissal
6. Cut-off wages

Grievance handling
A grievance as per INDOWORTH specification means communication from an
employees or group of employees expressing dissatisfaction with any matter or decision-
failing and a certain areas defined by a company connected with their employment. This

13
may include grievance in regarding pay on compensation, training, job security, career
development, promotion, working condition, transfer welfare activity communication,
discipline, attendance, leave records etc.

TIME OFFICE
This is the most important department of the company. It is responsible for proper
coordination between the employees and the administration. It performs various which
are as follow:-

ATTENDANCE:
For attendance INDOWORTH follow electronics punching system. When employees are
come to duty he has to record his attendance as IN-PUNCH, in the punching machine,
when the green lights are glowing. Half an hour after the shift is started all the recorded
punches are collected in a specific format. An ATTENDANCE RECORD SHEET (ARS)
is generated for respective department’s .This ARS consist of employee name, his code,
designation and the time of punch. This report is send to the respective departments The
HOD confirms the presence of the employees and after the shifts ends, this reports is send
back to time office. Before leaving the employee has to again record the punch as OUT-
PUNCH. The attendance is confirmed when both IN and OUT punch are recorded

ABSENTEEISM:
Absenteeism is considered as an in disciplinary conduct. At INDOWORTH, when an
employee remain absent from his duty without information for more than 4-5 days, he is
issued a warning letter. Normally after 2 warning letters the employee is expected to
resume the duty, in spite of the notice the employee doesn’t come back, charge sheet is
issued against him.

LEAVE ADMINISTRATION:
The employee is entitling to the leave administration policy. This policy covers 3 types
of leave via, Sick leave, Privileged leave, and Casual leave. The PL is of 30 days for the

14
staff and 20 days for the workers. CL is of 7 days .SL is earned on the basis of number of
days worked. Apart of this every employee enjoys 8 paid holidays.

ADVANCES AND LOANS:

The Company facilitates personal loans, furniture loans, car loans .etc to its employees.
The loans amount is deducted from the salary in the form of installment. Normally, no
new loan is sanction in case of major amount of previous loan is not return. The Company
also facilitates salary advance of 75% of the total salary dates as an advance.

WELFARE SCHEMES:
For welfare of the employee, the company provides company quarters, free check-up at
the Health Care Unit in company premises, schools started by INDOWORTH near to the
quarters etc. Bs facility and conveyance charges are given to who’s who has to travel long
distances to reach the company.

WAGE DISBURSEMENT:
The wages are distributed to the worker on the 7th day of the month. The time office also
performs the important function of the salary calculation. And the preparation of the
salary slips of all employees.

PROMOTION POLICY FOR WORKERS:

The promotion of the worker depends upon the assessment of his appraisal report send to
the time office. The promotion can be done with the transfer of the worker to the different
workers. The worker is the tested for his new responsibility for 3 months. If this is found
satisfactory then his promotion is confirmed.

COMPENSATION OFF:
According to the compensation off policy if an employee works for more than 4 hours in
addition to his routine duty then he entitled to get a half day off. If the employee works
extra for more than 4 hours he entitled to get 1 full day off.
LTA POLICY:

15
 This policy is available only for the officers and above level. Under this policy an
employee receive traveling allowance along with lodging and boarding charges. This is
only for travel within Indian Territory with the minimum of 5 days leave.

MEDICAL POLICY:
According to these policy employee gets medical expenses reimbursement from the
company. The rates of reimbursement are for different level of employees.

COMPETENCY MAPPING
 Competency
 Competency Mapping
 Competency and Performance
 Competency Mapping and Development
 Competency Identification
 Methods of Competency Mapping
 Benefits of Competency Mapping
 Model of Competency Mapping

COMPETENCY
Competency is an underlying skill, personal characteristics, or motive demonstrated by
various observable behaviors that contributes to outstanding performance in a job.
Competencies exist at different level of personality
The various levels are:
 Knowledge: Information that an individual has
in a particular area.
 Skills:--an individual’s ability to do something well.
 Behavior: -- Action of a person in a given situation.
Personal characteristics:-
 Traits: -- A typical way of behaving such as taking initiative.
 Motive:--A fundamental and often unconscious driver of thoughts and
behavior for example concerns for excellence. Personal characteristics are

16
 hard to develop and it is more cost-effective to select people having the
desired personality trait. Knowledge and kills are easy to develop so
training is cost-effective.

COMPETENCY MAPPING
Competency mapping involves the determination of the extent to which the various
competencies related to a job a possessed by persons. The extent to which a person is
adjustable, resourceful, capable of anticipating threats, finding solutions and contributing
in innovations from which is then compared to the extent to which the competencies are
required for the job?

COMPETENCY AND PERFORMANCE

One of the major objectives of the companies to improve its performance every year and
set new standards and norms .For every machine there is a human being and it is the
quality of the man behind the machine or the process which determines the performance
of the company .In view of this, the company depends not on the human assets but the
human assets having rights match of competencies and their levels foe performance
requirements. If the right match of competencies is available with the employees, then it
is their motivation, their work environment and incentives which help them to give best
performance.
COMPETENCY MAPPING AND DEVELOPMENT NEEDS
This model tries to find out many things. It is actually a model, from which finds out the
relationship between competencies required for a job and competencies being displayed
by the person performing the job. This helps to find out the missing link between the two.
An employee rates himself on a particular competency. If the difference between is more,
it is considered that the employee needs training.

WHO IDENTIFIES?
The competencies required for the job are identified by the head of that functional
department or the team and the function heads of the department tries to identify the
skills, attitude, and behaviors required for that job.
METHODS OF COMPETENCY MAPPING

17
  360-degree multi-rating:-It is a type of performance appraisal for assessing the
employees more objectively. This appraisal method takes care of many thins like
what kind of behavior a person has with superiors, subordinates, peers etc.
 Organizational surveys:-In the organizational survey the questionnaire are filled
by the employee, who rates himself
 Assessment centre:-It measure four basic competencies –administrative,
communications, supervisors are judged which help them to develop and expand
the needed competencies as identified.
 Expert’s rating of job analysis:-Job analysis tools help companies extract
knowledge of core competency required from internal experts and allow the
company to have any number of expert raters contribute rating on standard
competency scale for any job title or position. The accumulated ratings are
transformed into a composite template defining the ideal competency set for that
position .Employee or job applicants then complete a self-report version and there
are mapped against the template. Skills or competency gaps are thus identified and
informed to the training decisions.

BENFITS OF COMPETENY MAPPING

Competency Mapping determines the competencies of the employee and hence which can be
used for Performance Appraisal and for providing adequate training. Also a skilled
workforce, at the heart of a competent organization, is required today to compete in a fast,
global market place. Only companies that engage the hearts, encourage the souls and educate
the minds winds will stand a chance in the race towards the future.

A Model for Competency Mapping

18
 Heads of Functional Departments

Finance/ Marketing /HR/Technical/Others

Heads of the Functional Departments explain in detail what all

competencies should an employee possess and to what degree

HR Department
HR Department designs such a performance appraisal
method, which checks the competencies possessed by the
employee and to what degree.

Comparisons

Competencies’ Self rating by

requirements given employee on
by various heads Missing each competency
Links

Functional heads also

Training define the extent to which
an employee possesses a
competency as per their
knowledge

19
 CHAPTER 5
PROFILE OF INDOWORTH.

CHAPTER 5

20
 PROFILE OF INDOWORTH

Indoworth Limited
Indoworth Limited was established in the year 1995. They are the leading Manufacturer,
Supplier & Exporter of Shirting Fabrics, Polyester Fabric, Designer Fabric, Woolen Yarn etc.
It’s products reveal a fine blend of smooth finish, innovative designs and appealing patterns.
Further, company’s product range is known for its features like high quality, skin friendliness
and fabric durability.
Their main objective is to meet the changing requirements of their clients as per their
specifications. To achieve motto, company team works in close coordination with each other.
Their process expertise is well backed by advanced production facilities to match up with the
latest industry trends.

Basic Information

Nature of Business Exporter and Manufacturer

Additional Business Exporter

Company CEO Mr Lohia

Total Number of
101 to 500 People
Employees

Year of Establishment 1995

Legal Status of Firm Limited Company (Ltd./Pvt.Ltd.)

Annual Turnover Rs. 100 - 500 Crore

PRODUCTS

21
Textiles Yarn
Company is offering premium quality Textiles Yarn, which are highly resilient and durable.
Available for the customers in various counts, colors & lengths as well as in dyed and non-
dyed form, these are manufactured using the finest and thick fibers.


Cashmere Yarn


Blended Yarn


Woolen Yarn

Textile Fabrics

22
Company is offering Textile Fabrics to clients. These are 100% pure fabric is widely used for
stitching smooth and skin friendly garments. The clients can avail these fabrics from us in
various attractive designs, colors and patterns as per the requirements of our clients.


Designer Fabric


Printed Fabrics


Cotton Fabric

23
Apparel Fabric
Company is offering Apparel Fabric to our clients. Company offer these products in different
specifications. Company’s products are having perfect finishes and are available in different
colors as well as looks.


Polyester Fabric


Embroidered Fabrics


Shirting Fabrics

Other Products
Manufacturer of a wide range of products which include Wool Silk Carpets.

24
 Chapter 6
DATA ANALYSIS AND
INTERPRETATION

25
 Chapter 6
DATA ANALYSIS AND INTERPRETATION

This part of study is carrying out the details, about the uniqueness of collected sample of
employees of Indoworth. The researcher is asked the several questions to find out the
competencies among the employees of the Indoworth Limited.

Q1) Do you having complete job knowledge?

Job Knowledge Yes No

No. of Employee 97 3
% of Employee 97% 3%

120

100 97

80

60

40

20
3
0
Yes No

No. of Employee

From the study it is found that 97% employees are better aware about their job knowledge
they have performed in the company.

26
Q2) Do you have proper communication between you and your colleague?

Communication Yes No
No. of Employee 95 5
% of Employee 95% 5%

100 95
90
80
70
60
50
40
30
20
10 5
0
Yes No

No. of Employee

From the table it is found out that 95% employees are having proper communication between
them and their colleague. Only 5% employees are not agreed that they have proper
communication with colleague.

27
Q3) does your supervisor guide you well?

Senior Guidance Yes No

No. of Employee 83 17
% of Employee 83% 17%

90
83
80
70
60
50
40
30
20 17

10
0
Yes No

No. of Employee

From the table it is found out that 83% employees are agreed that their supervisor guide them
well during their work. Only 17% employees are not agreed that their supervisor guide them
well during their work. Such things are getting impact on the competencies of the labour.

28
Q4) Is Your Working Atmosphere Pleasant?

Yes No
No. of Employee 54 46
% of Employee 54% 46%

56
54
54

52

50

48
46
46

44

42
Yes No

No. of Employee

From the table it is found out that 54% employees are agreed that their working atmosphere is
pleasant. But 46% employees are not agreed that that their working atmosphere is pleasant. It
is having the direct impact on the competencies of the labour.

29
 Q5) Do you enter into any argument with your supervisor?

Yes No
No. of Employee 56 44
% of Employee 56% 44%

60 56

50
44
40

30

20

10

0
Yes No

No. of Employee

From the table it is found out that 56% employees are agreed that they having argument with
supervisor. But 44% employees are not agreed that they having argument with supervisor. It
is having the negetive impact on the competencies of the labour.

30
Q6) Do you work with full concentration?

Concentration Yes No
No. of Employee 94 6
% of Employee 94% 6%

100 94
90
80
70
60
50
40
30
20
10 6
0
Yes No

No. of Employee

From the table it is found out that 94% employees are agreed that they work with full
concentration in the department. And only 6% employees are not agreed that they work with
full concentration in the department. It is having the positive impact on the competencies of
the labour.

31
 Q7) Do you help your colleague whenever necessary?

Yes No
No. of Employee 98 2
% of Employee 98% 2%

120

100 98

80

60

40

20
2
0
Yes No

No. of Employee

From the table it is found out that 98% employees are agreed that they help their colleague
whenever necessary and only 2% employees are not agreed. It is having the positive impact
on the competencies of the labour.

32
 Q8) Do you find the need of change in your work?

Yes No
No. of Employee 54 46
% of Employee 54% 46%

56
54
54

52

50

48
46
46

44

42
Yes No

No. of Employee

From the table it is found out that 54% employees are agreed that they want to change in their
work and about 46% employees are not agreed that they want to change their job. So it is
found that the labour competencies can be improve by change in their job.

33
 Q9) Are you satisfied with your salary?

Payment Yes No
No. of Employee 41 59
% of Employee 41% 59%

70
59
60

50
41
40

30

20

10

0
Yes No

No. of Employee

From the table it is found out that 41% employees are satisfied with their salary getting them
from the company and maximum 59% employees are not agreed. This is seen that the
development need of the employees. If the labour will get satisfied with salary then their
competencies get improved.

34
Q10) Are you cool persons?

Yes No Medium
No. of Employee 87 3 10
% of Employee 87% 3% 10%

100
90 87
80
70
60
50
40
30
20
10
10 3
0
Yes No Medium

No. of Employee

The employees asked for competency related question that they are cool where the maximum
87% says that they are cool.

35
 Q11) Is the company employee oriented/ employer oriented/both?

Employee Employer Both

No. of Employee 26 57 17
% of Employee 26% 57% 17%

60 57

50

40

30 26

20 17

10

0
Employee Employer Both

No. of Employee

From the table it is found that 57% employees says that company policies are employer
oriented and only 26% employees says that company policies are employees oriented. 17%
employees says that company policies are both employer and employees oriented

36
Q12) Are you satisfied with your job?

Yes No
No. of Employee 82 18
% of Employee 82% 18%

90
82
80
70
60
50
40
30
20 18

10
0
Yes No

No. of Employee

The table shows that 82% employees of Indoworth are satisfied with their job and only
18% are not satisfied.

37
 Q13) what about you’re working time?
Excellent/ Good /Average / Poor

Excellent Good Average Poor

No. of Employee 2 20 73 5
% of Employee 2% 20% 73% 5%

80
73
70

60

50

40

30
20
20

10 5
2
0
Excellent Good Average Poor

No. of Employee

Table shows the satisfaction about the working hours of the job, in which we can see the 73%
employees says that they feel working hours are average. 20% says the working hours are
good.
Means there is need to improve the working hour.

38
 Q14) what about your workload?
i. O.K/ need to be Increased/Need to be decreased

O.K Need to be Increased Need to be decreased

No. of Employee 42 00 58
% of Employee 42% 00 58%

70

60 58

50
42
40

30

20

10
0
0
O.K Need to be Increased Need to be decreased

No. of Employee

From the study it can be analysed as 42% employees are saying that their workload is proper
and its ok but 58% employees says that the workload to be decreased.

39
 Q15) what type of communication you prefer?
a. Direct / Indirect

Direct Indirect
No. of Employee 85 15
% of Employee 85% 15%

90 85
80
70
60
50
40
30
20 15
10
0
Direct Indirect

No. of Employee

For improving the competencies the 85% employees are want to use the direct
communication in the factory. That will get direct impact on the employees’ competencies.

40
 CHAPTER 7
FINDINGS, CONCLUSION AND
SUGGESTIONS

41
 CHAPTER 7

FINDINGS, CONCLUSION AND SUGGESTIONS

FINDINGS
 From the study it is found that 97% employees are better aware about their job
knowledge they have performed in the company.
 From the study it is found out that 95% employees are having proper communication
between them and their colleague. Only 5% employees are not agreed that they have
proper communication with colleague.
 From the study it is found out that 83% employees are agreed that their supervisor
guide them well during their work. Only 17% employees are not agreed that their
supervisor guide them well during their work. Such things are getting impact on the
competencies of the labour.
 From the study it is found out that 54% employees are agreed that their working
atmosphere is pleasant. But 46% employees are not agreed that that their working
atmosphere is pleasant. It is having the direct impact on the competencies of the
labour.
 From the study it is found out that 56% employees are agreed that they having
argument with supervisor. But 44% employees are not agreed that they having
argument with supervisor. It is having the negetive impact on the competencies of the
labour.
 From the study it is found out that 94% employees are agreed that they work with full
concentration in the department. And only 6% employees are not agreed that they
work with full concentration in the department. It is having the positive impact on the
competencies of the labour.
 From the study it is found out that 98% employees are agreed that they help their
colleague whenever necessary and only 2% employees are not agreed. It is having the
positive impact on the competencies of the labour.
 From the study it is found out that 54% employees are agreed that they want to
change in their work and about 46% employees are not agreed that they want to

42
 change their job. So it is found that the labour competencies can be improve by
change in their job.
 From the study it is found out that 41% employees are satisfied with their salary
getting them from the company and maximum 59% employees are not agreed. This is
seen that the development need of the employees. If the labour will get satisfied with
salary then their competencies get improved.
 The employees asked for competency related question that they are cool where the
maximum 87% says that they are cool.
 From the study it is found that 57% employees says that company policies are
employer oriented and only 26% employees says that company policies are
employees oriented. 17% employees says that company policies are both employer
and employees oriented
 The study shows that 82% employees of Indoworth are satisfied with their job and
only 18% are not satisfied.
 Study shows the satisfaction about the working hours of the job, in which we can see
the 73% employees says that they feel working hours are average. 20% says the
working hours are good.
 Means there is need to improve the working hour.
 From the study it can be analysed as 42% employees are saying that their workload is
proper and its ok but 58% employees says that the workload to be decreased.
 For improving the competencies the 85% employees are want to use the direct
communication in the factory. That will get direct impact on the employees’
competencies.

From the Data it is found that in there scope of development in the below following areas:
 co-operation
 Job Knowledge
 Worker Development
 Stress Management.
 Interpersonal Relations
 Attitude

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 Job Satisfaction
 Motivation

REQUIRED

co-operation

10% 3% Job Knowledge

13%
Worker Development
20% stress Mgnt.
24% Interpersonal Relations
Attitude
9% 12%
9% Job Satisfaction
Motivation

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CONCLUSION
After analyzing the data it can be the employees feel the need of worker development.
The workers undergo lot of stress where further development is required.
It can be inferred that maximum of the employees is not satisfied with their jobs and hence
maximum scope of development is there in this area. Also most of the worker feel the need of
change in the work due to boredom and also want to learn new things.
The working atmosphere of the workers is unpleasant which create hindrance for them to
perform their efficiently and effectively.
The worker motivation level is low which can be increased. Also the workload is more
putting pressure on their work.
As the study of competency mapping and development needs get studied at the Indoworth
Limited Nagpur Plant.

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SUGGESTIONS
On the basis of the information gathered and analyzed the following suggestion came up
all by itself. These factors need to be closely looked into and depending upon the
feasibility of the management can be implementing according in order to walk hand in
hand with its work force.

 As most of the employees are not satisfied with their job the management should
take necessary steps in order to increase their job satisfaction level.
 Certain changes must be brought in the working environment of the working
environment of the employee, so that it can be boost them to work efficiently.
 Various Counseling programs must be conducted in order to reduce the stress on
the workers.
 Changes must be brought in the work (job rotation) so as to reduce boredom and
enrich enthusiasm in them.
 Various monetary and non monetary benefits should be given by the management
in order to motivate them.
 Training should be given to increase the skills and knowledge in the new
techniques and machinery.
 The communication between supervisor and the worker are to be made better.

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BIBLIOGRAPHY

47
 BIBLIOGRAPHY

 Industrial Relations and Personnel Management

Dr. M V Pylee
A Simon George
 Research Methodology
C R Kothari

 HRM Review – Performance Management

September 2003, July 2006

 Website: www.google.com
www.humancapital.com

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APPENDICES

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 APPENDIX
Sr.n Em Employe Employe Date PIC/MIN DOFF/ GAT/ Remar
o p e name e of MIN MIN k
cod designati joinin
e on g

TECHNICAL SKILL MAPPING

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 QUESTIONNAIRE

Name: Date:

Designation: Department:

Emp. code no: Years of service:

Family Background: No. of members:

Marital status: Married/unmarried:

Sources of earning: Place of residence:

Basically from:
Questions Yes No Remark
Are you cool persons?
Do you having complete job knowledge?

Do you have proper communication between you and your

colleague?
Does organization pay attention to your demand?

Does your supervisor guide you well?

Is your working atmosphere pleasant?

Do you feel the need of training?

Do you enter into any argument with your supervisor?

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Do you get recognition for job well done?

Do you work with full concentration?

Do you help your colleague whenever necessary?

Are you satisfied with your wages?

Do you find the need of change in your work?

Do you greet your senior when you meet?

Do you receive your salary/wages on time?

Do you accept your mistakes?

Are you regular on your job?

Is the company employee oriented?

Are you satisfied with your job?

What about you’re working time?

Excellent/ Good /Average / Poor

What type of communication you prefer?

Direct / Indirect

What about your workload?

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 O.K/ need to be Increased/Need to be decreased

What types of training you prefer?

What more facilities you want from the organization?

Suggestions (if any):

Thank you

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