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INTRODUCTION

In the modern world, we as business managers are required to improve the efficiency and

effectiveness of our business operation. As there are several factors that affect efficiency and

effectiveness of operations, the improvement is required to be carried out in every factors. To

improve that between different elements of business is an important approach to improve

effectiveness and efficiency of operations.

The basic elements of business are

External Elements:

1. Market

2. Public infrastructure, support facilities and services.

Internal Strategic Elements:

1. Technology

2. Plant and Machinery

Internal Operational Elements:

1. Management System

2. Materials

3. Technical Support4. Managerial Manpower

These elements should be in synch with other for effective operations.

Mismatch between any of the two elements give rise to wastages of time, money and efforts,

leading to loss of effectiveness and efficiency. Manpower, technical and managerial, is the most

important resource of any organization. This most important resource is also the most difficult to

manage. Every person has different qualities, attitudes, motives, personality, traits, skills,

knowledge etc. which has effect on their performance of the people in the organization, are

required to identify the right person for every job.

The matching between jobs and people is an important avenue for organizational

improvement efforts.

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HR professionals are entrusted with the responsibility for selection, training and

development, administration deployment support, performance appraisal and performance

diagnostics of the employees. The most important part of these responsibilities is assessment of

the individuals for their suitability for different functional tasks, and development of their

possible potentials to be effective and excel in the assigned tasks.

Currently most of the organizations are using personal interview , written tests and group

discussion for the purposes of assessment. However these methods have been found to have

severe limitations.

Over last century many different approaches have been employed for the purpose of

assessment. These approaches were mostly based in personality test/ psychometric tests. These

have improved assessment of candidates but still the reliability of the test results is not adequate

to forecast effectiveness if the selected candidate for the job.

Research conducted by industrial and organizational psychologists have found that

effectiveness if a person to carry out a job depends not only single or isolated factors but in set of

many different factors. Such set of factors that help the processor to be effective in a particular

job is termed as competency for that particular job.

HR function entrusted with the responsibility to find tight person for every job and

development of the employed person to do the assigned job effectively, have found competency

mapping and assessment as a very effective tool.

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INDUSTRY PROFILE

History of the Automobile industry in India

The beginnings of automotive industry in India can be traced during 1940s. After the nation

became independent in the year 1947, the Indian Government and the private sector launched

their efforts to establish an automotive component manufacturing industry to meet the needs of

the automobile industry. The growth of this segment was however not so encouraging in theinitial stage and through the 1950s and 1960s on account of nationalization combined with the

license raj that was hampering the private sector in the country. However, the period that

followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial

vehicles. Even till those days, cars were something of a sort of a major luxury. Eventually, the

country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period

that followed, several foreign based companies started joint ventures with Indian companies.

During 1980s, several Japanese manufacturers started joint-ventures for manufacturing

motorcycles and light commercial-vehicles. During this time, that the Indian government

selected Suzuki for a joint-venture to produce small cars. Following the economic liberalization

in 1991 and the weakening of the license raj, several Indian and multi-national car companies

launched their operations on the soil. After this, automotive component and automobile

manufacturing growth remarkably speeded up to meet the demands of domestic and export

needs.

Experts have an opinion that during the early stages the policies and the treatment by the

Indian government were not favorable to the development of the automobile industry. However,

the liberalization policy and various tax reliefs announced by the Indian government over the

recent past have pronounced a significantly encouraging impact on this industry segment.

Estimates reveal that owing to several boosting factors, Indian automobile industry has been

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growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo,

General Motors and Ford have started looking at India as a prospective hot destination to

establish and expand their operations.

Automobile industry in Chennai

The automobile industry in Chennai is the base of 30% of India's automobile industry

and 35% of its automobile component industry. Chennai is the fourth largest metropolitan city of

the country. It is popularly known as the "Detroit of Asia" in recognition of the large number of

automotive and auto component companies present. A Heavy Vehicles Factory is also

established in Avadi (23km Northwest of Chennai) in collaboration with Russia to produce

military related vehicles. Avadi also boasts of Combat Vehicle Research & Development

Establishment (CVRDE), a new engine testing facility.

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COMPANY PROFILE

TVS group is one of Indias largest industrial conglomerates. TV sundram Iyengar and

sons Limited, established in 1911.it is the parent and holding company of the TVS group. The

largest automobile distribution company in India is TVS.

During the year 2004 _ 05, the company attained a turnover of Rs.2900 crores and has

employee strength of 3000. It operates through its three divisions namely _ TVS, Sundram

Motors and Madras auto service. it has attained a turnover exceeding US $ 1 billion.

TVS & SONS is the diversified group in the automobile field. The company is also the

largest distributors of automobile spare parts in the country, handling more than 80 suppliers and

35,000-part number. While the core business includes auto components manufacturing and

distribution, logistics. The company known for its automobile distribution in more than seven

states like US , Europe.

As one of India's largest industrial entities, it epitomizes Trust, Value and Service. Today,

there are over thirty companies in the TVS Group, employing more than 40,000 people

worldwide and with a turnover in excess of USD 2.2 billion. With steady growth, expansion and

diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto

components and computer peripherals. We also have vibrant businesses in the distribution of

heavy commercial vehicles passenger cars, finance and insurance.

Products / Services being the trading and distribution arm of the group, the business

activities of TVS & Sons include Dealerships for Automobile vehicles, Distribution of spares for

after-market, Sales & Service support for Garage Equipment, Sales & Service of Products for

Special applications like Construction & Material handling and providing Customer CentricServices for Car customers under the brand 'My TVS'. The Logistics Services of the company

has since been hived off as a subsidiary company called 'TVS Logistics Services Limited'.

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The global business operations of the company includes managing joint-ventures /

alliances in Srilanka, Thailand, UK & Europe for automobile distribution / dealership business,

Sourcing and Supply chain related activities.

TVS & Sons distributes Commercial Vehicles, Utility & Sports Utility vehicles, Passenger

Cars representing various leading automobile vehicle manufacturers such as Ashok Leyland,

Daimler Chrysler, Fiat, General Motors, Honda and Mahindra & Mahindra. The company has

more than 100 outlets and sells over 30,000 vehicles and services more than 3,00,000 vehicles

per annum being the leading automobile distribution company in India.

T V Sundram Iyengar & Sons Limited An Overview

T V Sundram Iyengar & Sons Ltd., commonly known as TVS & Sons Ltd., was

established in 1911. It is the holding company of TVS Group and is a diversified Group in the

automobile field. It operates through three divisions TVS, Sundram Motors and Madras Auto

Service. While the core businesses include automobile manufacturing, auto components

manufacturing & distribution, logistics etc., the company is known for its presence in automobile

distribution in more than seven states. The company has attained a turnover of USD 1 billion

(over INR 4,000 crore) and has employee strength of 5000.

Automobile Dealership

TVS & Sons distributes Commercial Vehicles, Utility & Sports Utility vehicles,

Passenger Cars representing various leading automobile vehicle manufacturers such as Ashok

Leyland, Daimler Chrysler, General Motors, Honda and Mahindra & Mahindra. The company

has more than 100 outlets and sells over 30,000 vehicles and services more than 3, 00,000

vehicles per annum being the leading automobile distribution company in India.

Parts Distribution

The Company is the largest distributors of automobile spare parts in the country,

handling more than 80 suppliers and 35,000 part numbers of franchised parts, agency lines TVS

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branded parts and so on. It has operations in Tamilnadu, Kerala, MP & UP and reaches over

3000 retail outlets spread all over these territories. It has modern warehouse supported with state

of the art IT infrastructure.

Tools & Garage Equipments division

The company also undertakes Sales & Service of Garage Equipments and specializes in

installing, commissioning and providing complete after-sales-service support for critical

imported state-of the- art automobile service equipment. All these are imported from various

counties from suppliers who are reputed brands abroad.

Special Products division

The company has also diversified into Marketing (Sales & Service) products for special

application such as Construction & Material handling Equipment, Man lifts, Air Compressors,

Bus Air Conditioners etc., representing leading names from India & Overseas in this field and

has earned a niche for itself in this category of business. The company has also launched a new

avenue of service providing Fork Lift Trucks with trained operators on a monthly lease basis

under its unique Own & Operate scheme.

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OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES:

1. To find out the employees strength and the area required improvements in terms of

various competencies, at different levels in the organization.

2. To find out the employees commitment and their performance in improving the

organizational productivity.

SECONDARY OBJECTIVES

1. To find out the performance level in relation to employees skills and competencies.

2. To find out interpersonal and communication of the employees.

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NEED OF THE STUDY

The need of this study is to know the skills of an employee of the organization which is

required for their job and also to develop the skills of an employee through proper training. This

training will be useful for the employees career growth and development. Human resource is an

asset for every organization and proper grooming, training and utilization of the competency will

result in dual success of both the organization and employee working in the organization to

enable the organization to understand the existing competency skill set and enable them to

identify areas for training. Hence the study on competency mapping of employees at T V

Sundram Iyengar & Sons Ltd was undertaken.

SCOPE OF THE STUDY

This study allows us to learn how the employees in an organization

compete with one another and the skills that are to be used in order to get the job done opn time

in the department of special products in TVS IYENGAR&SONS. It also helps in the enrichment

of knowledge and performance of employees by dividing the work into different activities and by

analyzing the competency and capability of works to execute a task in an effective manner. It is

helpful in recruiting new candidates and imparting training to the present employees. It is also

helpful for the process like staffing, training, and development, job evaluation and performanceappraisals.

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LIMITATIONS OF THE STUDY

Through the present study aims to achieve the objectives in full earnest and accuracy, it

may be hampered due to certain limitations. Some of the limitations of this study are summarized

as follows,

Even though the respondents were available they were not willing to give their valuable

responses because they were busy with their usual work.

Majority of respondents are hesitant in giving their responses whole heartedly.

The opinion of the respondents may be biased.

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REVIEW OF LITERATURE

COMPETENCY MAPPING:

Competency mapping is a process through which one assesses and determines one's strengths as

an individual worker and in some cases, as part of an organization. It generally examines two

areas: emotional intelligence or Emotional Quotient (EQ), and strengths of the individual in areas

like team structure, leadership, and decision-making. Large organizations frequently employ

some form of competency mapping to understand how to most effectively employ the

competencies of strengths of workers. They may also use competency mapping to analyze the

combination of strengths in different workers to produce the most effective teams and the highest

quality work.

STEPS INVOLVED IN COMPETENCY MAPPING:

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

following:

1) Conduct a job analysis by asking incumbents to complete a position informationquestionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-

on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what

they feel are the key behaviors necessary to perform their respective jobs.

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

job description. A sample of a competency based job description generated from the PIQ may be

analyzed. This can be developed after carefully analyzing the input from the represented group

of incumbents and converting it to standard competencies.

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

competencies throughout your human resources processes. The competencies of the respective

job description become your factors for assessment on the performance evaluation. Using

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competencies will help guide you to perform more objective evaluations based on displayed or

not displayed behaviors.

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

evaluation to identify in what competencies individuals need additional development or training.

This will help you focus your training needs on the goals of the position and company and help

your employees develop toward the ultimate success of the organization.

CHARACTERISTICS:

The competencies have five characteristics, namely:

* Motives:

Things a person consistently thinks about or wants that cause action, motives drive, direct

and select behavior towards certain actions. Example achievement motivation people

consistently set challenging goals for themselves, take responsibility for accomplishing them and

use the feedback to do better.

* Traits:

Physical characteristics and consistent responses to situations. Good eyesight is physical

traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to

situations.

* Self Concept:

A person's attitude value or self image. A person's values are reactive or respondent

motives that predict what a person would do in the short run. Example: A person who values

being a leader would be more likely to exhibit leadership behavior.

* Knowledge:

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Information a person has in a specific work area. Example: An accountant's knowledge

of various accounting procedures.

* Skill:

It is the ability to perform certain mental or physical tasks. Example: Mental competency

includes analytical thinking. The ability to establish cause and affect relationship.

PROCESS OF COMPETENCY MAPPING

14

RaiseJob Level

Yes

Effectiveness

Competency(For Job)

Competency(For Person)

Impart Training(Off / On the Job)

Training Need

Identification

Compare and IdentifyKnowledge & Skill

Gap

No


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Managerial competencies for management education

Abstract

Descriptive analysis indicated that the primary purpose of business education in Nigeria

University is to prepare students in specific managerial competencies, i.e., skills, such as

accounting, marketing, finance and production. These managers identifies planning,

communication, decision making skills, knowledge of finance, accounting, information

monitoring, use of computers, strategic planning, marketing and Forecasting, as the

competencies required of all graduates, regardless of the functional area or type of industry in

which they intend to be employed after graduation. The conclusion was that each functional area

in the industry required its own set of specialized courses in the curriculum for students aspiring

to be employed in that particular functional area after graduation

-Asika Nnamdi., Maxwell, Memorial publications, 1984.

Asset based managerial competencies

Abstract

Successfully managing such intangible assets, and others like knowledge and talent, can

deliver significant internal and external benefits to an organization and should be primary

strategic considerations as the asset base shifts increasingly toward intangible assets. Of course,

the focus must remain upon using the right competencies to manage and fully leverage the asset

base, whether tangible or intangible assets predominate. In the future, well led organizations will

develop a strategic fluency that is support by management teams that are equally fluent with both

tangible and intangible assets. Today, well led organizations obtain the competencies they need

to ensure that strategies for leveraging assets are fully developed and executed to providecompetitive advantage, enhanced valuations, and market capitalization

-Collins, Cambridge review journal, 2003

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RESEARCH METHODOLOGY

Research methodology adopted by the researcher for the purpose of the study. It

describes about the research design, data collection and sampling techniques.

RESEARCH DESIGN

Research design is the conceptual structure within which research is conducted; it

constitutes the blue print for the collection, measurement and analysis of data.

The research design adapted in the study is Descriptive Research design.

DATA COLLECTION METHOD

Data refers to information or facts. The two main sources of data for the present study

are

Primary data

Secondary data

PRIMARY DATA

The method used to collect the primary data is structured questioner, which is enclosed

in annexure.

SECONDARY DATA

Secondary data consist of information that already exists from that the data is

collected. The researcher used the companys website, company records, magazines, journals

and books.

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SAMPLE SIZE

Sample size denotes the number of elements selected for the survey. Here the sample

size fixed for workmen level is43 out of 92, the sample size fixed for engineer level is 120 out

of 258 and the sample size fixed for managerial level is 24 out of 52.

DATA COLLECTION INSTRUMENT

QUESTIONNAIRE

TYPE OF QUESTIONER

1. OPEN ENDED

2. CLOSE ENDED

DESIGN

A well structured questionnaire was utilized for collecting the necessary data.

TOOLS AND TECHNIQUES USED FOR ANALYSIS

SPSS software has been used to analyze the collected data in this study and following

statistics were employed:

o Friedmans Test.

Kruskal Wallis

Friedmans Test.

Chi-square test.

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DATA ANALYSIS AND INTERPRETATION

The data after collection has to processed and analyzed in accordance with the outline laid

down for the purpose at the time of developing the research plan. This is essential for a scientific

study and for ensuring that we have all the relevant data. Processing implies editing, coding,

classification and tabulation of collected data so that they acquiescent to analyses.

The term analysis refers to the computation of certain measures along with searching for

patterns of relationships that exits among data groups. Thus, In the process of analysis,

relationships or difference supporting or confliction with original or new hypothesis should be

subjected to statistical tests of significance to determine with that validity data can be said to

indicate any conclusions.

Analysis of data in general way involves a no of closely related operations that performed

with the purpose of summarizing the collected data and organizing them in such manner that the

answers the research question.

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Table.No.4.1

DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE

Source: Primary data

Chart.No.4.1

DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE

Interpretation: Out of 187 employees, most of the employees , 37.43 per cent between the age

of 26-35 responded to the survey.

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Age No. of Respondents Percentage (%)

Below 25 34 18.18

26-35 70 37.43

36-45 42 22.46

46-55 29 15.51

56 and

above 12 6.42

Total 187 100


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Table.No.4.2

DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL

QUALIFICATION


Chart.No.4.2

DISTRIBUTION OF RESPONDENTS BASED ON THEIR EDUCATIONAL

QUALIFICATION

Interpretation:

Out of 187 employees, most of them , 33.16 per cent with the qualification of UG

responded the survey.

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Qualification No. of Respondents Percentage (%)

HSC 45 24.06

Diploma 61 32.62

UG 62 33.16

PG 10 5.35

Others 9 4.81

Total 187 100


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Table.No.4.3

DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE

Opinion No. of Respondents Percentage (%)

0-1 year 33 17.65

2-5 years 81 43.32

6-10 years 42 22.46

Above 10 years 21 11.23

Total 187 100


Chart.No.4.3

DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF EXPERIENCE

Interpretation:

Out of 187 employees, 17.65 per cent respondents with 0-1 year experience,

43.32 per cent with 2-5 years, 22.46 per cent with 6-10 years, 11.23 per cent with experience

which is above 10 years responded the survey.

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Table.No.4.4

DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT


Sales 92 49.2

Service 95 50.8

Total 187 100


Chart.No.4.4

DISTRIBUTION OF RESPONDENTS BASED ON THEIR DEPARTMENT

Interpretation:

Out of 187 employees, 49.2 per cent from the sales department and 50.8 per cent

from the service department responded the survey.

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Table.No.4.5

RESPONDENTS OPINION ON VISION AND PURPOSE


Strongly Agree 11 45.8

Agree 12 50

Neutral 1 4.17

Disagree 0 0

Strongly Disagree 0 0Total 24 100


Chart.No.4.5

RESPONDENTS OPINION ON VISION AND PURPOSE

Interpretation:

Out of 187 respondents, 95.8 per cent agreed the statement.

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Table.No.4.6

RESPONDENTS OPINION ON COMMAND OF BASIC FACTS



Agree 12 50

Neutral 1 4.17

Disagree 1 4.16

Strongly Disagree 0 0

Total 24 100


Chart.No.4.6

RESPONDENTS OPINION ON COMMAND OF BASIC FACTS

Interpretation:

Out of 187 respondents, 91.67 per cent agreed and 4.16 per cent of respondents

disagreed the statement.

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Table.No.4.7

RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE



Agree 10 41.67

Neutral 3 12.49

Disagree 1 4.17


Total 24 100


Chart.No.4.7

RESPONDENTS OPINION ON RELEVANT PROFESSIONAL KNOWLEDGE

Interpretation: Out of 187 respondents, 83.34 per cent agreed and 4.17 per cent of respondents


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Table.No.4.8

RESPONDENTS OPINION ON THINKING STRATEGICALLY



Agree 8 33.3

Neutral 5 20.83

Disagree 1 4.17


Total 24 100


Chart.No.4.8

RESPONDENTS OPINION ON THINKING STRATEGICALLY

Interpretation:



Table.No.4.9

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RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND

DECISION-MAKING SKILL



Agree 7 29.17

Neutral 6 25

Disagree 0 0


Total 24 100


Chart.No.4.9

RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVING AND

DECISION-MAKING SKILL

Interpretation:

Out of 187 respondents, 75 per cent of respondents agreed the statement.

Table.No.4.10

RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES

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Agree 12 50

Neutral 3 12.5

Disagree 0 0


Total 24 100


Chart.No.4.10

RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES

Interpretation:

Out of 187 respondents, 87.5 per cent of respondents agreed the statement.

Table.No.4.11

RESPONDENTS OPINION ON PRO-ACTIVITY

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Agree 7 29.17

Neutral 6 25

Disagree 0 0


Total 24 100


Chart.No.4.11

RESPONDENTS OPINION ON PRO-ACTIVITY

Interpretation:

Out of 187 respondents, 75 per cent of respondents agreed the statement.

Table.No.4.12

RESPONDENTS OPINION ON DEVELOPING PEOPLE



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Agree 10 41.67

Neutral 4 16.67

Disagree 0 0


Total 24 100


Chart.No.4.12

RESPONDENTS OPINION ON DEVELOPING PEOPLE

Interpretation:

Out of 187 respondents, 83.34 per cent of respondents agreed the statement

Table.No.4.13

RESPONDENTS OPINION ON VALUES AND ETHICS



Agree 8 33.32

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Neutral 4 16.67

Disagree 1 4.17

Strongly Disagree 1 4.17

Total 24 100


Chart.No.4.13

RESPONDENTS OPINION ON VALUES AND ETHICS

Interpretation:



Table.No.4.14

RESPONDENTS OPINION ON COMMITMENT



Agree 7 29.17

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Neutral 3 12.5

Disagree 1 4.16


Total 24 100


Chart.No.4.14

RESPONDENTS OPINION ON COMMITMENT

Interpretation:



Table.No.4.15

RESPONDENTS OPINION ON PERFORMANCE



Agree 10 41.67

Neutral 3 12.5

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Disagree 0 0


Total 24 100


Chart.No.4.15

RESPONDENTS OPINION ON PERFORMANCE

Interpretation:

Out of 187 respondents, 87.5 per cent of respondents agreed the statement

Table.No.4.16

RESPONDENTS OPINION ON CREATIVITY



Agree 9 37.5

Neutral 6 25

Disagree 1 4.17

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Total 24 100


Chart.No.4.16


Interpretation:



Table.No.4.17

RESPONDENTS OPINION ON MENTAL AGILITY

Opinion No. of Respondents Percentage (%)Strongly Agree 10 41.67

Agree 10 41.67

Neutral 2 8.33

Disagree 2 8.33


Total 24 100

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Chart.No.4.17

RESPONDENTS OPINION ON MENTAL AGILITY

Interpretation:



Table.No.4.18

RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN



Agree 8 33.33

Neutral 3 12.54

Disagree 2 8.3


Total 24 100


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Chart.No.4.18

RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN

Interpretation:

Out of 187 respondents, 79.16 per cent agreed and 8.3 per cent of respondents disagreed

the statement.

Table.No.4.19

RESPONDENTS OPINION ON ASSERTIVENESS



Agree 33 27.5

Neutral 20 16.67

Disagree 16 13.33


Total 120 100


Chart.No.4.19

RESPONDENTS OPINION ON ASSERTIVENESS

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Interpretation:



Table.No.4.20

RESPONDENTS OPINION ON INTEGRITY



Agree 52 43.33

Neutral 9 7.5

Disagree 0 0


Total 120 100


Chart.No.4.20

RESPONDENTS OPINION ON INTEGRITY

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Interpretation:



Table.No.4.22

RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE



Agree 25 20.83

Neutral 31 25.83

Disagree 2 1.67


Total 120 100


Chart.No.4.22


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Interpretation:



Table.No.4.23

RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS



Agree 25 20.83

Neutral 6 5

Disagree 0 0


Total 120 100


Chart.No.4.23

RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS

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Interpretation:

Out of 187 respondents, 95 per cent of respondents agreed the statement

Table.No.4.24

RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS



Agree 54 45

Neutral 27 22.5

Disagree 4 3.33


Total 120 100


Chart.No.4.24

RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS

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Interpretation:



Table.No.4.25

RESPONDENTS OPINION ON NUMERICAL INTERPRETATION



Agree 21 17.5

Neutral 37 30.83

Disagree 19 15.83


Total 120 100


Chart.No.4.25

RESPONDENTS OPINION ON NUMERICAL INTERPRETATION

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Interpretation:

Out of 187 respondents, 45 per cent agreed and 24.16 per cent of respondents disagreed

the statement.

Table.No.4.26

RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND

RECTIFYING THEM



Agree 36 30

Neutral 22 18.33

Disagree 31 25.83


Total 120 100


Chart.No.4.26

RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND

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RECTIFYING THEM

Interpretation:



Table.No.4.27


Opinion No. of Respondents Percentage (%)Strongly Agree 12 10

Agree 16 13.33

Neutral 9 7.5

Disagree 49 40.83


Total 120 100


Chart.No.4.27


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Interpretation:



Table.No.4.28

RESPONDENTS OPINION ON PRESENTATION SKILL



Agree 28 23.33

Neutral 32 26.67

Disagree 19 15.83


Total 120 100


Chart.No.4.28

RESPONDENTS OPINION ON PRESENTATION SKILL

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Interpretation:



Table.No.4.39

RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE



Agree 32 26.67

Neutral 23 19.16

Disagree 0 0


Total 120 100


Chart.No.4.39


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Interpretation:


Table.No.4.30

RESPONDENTS OPINION ON MOTIVATION



Agree 21 17.5

Neutral 12 10

Disagree 33 27.5


Total 120 100


Chart.No.4.30

RESPONDENTS OPINION ON MOTIVATION

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Interpretation:

Out of 187 respondents, 45 per cent agreed and 45 per cent of respondents disagreed the

statement.

Table.No.4.31

RESPONDENTS OPINION ON PERSUASIVENESS


Strongly Agree 12 10

Agree 25 20.83

Neutral 43 35.83

Disagree 33 27.5


Total 120 100


Chart.No.4.31

RESPONDENTS OPINION ON PERSUASIVENESS

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Interpretation:



Table.No.4.32

RESPONDENTS OPINION ON APPRAISING AND DEVELOPING



Agree 26 21.67

Neutral 15 12.5

Disagree 38 31.67


Total 120 100


Chart.No.4.32

RESPONDENTS OPINION ON APPRAISING AND DEVELOPING

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Interpretation:



Table.No.4.34

RESPONDENTS OPINION ON SENSITIVITY

Opinion No. of Respondents Percentage (%)Strongly Agree 33 27.5

Agree 26 21.67

Neutral 35 29.17

Disagree 12 10


Total 120 100


Chart.No.4.34

RESPONDENTS OPINION ON SENSITIVITY

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Interpretation:



Table.No.4.35

RESPONDENTS OPINION ON LISTENING SKILLS



Agree 43 35.83

Neutral 14 11.67

Disagree 9 7.5


Total 120 100


Chart.No.4.35

RESPONDENTS OPINION ON LISTENING SKILLS

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Interpretation:


the statement.

Table.No.4.36

RESPONDENTS OPINION ON PRECISION IN COMMUNICATION



Agree 44 36.67

Neutral 35 29.17

Disagree 17 14.17


Total 120 100


Chart.No.4.36

RESPONDENTS OPINION ON PRECISION IN COMMUNICATION

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Interpretation:



Table.No.4.37

RESPONDENTS OPINION ON ADAPTABILITY



Agree 13 30.23

Neutral 4 9.3

Disagree 17 39.53


Total 43 100


Chart.No.4.37

RESPONDENTS OPINION ON ADAPTABILITY

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Interpretation:



Table.No.4.38

RESPONDENTS OPINION ON STRESS TOLERANCE



Agree 4 9.3

Neutral 7 16.28

Disagree 16 37.21


Total 43 100


Chart.No.4.38

RESPONDENTS OPINION ON STRESS TOLERANCE

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Interpretation:



Table.No.4.40

RESPONDENTS OPINION ON HONESTY



Agree 5 11.63

Neutral 3 6.98

Disagree 0 0


Total 43 100


Chart.No.4.40

RESPONDENTS OPINION ON HONESTY

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Interpretation:


Table.No.4.41

RESPONDENTS OPINION ON DETAILED KNOWLEDGE



Agree 15 34.88

Neutral 7 16.28

Disagree 0 0


Total 43 100


Chart.No.4.41

RESPONDENTS OPINION ON DETAILED KNOWLEDGE

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Interpretation:


Table.No.4.42




Agree 5 11.63

Neutral 15 34.88

Disagree 7 16.28


Total 43 100


Chart.No.4.42


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Interpretation:



Table.No.4.43

RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT



Agree 7 16.28

Neutral 6 13.95

Disagree 7 16.28


Total 43 100


Chart.No.4.43

RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT

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Interpretation:



Table.No.4.44

RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING



Agree 10 23.26

Neutral 8 18.6

Disagree 13 30.23


Total 43 100


Chart.No.4.44

RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT TESTING

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Interpretation:

Out of 187 respondents, 39.54 per cent agreed and 41.86 per cent of respondents disagreed the

statement.

Table.No.4.45

RESPONDENTS OPINION ON TECHNICAL SKILLS



Agree 14 32.56

Neutral 4 9.3

Disagree 0 0


Total 43 100


Chart.No.4.45

RESPONDENTS OPINION ON TECHNICAL SKILLS

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Interpretation:


Table.No.4.46

RESPONDENTS OPINION ON LEARNING ORIENTATION



Agree 3 6.98

Neutral 9 20.93

Disagree 14 32.56


Total 43 100


Chart.No.4.46

RESPONDENTS OPINION ON LEARNING ORIENTATION

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Interpretation:



Table.No.4.47




Agree 6 13.95

Neutral 5 11.63

Disagree 0 0


Total 43 100


Chart.No.4.47


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Interpretation:


Table.No.4.48

RESPONDENTS OPINION ON INITIATIVE



Agree 8 18.6

Neutral 14 32.56

Disagree 8 18.6


Total 43 100


Chart.No.4.48

RESPONDENTS OPINION ON INITIATIVE

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Interpretation:

Out of 187 respondents,44.18 per cent agreed and 23.25 per cent of respondents


Table.No.4.49

RESPONDENTS OPINION ON TEAM ORIENTED



Agree 12 27.91

Neutral 7 16.28

Disagree 0 0


Total 43 100


Chart.No.4.49

RESPONDENTS OPINION ON TEAM ORIENTED

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Interpretation:

Out of 187 respondents,83.72 per cent of respondents agreed the statement.

Table.No.4.50

RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION



Agree 9 20.93

Neutral 7 16.28

Disagree 9 20.93


Total 43 100


Chart.No.4.50

RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION

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Interpretation:



Table.No.4.51

RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS



Agree 9 20.93

Neutral 6 13.95

Disagree 4 9.31


Total 43 100


Chart.No.4.51

RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS

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Interpretation:


the statement.

Table.No.4.52

RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES



Agree 17 39.54

Neutral 5 11.62

Disagree 0 0


Total 43 100


Chart.No.4.52

RESPONDENTS OPINION ON COMMITMENT TO RESPONSIBILITIES

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Interpretation:

Out of 187 respondents, per cent agreed and per cent of respondents disagreed the

statement.

Managerial Level

K-INDEPENDENT SAMPLE - KRUSKAL-WALLIS TEST

Objective statement: To find the relationship between experience and delivers results.

Ranks

Experience N Mean Rank

Delivers Results 2-5 Years 8 15.38

6-10 Years 11 12.00

Above 10 Years 5 9.00

Total 24

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Engineer Level

K-RELATED SAMPLE FRIEDMAN TEST

Objective statement: To analyze the Knowledge level at Engineer level

Ranks

Mean Rank

Operational Knowledge 2.82

Quality Consciousness 2.10

Organizational Awareness 2.93

Numerical Interpretation 3.38

Rectification 3.79

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Test Statisticsa

N 120

Chi-Square 92.938

Df 4

Asymp. Sig. .000a. Friedman Test

Null Hypothesis: There is no significant difference in mean ranks.

Alternative Hypothesis: There is significant difference in mean ranks

Tool Used: Friedman is a non-parametric test for K-Related samples.

Reason: Data is related and ordinal.

Level of Significance:5%

Outcome: The Asymptotic Significance value (0.000) is lesser than 0.05. Hence Null hypothesis

is rejected and alternative hypothesis is accepted.

Inference: Observing the above rank table, we find that there is significant difference in the

knowledge level among engineers.

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WORKMEN LEVEL

CHI-SQUARE ANALYSIS:

74

Promotional Policy

Yes To Some

Extent

No Row

Total

Experience

0-1 Years6 45 13 64

2-5 Years

23 27 9 59

6-10 Years8 23 7 38

Above 10

Years7 13 6 26

Column

Total 44 108 35 N=187


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Aim: To test the significant difference between the Experience and opinion on Promotional

Policy

H0: There is no significant difference between the age and their opinion on Promotional

Policy

H1: There is significant difference between the age and their opinion on Promotional Policy

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76

Observed

frequency(O)

Expected

Frequency(E)(O-E)2/E

6 15.0588 5.45

23 13.8823 5.99

8 8.1492 .003

7 6.1177 0.13

45 36.9626 1.75

27 34.0749 1.47

23 21.9465 0.05

13 15.0160 0.27

13 11.8786 0.11

9 11.0428 0.38

7 7.1123 0.01

6 4.8663 0.26


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Conclusion:

Degrees of freedom : (R-1) (C-1) : 6

Calculated Value : 15.88

For Degrees of freedom 6 at 5% Level Of Significance the tabulated value = 12.59

Calculated value is lesser than the table value at 95% level of significance.

Null Hypothesis is rejected.

Inference:

Hence accept the null hypothesis that there is significant difference between the age and their

opinion on Promotional Policy

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FINDINGS

It is found that 18.18 per cent of respondents are in the age group of 25 and

below, 37.43 per cent of respondents are in the age group of 26-35, 22.46 per cent of

respondents are in the age group of 36-45, 15.51 per cent of respondents are in the age

group of 46-55 remaining 6.42 per cent respondents are in the age group of 56 and above.

It is found that 24.06 per cent of the respondents are H.S.C holders, 32.62 per cent

of the respondents are Diploma holders, 33.16 per cent of the respondents are UG holders,

5.35 per cent of the respondents are PG holders and 4.81 per cent of the respondents arewith other educational background.

It is found that 91.67 per cent of the respondents understand the business and have

sound knowledge of basic facts surrounding the business such as short and long term

goals, product knowledge and the roles and relationships between various departments.

It is found that 72.5 per cent of the respondents know each and every details of

production process.

It is found that 5 per cent of the respondents feel neutral to agree that they work

always with quality awareness.

It is found that 74.17 per cent of the respondents have wide knowledge about the

organization, its departments and functions.

It is found that 24.16 per cent of the respondents does not comfortable with

numerical facts and exercises quantitative reasoning effectively to derive solution It is

found that per cent of the respondents.

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It is found that 16.28 per cent of the respondents have little knowledge on

product standard and specification.

It is found that 39.54 per cent of the respondents are good about knowledge on

product testing.

It is found that 32.56 per cent of the respondents work with an attitude to learn

new things.

It is found 11.63 that per cent of the respondents feel neutral to work with

positive attitude to produce qualitative result.

It is found that 44.18 per cent of the respondents take voluntary steps to address

existing and potential problems at the work place.

It is found that 16.28 per cent of the respondents feel neutral to work in groups

and able to contribute to and learn from the group.

It is found that 34.88 per cent of the respondents communicate clearly with other.

It is found that 9.31 per cent of the respondents are not receptive to corrections.

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It is found that 11.62 per cent of the respondents feel neutral to exercise the

responsibilities with trust, sincerity and commitment.

SUGGESTIONS

1. The management must boost the employees proactively and their forecasting skills,

must be honed and encouraged.

2. The employees must be encouraged to work in a group, which helps them to get the

job done faster and immediate supervisors can mentor their subordinates regularly.

3. New innovative ideas and creativity of the employees must be encouraged as they

ought to bring success to the company and they must be suitable appreciated and

rewarded and the feedback and suggestions can be obtained from all level of employees.

4. Performance appraisal must be done only to encourage and boost the employees

performance and not be de-motivating them. So, extra measures must be followed and

care must be taken when handling their appraisals.

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5. Communication channel can be made clearer between various levels.

6. Opportunities of advancement can be made clear.

7. The business concern has to take necessary steps for improvements while evaluating

success.

CONCLUSION:

Organization can survive in this competitive world only when it cares for the welfare of

the Employees. Identifying the training needs and training the employees based on the needs

plays a major role. Training does not stop at class room itself and practical implementation of the

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training is an important function. Whatever the organization spends on training the employees is

mere waste unless and until its brought into practical application.

Changing trend in Human Resource management has brought fore the importance of

human values and right utilization of competency and skills of every individual in an

organization. The utilization of competency will result in dual success of both the organization

and to the employees to understand the existing competency skill set. Hence competency

mapping of the employees at various levels in TVS & Sons was undertaken.

The main objective of the study is to identify the existing competency level and also to find

out the gap between the required and existing skill level. From the study we found that emotional

resilience plays a vital role at all the level and we recommend that proper training in stresshandling at their job can improve their efficiency level and in turn helps them to meet the

organizational goals. At the workmen level they need to be trained how to move in a team and

achieve goals in a team.

Proper training can be given on production process and a detailed knowledge of materials

and tools used for assembling will also help them to work more efficiently. Soft skill programs

can be conducted to both engineer and workmen level at different stages to improve their

communication skills and interpersonal skills. By rectifying these gaps the organizational goals

can be met with a higher phase and there will be a smooth growth in the organization and also

helps the employee to attain his maximum potential.

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A STUDY ON COMPETENCY MAPPING WITH REFERENCE TO T V

SUNDRAM IYENGAR & SONS LIMITED., CHENNAI.

A PROJECT REPORT

Submitted by

R.RESHMA RAJ

(Reg. No. 21109631065)

In partial fulfillment of the requirements

For the award of degree

Of

MASTER OF BUSINESS ADMINISTRATION

Rajalakshmi Engineering College

(Affiliated to Anna University)

Thandalam, Chennai- 602 105

June 2011

BONAFIDE CERTIFICATE

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I, R.RESHMA RAJ, Reg.No: 21109631065, a bonafide student of

DEPARTMENT OF MANAGEMENT STUDIES, RAJALAKSHMI

ENGINEERING COLLEGE, and Thandalam would like to declare that the

project titled A STUDY ON COMPETENCY MAPPING done at TVS

IYENGAR&SONS, Chennai in partial fulfillment of Master of Business

Administration course ofANNA UNIVERSITY is my original work.

Place:

Date: (R.RESHMA RAJ)

ABSTRACT

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The study entitled A Study on Competency Mapping With reference to TV

Sundram Iyengar & Sons Limited, Chennai.

The study concentrated on finding the physiological and psychological factors that leads

to the competency and also the training needs for all functional departments for better

performance. The objective of the study is to know the employees opinion on various

management attributes and areas of improvement to meet the expectation of organization. The

study also covers the employees opinion about the benefits provided by the organization, current

working environment, factors that lead to high performance and current work load.

The survey was conducted to know the reasons behind the competency mapping that has

been affecting the human resource as well as the companys monetary benefits. The study also

helped to identify the training needs for all the functional departments and also to provide a

better report in helping the management to analyze the factors of improvement. The data has

been collected from the primary source through the questionnaire. The collected data were

analyzed by percentage analysis method.

The results are interpreted from the tabulated data and certain other criteria influencing

the competency level of the employees are found out. And finally with the help of these

inferences and findings, suggestion has been provided to the organization.

Through this study the researcher concludes that the competency mapping eas due

to lack of implementation of training programs provided d theoretically and the lack of

motivation to strive for the continuous improvement. The Human Resource department has to

concentrate on the working environment and training needs to achieve the vision and mission of

the organization in effective and efficient way.

ACKNOWLEDGEMENT

First and foremost, it is my bounded duty to express my whole hearted thanks to the lord

almighty, who guided me in the path of wisdom. I am very fortunate to work with people who

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shared their experience and ideas, which contributed a lot in the successful completion of the

project.

I would like to thank wholeheartedly my Director of MBA, Mr. P.S. Pandyan B.Tech.,

B.L., M.B.A, I.A.S (Retd.) for having been a source of great inspiration.

I would like to express my sincere thanks to my Dean of MBA, Prof. S. Sankar B.E.,

M.Tech, PGDM (IIMC), for offering all the support and encouragement that was instrumental

in the successful completion of the project.

I would like to thankHead of MBA, Prof T. C. Thomas., M.Com, MBA, M.Phil, for

supporting me in the successful completion of the project.

I also thank my project guide Mr.B.GANESH. M.B.A., for guiding me in the whole

process and successful completion of the project.

I would like to express my deep sense of gratitude and whole hearted thanks to Mr. M.

Prem and Ms. P. Kalaivani, Officers-HR., of TV Sundram Iyengar & Sons for their

unflinching help, enthusiastic involvement, invaluable guidance and suggestion given to me in

every stage of my project work.

I finally thank my parents and friends for their extended support for the successful

completion of this project

LIST OF TABLES

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S.No. TITLE PAGE

No.4.1 DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE 18

4.2 DISTRIBUTION OF RESPONDENTS BASED ON THEIR

EDUCATIONAL

19

4.3 DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF

EXPERIENCE

20


DEPARTMENT

21

4.5 RESPONDENTS OPINION ON VISION AND PURPOSE 22

4.6 RESPONDENTS OPINION ON COMMAND OF BASIC FACTS 23

4.7 RESPONDENTS OPINION ON RELEVANT PROFESSIONAL

KNOWLEDGE

24

4.8RESPONDENTS OPINION ON THINKING STRATEGICALLY

25

4.9 RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVINGAND DECISION-MAKING SKILL

26

4.10 RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES 27

4.11 RESPONDENTS OPINION ON PRO-ACTIVITY 28

4.12 RESPONDENTS OPINION ON DEVELOPING PEOPLE 29

4.13 RESPONDENTS OPINION ON VALUES AND ETHICS 30

4.14 RESPONDENTS OPINION ON COMMITMENT 31

4.15 RESPONDENTS OPINION ON PERFORMANCE 32

4.16 RESPONDENTS OPINION ON CREATIVITY 33

4.17 RESPONDENTS OPINION ON MENTAL AGILITY 34

4.18 RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN 354.19 RESPONDENTS OPINION ON ASSERTIVENESS 36

4.20 RESPONDENTS OPINION ON INTEGRITY 37

4.21 RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE 38

4.22 RESPONDENTS OPINION ON OPERATIONAL KNOWLEDGE 39

4.23 RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS 40

4.24 RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS 41

4.25 RESPONDENTS OPINION ON NUMERICAL INTERPRETATION 42

4.26 RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND

RECTIFYING THEM

43

4.27 RESPONDENTS OPINION ON CREATIVITY 444.28 RESPONDENTS OPINION ON PRESENTATION SKILL 45

4.29 RESPONDENTS OPINION ON CONCERN FOR EXCELLENCE 46

4.30 RESPONDENTS OPINION ON MOTIVATION 47

4.31 RESPONDENTS OPINION ON PERSUASIVENESS 48

4.32 RESPONDENTS OPINION ON APPRAISING AND DEVELOPING 49

4.33 RESPONDENTS OPINION ON ORGANIZING 50

4.34 RESPONDENTS OPINION ON SENSITIVITY 51

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4.35 RESPONDENTS OPINION ON LISTENING SKILLS 52

4.36 RESPONDENTS OPINION ON PRECISION IN COMMUNICATION 53

4.37 RESPONDENTS OPINION ON ADAPTABILITY 54

4.38 RESPONDENTS OPINION ON STRESS TOLERANCE 55

4.39 RESPONDENTS OPINION ON SELF MOTIVATED 56

4.40 RESPONDENTS OPINION ON HONESTY 574.41 RESPONDENTS OPINION ON DETAILED KNOWLEDGE 58


4.43 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT 60

4.44 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT

TESTING

61

4.45 RESPONDENTS OPINION ON TECHNICAL SKILLS 62

4.46 RESPONDENTS OPINION ON LEARNING ORIENTATION 63


4.48 RESPONDENTS OPINION ON INITIATIVE 65

4.49 RESPONDENTS OPINION ON TEAM ORIENTED 664.50 RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION 67

4.51 RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS 68

4.52 RESPONDENTS OPINION ON COMMITMENT TO

RESPONSIBILITIES

69

LIST OF CHARTS

S.No. TITLE PAGENo.

4.1 DISTRIBUTION OF RESPONDENTS BASED ON THEIR AGE 18

4.2 DISTRIBUTION OF RESPONDENTS BASED ON THEIREDUCATIONAL

19

4.3 DISTRIBUTION OF RESPONDENTS BASED ON THEIR YEARS OF

EXPERIENCE

20


DEPARTMENT

21

4.5 RESPONDENTS OPINION ON VISION AND PURPOSE 22

4.6 RESPONDENTS OPINION ON COMMAND OF BASIC FACTS 23

4.7 RESPONDENTS OPINION ON RELEVANT PROFESSIONAL

KNOWLEDGE

24

4.8 RESPONDENTS OPINION ON THINKING STRATEGICALLY 25

4.9 RESPONDENTS OPINION ON ANALYTICAL, PROBLEM SOLVINGAND DECISION-MAKING SKILL

26

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4.10 RESPONDENTS OPINION ON SOCIAL SKILLS AND ABILITIES 27

4.11 RESPONDENTS OPINION ON PRO-ACTIVITY 28

4.12 RESPONDENTS OPINION ON DEVELOPING PEOPLE 29

4.13 RESPONDENTS OPINION ON VALUES AND ETHICS 30

4.14 RESPONDENTS OPINION ON COMMITMENT 31

4.15 RESPONDENTS OPINION ON PERFORMANCE 324.16 RESPONDENTS OPINION ON CREATIVITY 33

4.17 RESPONDENTS OPINION ON MENTAL AGILITY 34

4.18 RESPONDENTS OPINION ON APPLYING BUSINESS ACUMEN 35

4.19 RESPONDENTS OPINION ON ASSERTIVENESS 36

4.20 RESPONDENTS OPINION ON INTEGRITY 37

4.21 RESPONDENTS OPINION ON SELF STARTING AND PROACTIVE 38


4.23 RESPONDENTS OPINION ON QUALITY CONSCIOUSNESS 40

4.24 RESPONDENTS OPINION ON ORGANIZATIONAL AWARENESS 41

4.25 RESPONDENTS OPINION ON NUMERICAL INTERPRETATION 42

4.26 RESPONDENTS OPINION ON IDENTIFYING BOTTLENECKS AND

RECTIFYING THEM

43

4.27 RESPONDENTS OPINION ON CREATIVITY 44

4.28 RESPONDENTS OPINION ON PRESENTATION SKILL 45


4.30 RESPONDENTS OPINION ON MOTIVATION 47

4.31 RESPONDENTS OPINION ON PERSUASIVENESS 48

4.32 RESPONDENTS OPINION ON APPRAISING AND DEVELOPING 49

4.33 RESPONDENTS OPINION ON ORGANIZING 50

4.34 RESPONDENTS OPINION ON SENSITIVITY 51

4.35 RESPONDENTS OPINION ON LISTENING SKILLS 524.36 RESPONDENTS OPINION ON PRECISION IN COMMUNICATION 53

4.37 RESPONDENTS OPINION ON ADAPTABILITY 54

4.38 RESPONDENTS OPINION ON STRESS TOLERANCE 55

4.39 RESPONDENTS OPINION ON SELF MOTIVATED 56

4.40 RESPONDENTS OPINION ON HONESTY 57

4.41 RESPONDENTS OPINION ON DETAILED KNOWLEDGE 58


4.43 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT 60

4.44 RESPONDENTS OPINION ON KNOWLEDGE ON PRODUCT

TESTING

61

4.45 RESPONDENTS OPINION ON TECHNICAL SKILLS 62

4.46 RESPONDENTS OPINION ON LEARNING ORIENTATION 63


4.48 RESPONDENTS OPINION ON INITIATIVE 65

4.49 RESPONDENTS OPINION ON TEAM ORIENTED 66

4.50 RESPONDENTS OPINION ON CLARITY IN ORAL EXPRESSION 67

4.51 RESPONDENTS OPINION ON RECEPTIVE TO CORRECTIONS 68

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4.52 RESPONDENTS OPINION ON COMMITMENT TO

RESPONSIBILITIES

69

TABLE OF CONTENTS

CHAPTER

No. TITLE

PAGE

No.

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I

INTRODUCTION

INDUSTRY PROFILE

COMPANY PROFILENEED AND SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

LIMITATION OF THE STUDY

1-10

II 2.1 REVIEW OF LITERATURE 11-14

III 3.1 RESEARCH METHODOLOGY15-16

IV4.1DATA ANALYSIS AND INTERPRETATION

17-76

V

FINDINGS

SUGGESTIONS

CONCLUSION

77-80

reshma fresh project

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