A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN PERAMBALUR SUGAR MILLS LTD, ERAIYUR

By K.JEEVITHA (Reg.No.80508601025) A PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT STUDIES In partial fulfillment of the requirements For the award of the degree of MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT

ANNA UNIVERSITY TIRUCHIRAPPALLI TIRUCHIRAPPALLI 620024 JUNE- 2010

BONAFIDE CERTIFICATE

Certificate that this final project report on entitled A STUDTY ON COMPETENCY MAPPING OF EMPLOYEES IN PERAMBALUR SUGAR MILLS LTD ERAIYUR is the bonafide work of Ms. K. JEEVITHA(Reg. No: 80508601025) II MBA, Dhanalakshmi Srinivasan Engineering College, Perambalur who carried out the project work under my supervisor. Certified further, that to the best of my knowledge the work reported here does not from part of any other project report or dissertation on the basis of which a degree of award was conferred on an earlier occasion on this or any other candidate.

Head of the department / MBA

Guide

Mr. K. YOGANAND

Ms. J. VENEE

INTERNAL

EXTERNAL

Viva Voce on:-

DECLARATION
I hereby declare that the project entitled A STUDY ON COMPETENCY MAPPING IN PERAMBALUR SUGAR MILLS LTD., ERAIYUR is submitted to Anna University, Thiuchirapalli, in partial fulfillment of MBA during the year 2008-2010. It is the record of original work done by me, under the guidance of Ms. J. VENEE, Lecturer, Dhanalakshmi Srinivasan Engineering College, Perambalur. It is assured that this study have not been submitted to any other University for the award of MBA degree.

Place: Perambalur Date :

K.JEEVITHA

ABSTRACT
The Project titled A STUDY ON COMPETENCY MAPPING OF EMPLOYEES AT PERAMBALUR SUGAR MILLS LTD, ERAIYUR is done as a part of my MBA curriculum. The descriptive research design is adopted which deals with the describing the characteristics of particular individual or group. The primary objective of the study is to know about the competency level of employees in the organization. For the analytical study 50 samples are taken out of 119 populations in a random way. The primary data was collected through structured questionnaire which consists of 29 questions. Secondary data was collected from various books, and company records. The data is collected and then undergone a limit of mathematical operations and later tabulated. A Statistical tool such as chi-square, percentage analysis, weighted average method, is also implied. Through the various employees outcomes it was able to analyze the various measurement and development activities that improve the employees competency mapping in the organization factors of the workers in PERAMBALUR SUGAR MILLS LTD. The suggestions and conclusions have been given finally.

ACKNOWLEDGEMENT First of all, I thank My Parents and the Almighty for showering blessing towards me for the successful completion of my project. I would like to thank Shri A. SRINIVASAN, Founder Chairman, Dhanalakshmi Srinivasan Educational Institutions, Perambalur for providing all facilities to do project work successfully. I express my special thanks to Dr. S.CHARLES, Principal, Dhanalakshmi Srinivasan Engineering College, Perambalur for his guidance and encouragement. I would like to express my sincere gratitude to Mr. K. YOGANAND, Head, Department of Management Studies, Dhanalakshmi Srinivasan Engineering College, Perambalur, for giving me this great opportunity to perceive this project. I am greatly thankful to Ms. J. VENEE, Lecturer, Department of Management Studies, Dhanalakshmi Srinivasan Engineering College, Perambalur, my internal guide for extending constant support and valuable guidance for the successful completion of the project work. I would like to express my deep sense of gratitude to my external guide Mr. V.SUBRAMANIYAN HR Manager of Perambalur sugar mills ltd., for giving me an opportunity to do the project and for supporting me in all aspects with their valuable guidance. I would like to extent my thanks to all the faculty members of the Department of Management Studies, Dhanalakshmi Srinivasan Engineering College, who helped in all the way, directly or indirectly sharing my feelings and views regarding this project.

TABLE OF CONTENTS CHAPTER.N0 Chapter-1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 Chapter-2 Chapter-3 TITLE LIST OF TABLES LIST OF CHARTS INTRODUCTION INTRODUCTION INDUSTRY PROFILE COMPANY PROFILE OBJECTIVES OF THE STUDY SCOPE OF THE STUDY LIMITATIONS OF THE STUDY REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS, 3.1 3.2 3.3 CONCLUSION FINDINGS SUGGESTIONS CONCLUSION APPENDICES REFERENCES LIST OF TABLES S.NO 2.1 2.2 2.3 2.4 TITLE
EXPERIENCE OF THE RESPONDENTS AGE OF RESPONDENTS GENDER OF THE RESPONDTENTS EDUCATIONAL QUALIFICATON

PAGE.NO

1 8 11 20 20 21 22 25 29-53

54 56 57

PAGE NO 29 30 31 32

2.5 2.6 2.7 2.8

MARITAL STATUS SALARY OF THE RESPONDENTS OPINION ON ORGANIZATION EXPERIENCED ANY SETBACKS IN THE LACK OF COMPETENT PEOPLE OPINION ABOUT MAPPING THE COMPETENCIES FOR FURTHER DEVELOPMENT NEEDS AND TO ATTAIN CAREER PATH OPINION ON MANAGEMENT BELIEF IN BUILDING A COMPETENCY BASED ORGANIZTION OPINION ON TOP MANAGEMENT WILLINGNESS TO BUILDING COMPETENCIES OF THE EMPLOYEES ON A CONTINUOUS BASIS OPINION ON NEED OF TRAINING PROGRAMS ORGANIZATION COMPARING THE EMPLOYEES PERFORMNCE AGAINST KEY POSITION MOTIVATION FROM CO-WORKERS ACHEIVEMENT

33 34 35 36

2.9 2.10

37 38

2.11 2.12 2.13 2.14 2.15

39 40 41 42 43

OPINION

ABOUT

HAVING

COMPETENCY

MEASUREMENTS
OPINION ABOUT PROMOTION POLICY IN THE ORGANIZATION HAVING SOME FORM OF COMPETENCY ASSESSMENT OPINION ABOUT THE TOP MANAGEMENT USING MULITIRATER ASSESSMENT OR 360 DEGREE FEEDBACKS FOR EMPLOYEE DEVELOPMENT OPINION ON TALENT AND EXCELLENCE TOP MANAGEMENT BELIEVETHE SUCCESS OF ORGANIZATION DEPENDS ON HAVING COMPETENT MANAGERS SUFFERED ANY DRAWBACKS, PROFIT, PRODUCTION, ETC.. CHI-SQUARE TEST RELATIONSHIP BETWEEN AND PROMOTION WEIGHTED AVERAGE METHOD VARIOUS COMPETENCIES OF THE EMPLOYEE IN

2.16

44

2.17 2.18

45 46

2.19

47

2.1.1

SCIENTIFIC

AND

48-51

SYSTEMATIC TRAINING IN THE ORGANIZATION

2.1.2

52

2.1.3 2.1.4

ORGANIZATION VARIOUS METHODS WHICH HELPS THE EMPLOYEES TO MEASURE THE COMPETENCIES VARIOUS METHODS TO DEMONSTRATE AND DEVELOP COMPETENCIES

53 54

LIST OF CHARTS S.NO 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 TITLE
EXPERIENCE OF THE RESPONDENTS AGE OF RESPONDENTS GENDER OF THE RESPONDTENTS EDUCATIONAL QUALIFICATON MARITAL STATUS SALARY OF THE RESPONDENTS OPINION ON ORGANIZATION EXPERIENCED ANY SETBACKS IN THE LACK OF COMPETENT PEOPLE OPINION ABOUT MAPPING THE COMPETENCIES FOR FURTHER DEVELOPMENT NEEDS AND TO ATTAIN CAREER PATH OPINION ON MANAGEMENT BELIEF IN BUILDING A COMPETENCY BASED ORGANIZTION OPINION ON TOP MANAGEMENT WILLINGNESS TO BUILDING COMPETENCIES OF THE

PAGE NO 29 30 31 32 33 34 35 36

2.9 2.10

37 38

2.11 2.12 2.13 2.14 2.15

EMPLOYEES ON A CONTINUOUS BASIS OPINION ON NEED OF TRAINING PROGRAMS ORGANIZATION COMPARING THE EMPLOYEES PERFORMNCE AGAINST KEY POSITION MOTIVATION FROM CO-WORKERS ACHEIVEMENT

39 40 41 42 43

OPINION

ABOUT

HAVING

COMPETENCY

MEASUREMENTS
OPINION ABOUT PROMOTION POLICY IN THE ORGANIZATION HAVING SOME FORM OF COMPETENCY ASSESSMENT OPINION ABOUT THE TOP MANAGEMENT USING MULITIRATER ASSESSMENT OR 360 DEGREE FEEDBACKS FOR EMPLOYEE DEVELOPMENT OPINION ON TALENT AND EXCELLENCE TOP MANAGEMENT BELIEVETHE SUCCESS OF ORGANIZATION DEPENDS ON HAVING COMPETENT MANAGERS SUFFERED ANY DRAWBACKS, PROFIT, PRODUCTION, ETC..

2.16

44

2.17 2.18

45 46

2.19

47

1.1 INTRODUCTION

Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes. The competencies have five characteristics, namely: * Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions. Example achievement motivation people consistently set challenging goals for themselves, take responsibility for accomplishing them and use the feedback to do better * Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to situations. * Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior.

* Knowledge: (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill: (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship. The four general competences are:

Meaning Competence: Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community.

Relation

Competence: Creating

and

nurturing connections

to

the

stakeholders of the primary tasks.

Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience.

Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Types of competencies: 1. Organizational competencies -unique factors that make an organization competitive.
2. Job/Role competencies-things an individual must demonstrate to be effective in a

job,

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

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

Identification of competencies Competencies can be identified by one of more of the following category of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in

consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with h him/her). Methodology used The following methods are used in combination for competency mapping: Interviews, Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of Job descriptions, Performance Appraisal Formats etc. The process of identification is not very complex. Some of the methods are given below: 1. Simply ask each person who is currently performing the role to list the tasks to be performed by him one by one, and identify the Knowledge, Attitudes, and Skills required to perform each of these. Consolidate the list. Present it to a role set group or a special task force constituted for that role. Edit and Finalize. 2. Appoint a task force for each role. When the author worked with the Ministry of Health in Indonesia a three day workshop was found to be sufficient to train the local Health Province staff in competency mapping. This in spite of the author having to work with groups of Indonesians who spoke only Bhasa Indonesia. Language Used Use Technical language for technical competencies. For example: knowledge of hydraulics. Use business language for business competencies. Example: Knowledge of markets for watch business or Strategic thinking.

Use your own language or standard terms for Behavior competencies. Example: Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too technical and conceptual knowledge align to the organization and people may create more problems than help . Competency mapping is a task which can be done by many people. Now days all Management schools and definitely those specializing in HR train the students in competency mapping. Recently when the author taught a course on Management of Talent at the Indian School of Business with two hours or introduction to the process of competency mapping the students (all with experience of more than two years) have done a great job of competency mapping for a set of roles. Any Masters in Management or Social Sciences or an Employee with Equivalent Experience and Training can develop these competencies. Conceptual Background and Understanding of the business is important. Familiarity with Business, Organizations, Management and Behavioral Sciences is useful. HR Managers, Management Graduates, Applied Psychologists are quite qualified to do this. Most institutions specializing in HR train the candidates to do this. The following are some of tips to do competency mapping at low cost: Pick up a job or a role that is relatively well understood by all individuals in the company. Work out for this role and give it as an illustration. For example Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist, Transport Manager, PR Manager, etc. are known to all and easy to profile. Work out competencies for this role if necessary with the help of job analysis specialist or an internal member who has knowledge of competency mapping. Circulate these others and ask various departments to do it on their won. Circulate samples of competencies done by others. Illustrate knowledge, attitudes, skills, values etc. Choose a sample that does not use jargons Explain the purpose

Interview of past successful job holders helps

MANAGERIAL: Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decisionmaking, team leadership, change management, etc. GENERIC: Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc. TECHNICAL/FUNCTIONAL: Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc. Levels of Competency: 1. Practical competency - An employee's demonstrated ability to perform a set of tasks. 2. Foundational competence - An employee's demonstrated understanding of what and why he / she is doing.

3. Reflexive competence (An employee's ability to integrate actions with the understanding of the action so that he / she learn from those actions and adapts to the changes as and when they are required. 4. Applied competence - An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity.

Application levels of a competency

ADVANCED Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks. Frequently demonstrates application that indicates profound level of expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards. PROFICIENT Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards. KNOWLEDGEABLE Demonstrates a sufficient understanding of the particular competency to be used in the work place, but requires guidance Tasks or work activities are generally carried out under direction. COMPETENCY MAPPING Competency mapping is a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and

strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

The steps involved in competency mapping with an end result of job evaluation include the following: 1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors. 4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the

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

1.2 INDUSTRY PROFILE:

The history of sugar is associated with the history of civilization in the ancient time honey was well known. Sugar is derived from the Sanskrit word sacrara begins its history in the 4th century B.C with the discovery by the soldiers of the great Alexander in the valley of the Indus river of a cane yielding, honey without bees in the 7th century A.D the Arabs invade the middle east and discover one more the sugarcane. They spread its cultivation in the Mediterranean basis laboratories of producing sugar out of sugarcane are setup in rhode Cyprus Egypt in the northern islands in the southern Spain. Sugar appears in the central Europe in the 12th century due to the crusaders who carried it over from the Syria. The impetration took place from the Venice port. Its sales were at a very high price from the drug store as a precious exotic product in the form of sugarcanes broken aggregate of sugar or in the dust. The discovery of the new world altered fully the geography of sugar. The sugarcane was grown in tropical climates e.g. In the Caribbean island which are there by called sugars islands. Sugar was imported raw and petrified in the refineries setup mostly near the European harbors. The French revolution and the continental embargo imposed by the France upon the English sugarcane. These results severe constrains upon consumption. Its therefore necessary to find a European plan out of which to produce sugar like sugarcane.

ORIGIN OF SUGAR
In1994 MARGARF a German chemist proved that in the cattle breeding beet is contained the same sugar produced out of sugarcane.25 years later his country man

ARCHARD repeated and perfected is experiments sugar out of beet represented 63% of the universal production. Todays percentage is 40% for the sugar out of beet represented 60% for the sugar out of sugarcane. The annual universal sugar production is fairly enough complicated process which includes a great many processing stages. There follows a description in outline of the main stages of sugar production. The term sugar refers to the sucrose (c12, h12. 011) which is a natural product and contained in many plants. However it is extracted, industrially throughout the world out of to cultivated plants. The sugarcane which is grown in the temperate zoon sucrose is composed pf two molecules one molecule of glucose and one more molecule of fructose. Its sweetening power is set conventionally on a par within the unit. There are artificial sweetening materials which have sweetening capacity multiple of sugar (aspartame, sugaring etc) without having the qualities of sugar namely; Sweet and soft taste Capacity to give mass and volume to various preparations To reinforce and display the savor of the foods To safeguard from the onset of microorganism e.g. marmalades, sweet etc To protect from the less of vitamin c To supply energy It is cheapest food per calories oils and fats have greater calories power (9k cal/g) whereas sugars and the albumens have 4k cal/g. so a tea spoon of sugar with a capacity of 8gm ha only 32kcal. The main activity of the company is the production and trade of sugar, as well as the trade of the by-products of sugar. The company produces white crystal sugar. Whereas in the course of production there results as a set of by- products which following a proper processing are mode available in the market. In concrete terms the products are traded by the company as follows,

 White crystal sugar Molasses Sugar-pie Nutria 135 Fresh pulp The sugar is sugar by- product and is used as a raw material to produce alcohol, yeasts and cattle feed. Sugar pie is cattle feed and is prepared by dry pulp (by- product of sugar) with the addition of molasses. Nutria 135 is a short of cattle feed which is used for fattening the calves and is prepared by dry pulp and molasses with an addition pf trace elements and vitamins High reliable plant require less maintenance Out sugar plants in corporate all the components such motors, gearboxes, bearing, coupling etc as per the international standards and sizes and can be replaced easily in any part of world Sugar produced is crystal white manufacture through suspiration or carbonation process Our sugar plants are equipped with captive power generation having steam is used to run the turbines and the exhaust steam is used for the process requirement haggises being the waste of sugarcane Our sugar plants are equipped with both air pollution control as well as water pollution control equipment. The sugar industry in India has been playing an important role in the economic development of the country. The sugar industry is seasonal and operators for 120 to 240 days in a year, beginning from early November and ending in May. Large volumes of effluents are produced during the manufacture of sugar and they contain a high pollution potential. As these wastes are disposed of on land or into water bodies in the non-

monsoon period, extreme pollution of small rivers and foul smell in the vicinity of the sugar mills commonly noticed.

1.3COMPANY PROFILE:
INTRODUCTION: Perambalur sugar mills ltd.., is a subsidiary unit of Tamil Nadu sugar corporation Ltd.., it is situated in Eraiyur village. About20 Kms away from Perambalur on Trichy-Chennai National Highways in an extent of 133 acres of land. This is an agro based industry. Sugar cane being the raw material. Crushing operation will be going on for about six months every year and the remaining period will be utilized for overhauling of the machinery. The factory had its maiden crushing during 1977-78 season with n installed capacity of 120 tones of cane per day. AREA OFOPERATION OF THE MILLS: Taluk 1. Perambalur 2. Veppanthattai 3. Kunnam 4. Ariyalur 5. Senthurai 6. Athur (Thalaivasal&Gangavalli) 7. Kallakurichy (52 villages) District Perambalur Veppanthattai Kunnam Ariyalur Senthurai Salem Villupuram.

EXPANSION:

The installed capacity of the mill was expanded during 1989-90 from 1250 TCD to 3000 TCD and crushing at expanded capacity was start on 06.11.1990. The loans received from financial institutions for expansion have been fully repaid. ADMINISTRATION: The mills is being administered by the Board Of Directors of Perambalur sugar mills Ltd., At Unit level, the execute administration is being carried out by the Chief Executive subject to the control and supervisions of the Chairman & Managing Director, Perambalur sugar mills ltd., the following departments are functioning in the mills: Administration Accounts Cane Engineering Manufacturing SUGAR POLICY: SUGAR SEASON One sugar is 12 months from October to September. The actual crushing will depend upon the availability of sugar cane. This will normally be about 6 months in a year. CANE PRICE: Statutory Minimum price The government of India fixes the statutory minimum cane price the sugar cane control order, 1966. This price as to be paid by the sugar mill within 14 days from the date of supply of cane failing which interest at the rate of 15% will have to be paid to the cane growers till the date of payment. The statutory minimum cane price is fixed by the government of India for the recovery of 9.50%. The cane price is fixed for a sugar mills based on the peak period recovery of the mill. The peak period recovery refers to the average recovery obtained from 1st December

to 31st March of the proceeding season. The statutory minimum price for 1998-99 for Perambalur sugar mills was Rs. 539.40 per tone. STATE ADVISED PRICE The state government announce cane price every over and above the statutory minimum price fixed by the government of the India and this price is the known as state advised price. The state advised price (S.A.P) for 1998-99 for this mills was Rs.702.50 linked to 8.5% recovery. The cane price fixed by the government and paid by the mills since 1989-90 are furnished in Annexure-II. GOVERNMENT OF INDIAS FINAL CANE PRICE & ADDL.CANE PRICE AS PER BHARGAVA FORMULA Initially the Govt. of India fixed the statutory minimum price for sugarcane for a particular season based on the peak period recovery of the previous season. At the end of every season, the final cane price payable to the cane growers for a season is being computed under clause 5A of the sugarcane control order, 1966. For working out this final price, the Govt. of L factor. The sales realization of sugar out of a particular seasons sugar is matched with the cost of production and the surplus is being shared between the sugar producers and growers @50.50. While announcing the final cane price, the statutory minimum price initially paid is deducted. INCENTIVE CANE PRICE The co-operative and public sector sugar ill Tamil Nadu are also in the/ practice of declaring an incentive cane price for the cane drawn in a particular season to enthuse the growers to bring in more area under cane cultivation. While declaring such incentive cane price, the ill usually deducts a portion of the price towards the Area Development Fund. The corpus of the fund is usually utilized for socially relevant schemes in the command area of the mills. SALE OF SUGAR As per the existing sugar policy (Dual control) every sugar producer shall sell 40% of their production as levy sugar to the public distribution system through the civil suppliers corporation / food corporation of India and the balance 60% shall be in the

open market. Under the sugar control order, 1966 the sale and dispatch of sugar (both levy &tree) is regulated by the monthly release orders issued by Directorate of sugar. Govt. PRICE 1. Levy sugar The price of levy sugar for a particular season os fixed by Govt. of India which is called Notified Price. The levy sugar price for the 1998-99 sugar season for Tamil Nadu / one is Rs.1069.82 Qtl, For Road delivery. This price is being paid for sugar dispatched / delivered at factory gate. While fixing the levy price, the Government of India takes into account the following factors:
The minimum price. If any fixed for sugarcane by the central

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

dispatched before end that month.

government. The manufacturing cost of sugar. The duty or tax, if any paid or payable thereon A reasonable return on the capital employed in the business of manufacturing sugar. 2. Free sale sugar The price of free sale sugar depends upon the supply and demand position of the market, its comparative price in the neighboring states and the transport charges involved for purchases of sugar from the neighboring states. The sale of free sale entitlement is being effected by Tamil Nadu co- operative sugar federation. The consideration for the levy and sale sugar is being received in advance by all the mills.

Sugar mill waste and pollution control:

Cane sugar waste is one of the important organic industrial wastes in our country. The effluents are rich in suspended solids, BOD and oil and grease and hence a great pollution potential. Preventive measures for the pollution load are, 1. Provisional of receptors during crushing 2. Lime treatment followed by 8 hrs setting for filter cloth washing 3. Recycling of spill- overs of molasses and sugar 4. Dry cleaning of floors 5. Proper loading of evaporators and pans 6. Control of waste from spray ponds and 7. Good housekeeping.

BY PRODUCTS Bagasse The production of bagasse will be normally around 30% of the cane crushed. About 80% of the bagasse will be utilized as fuel in the mills boilers for production of steam which is utilized for generation of electricity. The remaining quantity of bagasse id being sold to Tamil Nadu Newsprints &papers limited Press mud . The production of press mud will be normally around 30 and of the cane crushed. The entire press mud is being given to cane growers @ Rs.25 per tone. Molasses The production of molasses will be around 4.25% of cane crushed. The possession and sale of molasses was 100% controlled prior to 10.06.1993. the Government of India rescinded the molasses control order by dated /10/06.1993 and consequently the state government has also decontrolled sale of molasses. After the decontrol, molasses is being sold in the open market by tender system to distilleries, cattle feed manufacturing etc. CANE DIVISIONAL OFFICE The are 10 cane divisional offices at the following places:
1. Eraiyur 2. V. Kalathur 3. Labbaikudikadu

4. Agramseegur 5. Puduvettakudi 6. Thamaraipoondi 7. Veppur 8. Perambalur

9. Krishnapuram 10. Arumbavoor

Emphasis on sugarcane management: Considerable knowledge and technology on sugarcane are available. The exploitation of such knowledge should be managed, cost effective and result oriented combining alertness, agility, imagination and skill of the chief manager based on sound principles of good management. The sugarcane management broadly cover the following areas: 1. cane area management 2. cane productivity 3. varietal management 4. cane quality management 5. plant & Raton crop management 6. sugar recovery management 7. harvest management 8. cane supply and transport 9. 9. R&D Management Cane Area Management: The required and potential cane for availability of 4.3 lakhs tones for 172 days duration in Tamil Nadu in respect of 2500 TCD sugar mill will range from 140000 to 23000 cres depending stabilized by efficient management. Cane Productivity Management: The yield / acre of the sugar mill zone range from 70-80 The as against 100-110 the of state average. This large gap in yield the has to be narrowed down. The strategy to be adopted is to look for a high yielding cane variety with all other suitable filed management. Early planting and harvest and poor plant crop will not an economic Raton crop.

Cane Quality Management: Cane quality improvement is possible, though difficult under prevailing tropical in Tamil Nadu. The climate, though favorable for high cane yield potential, is a major constraint for high sugar formation in cane sugar is a product of high variety, climate, comprising maximum and minimum temperature, R humidity and climate before harvest at 12-13 months age. Sugar Recovery Management: The sugar recovery is a function of cane quality and factory efficiency. High cane quality with higher sugar in cane. High juice enhances efficiency. The factory performance consisting steady crushing, better cane preparation, maximum mill extraction, high imbibitions, minimum down time, better clarification, lower final molasses purity will hike the sugar recovery. R&D Management on sugarcane: Top priority should be given for an efficient R&D wing both at the factory level and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest and disease control. Tissue culture by TNCSE in its technical wings. Certain aspects of cane management has to be pursued by cane department if necessary by having additional temporary staff to undertake further programmed in the field for improving sugar production in the field. SUBSIDIES Transport subsidy The transport charges only paid by the mill. Crop Insurance Action being taken for insuring the crops from this season onwards. ROADS Roads were laid under sugarcane Road development scheme for a distance of 48.6 ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the growers to transport the sugar cane to the mills.

In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70 lakhs laid by utilizing the area development fund. LOANS Loans were sanctioned to the cane growers under sugar development fund for digging and deepening of open wells and bore wells, purchase of oil Engines and electric motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane proceeds. The mill is also arranging loan through nationalized banks for digging of wells, purchase of pump sets oil engine tyre carts etc. SUGAR TO CANE GROWERS Sugar at concessional rate is distributed to the cane growers at the rate of Kg per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus free sale excise duty. R&D Management on sugarcane: Top priority should be given for an efficient R&D wing both at the factory level and TNCSE level. Seed technology, bio-fertilizers, and drip irrigation, bio agents for pest and disease control. Tissue culture by TNCSE in its technical wings. Certain aspects of cane management has to be pursued by cane department if necessary by having additional temporary staff to undertake further programmed in the field for improving sugar production in the field. SUBSIDIES Transport subsidy The transport charges only paid by the mill. Crop Insurance Action being taken for insuring the crops from this season onwards. ROADS Roads were laid under sugarcane Road development scheme for a distance of 48.6 ICM by spending Rs.182 lakhs to connect the villages with the main roads to enable the growers to transport the sugar cane to the mills.

In addition to this 54 roads for a distance of 46.6 ICMs by spending Rs.37.70 lakhs laid by utilizing the area development fund. LOANS Loans were sanctioned to the cane growers under sugar development fund for digging and deepening of open wells and bore wells, purchase of oil Engines and electric motors. So far a sum of Rs.254.33 lakhs received from the government of India Had been sanctioned to 2828 cane growers. The loan amounts are being recovered from the cane proceeds. The mill is also arranging loan through nationalized banks for digging of wells, purchase of pump sets oil engine tyre carts etc. SUGAR TO CANE GROWERS Sugar at concessional rate is distributed to the cane growers at the rate of Kg per tone of cane supplied to the mills subjected to a maximum of 25 kg at levy price plus free sale excise duty.

1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:
To study the competency level of the employees in the

organization. SECONDARY OBJECTIVES: To analyze the competencies of the employees in the organization.

To identify the methods which helps in measuring competencies

To find the best methods for developing competencies.

1. 5 SCOPE OF THE STUDY

1.This study titled competency mapping among the employee of Perambalur Sugar Mills Ltd., the researcher has give insight into various dimensional factors that influenced competencies, like factors on job related characters, attitudes of management . 2. This study will also help the management to the job related problems, increase motivational activities & develop the employees in such a way that their career goals are archived. 3. The result of the study helps the management to know about the short coming in managing the employees. Correction of the short coming helps the management to improve the efficiency of the organization. 4. Employees are considered for the study is order to understand how they mapping their talents with respect to their working environment & training provided by the company. top

1.6 LIMITATIONS OF THE STUDY

1. Probability of look of commitment from the employees. 2. The results cant be generalized for the other publications. 3. The period taken for this study is limited days. So time is the major limiting factor for this study. 4. The result of the study depends upon the information given by the employees, which may be biased.

1.7 REVIEW OF LITERATURE

Competency may be defined as one of the outcome of learning& development. competencies are the knowledge & skills that employees require to perform a job satisfaction, competency is a specific, identifiable, definable & measurable knowledge skills, ability and attitude, physical ability required to perform any given task. Identifying competencies is the basis for HR planning. It provide & training needs analysis once the individual competencies have been recognized the HR department can use this information to assess whether a particular task on designation is suited to that individual competency set.

-HRM by Ian Beardwell & Len holdem. Competencies are the collection of the knowledge, skills, attitudes beliefs or values and personality traits that are required for the job older to be successful in the job. Therefore, they do not include knowledge, but do include applied

knowledge or the behavioral application of knowledge that produce success. In addidition competencies do include skills, but only include observable behaviors related to motives. -Geomery of HR by S.Sadri, S.Jayasree, & M.Ajgaonkar. Competency may be defined as knowledge, experience & skills required to meet the demands of a role the aptitudes required to perform the role to the required standards. Competency is a process to identify key competencies for an organization and in corpararting those competencies through the various process (i.e job evaluation, training recruitment) of the organization. It is about identifying ideal behaviors and personal skills which distinguish expectation performance for the average work forces to follow competencies provide employees with concrete and objective information unable in all employment decisions. As a matter of fact competency is a behavioral & demonstrative ability that is informed to some degree by a conceptual perception competency mapping help the overall HRD process of an organization. -HRM by Thomas Cook. Competency is any personal traits, characteristics or skill which can be shown to be directly linked to effective or outstanding role performance. Competency mapping is the process successful a given job or role or a set of tasks at a given role or job into its constituent tasks or activities and identifying the competencies (technical managerial behavioral, conceptual, knowledge, an attitudes, skills etc,.) needed to perform the same successful. Company assessment is the extent to which a given individual or roles. Assessment centers use multiple method and multiple assessors to assess the competencies of a given individual or a group of individuals.

In order to enhance objectivity they use trained assessors and multiple methods including psychometric tests, simulation exercise, presentations in basket

exercise, interviews, role-plays group discussions etc,. the method to be used depend on the nature of competencies.

-HRM by Boots. Competencies are basis characteristics that can linked to enhance the performance by individuals or teams. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of company needs performance management, promotions, placements & training needs identification.

-HRM by Roberts, L.M.Mathis & John H.Jackson. McBer a Consulting Firm founded by David McClelland and his associate Berlew have specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new and yet simple methodology called the Behavior Event Interviewing (BEI) to map the competencies. With increased recognition of the limitations performance appraisal in predicting future performance potential appraisal got focused. And Assessment centers became popular in seventies. The setting up an Assessment center was in integral part of the HRD plan given to L&T by the IIMA professors as early as in 1975. L&T did competency mapping and could not start assessment centers until much latter as it was not perceived as a priority area. Though there are well-accepted guidelines and assessment tools such as psychometric tests, the assessors skill will play an important role in deciding when a gap calls for training and when it calls for redeployment Competency mapping comes in very useful in the following situations: candidate appraisal for recruitment; employee potential appraisal for promotion; training needs identification; performance diagnostics; and self-development initiatives.

 Apart from the above situations, organizations would also be well-advised to carry out a comprehensive, company-wide mapping exercise if it has never been done before. As is the case with any HR appraisal activity, competency mapping too places emphasis on transparency, objectivity and quantification.
Oh, and one more thing, I have used the word skill in some places and the word

competency in others. For the purpose of normal conversation, these words can be used interchangeably but, strictly speaking, the word competency covers the following: attitudes; knowledge; skill; and other characteristics of the individual (motives, values, traits, self-concept.
-Ashok

R. Sankethi, CEO, Kaybase

1.7 RESEARCH METHOLOGY

Research is an organized and systematic way of finding answers to questions. Research methodology is a way to systematically solve the research problems. RESEARCH DESIGN: Descriptive research design has been used. The descriptive research design refers to the characteristics of particular individual or group. UNIVERSE: Universe is the total population available for the study. In the case 119 employees of Perambalur sugar mills ltd were identified as universe. SAMPLE SIZE: Sample refers to the number of people under survey. The sample size selected for the study was 50 respondents in random from the organization. SAMPLE TECHNIQUES: Random sampling method is being used for the survey. A random sample is the one, in which unit of the population as an equal chance of being used for the survey. A

random sample is the one in which each unit of the population as an equal chance being included in it. SOURCES OF DATA:

Both primary and secondary data was utilized for the purpose of the study.
Primary data primary data include those data which are collected for the first time. A well designed structured questionnaire was prepared for this purpose. Secondary data It includes those datas which are collected for some earlier research work and are applicable in the study the researcher has presently undertaken. Secondary data was collected from encyclopedia, Magazines, Journals, internet etc.

DATA COLLECTION: The project work use primary work uses primary data. The primary data were collected through structured questionnaire. Personal interview technique was adopted to meet the respondents personally. The data were collected after explaining the questions. The secondary data were collected through employee data base (personal details of the respondents), magazines, journals etc. PILOT STUDY The pilot study was undertaken prior to the main study by the researcher. The purpose is to change the climate at work so that the human technological organization interfaces leads to better employee attrition. The research had discussion with the concerned authorities so as get the first hand information about the research problem frequent visit to the selected areas helps the researchers to finalize the research problem. PRETESTING:

Pretesting was done before entering into the primary data collection. The detailed pretending to the employee satisfaction were discussed with the chief manager it was helpful in further designing of the questionnaire and it was helpful in conducting he interview with the employees in the organization. The questionnaire was designed in English which are plan to gather data from the employees in the supervising level of the primary data were generated through the employees in order to evaluate the questionnaire by soliciting the response if

satisfaction level and also evaluate the performance level.

TOOLS USED FOR ANALYSIS: The data collected through survey have been careful and meaningfully analyzed by using well-established statistical tools and techniques. Important statistical techniques like, Percentage analysis Weighted average method Chi square PERCENTAGE ANALYSIS: In this analysis the various kinds of research are summed separately and the percentage of difference responses by the respondent in that category is found out by dividing the summed value by the total respondents. % of the respondents = Frequency of responses Frequency of the respondents WEIGHTED AVERAGE METHOD: The arithmetic mean, gives equal importance (or weight) to each value of individual observation in the data set. However, are situation in which value of individual observation in the data set is not of equal importance. Under these circumstances, we may attach to each observation value a weight w1,w2 w as an indicator of there X 100

importance perhaps because of size or importance and compute a weighted mean or average denoted by:

CHI-SQUARE TEST: Chi-square symbolically written as is a statistical measure with the help of which it is possible to assess the significance of the difference between the observed frequencies and expected frequencies obtained from some hypothetical universe chi square test enable us to test whether more two population portions can be considered equal. In order that chi-square test may be applicable both the frequencies must be grouped in the same way and the theoretical distribution must be adjust to give the same total frequencies which is equal to that of observed frequencies is calculated with the help of the following formula. 2 = (Oi-Ei)2/ Ei Where, O = Observed Frequency E = Expected Frequency Expected frequency = Total no. of rows*Total no. of columns/Grand total Formula for chi- square test: a) Expected value= (Row total* column total)/ grand total b) Hypothesis testing Null hypothesis (HO):<condition> c) Significant level Level =<value>with degree of freedom=<value> d) Calculated value

Chi-square [(observed value-expected value)2 /expected value]+.. Table value By considering the table value and calculated value. Final decision wheather to accept the Null hypothesis or rejected null hypothesis is made.

DATA ANALYSIS AND INTERPRETATIONS Table 2.1

EXPERIENCE OF THE RESPONDENTS S. No 1 2 3 4 Year Experience Below 2 yrs 2-5 yrs 5-10 yrs Above 10 yrs Total of Frequency 4 5 3 38 50 Percentage (%) 8 10 6 76 100

Chart No: 2.1

Year of Experience INTERPRETATION: From the above table it is cleared that 76% of the respondents are having above 10 years experience.

Table 2.2 AGE OF THE RESPONDENTS

S. No 1 2 3 4 Age Below 30 yrs. 31-40 yrs. 41-50 yrs. Above 50 yrs. Total Frequency 3 8 2 37 50 Percentage (%) 6 16 4 74 100

Chart No: 2.2

C Table 2.3

GENDER OF THE RESPONDENTS

S. No 1 2 Gender Male Female Total Frequency 48 2 50 Percentage (%) 96 4 100

Chart No: 2.3

Gender of the respondents INTERPRETATION: From the above table it is found that 96% of the respondents are male. But only 4% of the respondents are female.

Table 2.4 EDUCATIONAL QUALIFICATION OF RESPONDENTS

S. No 1 2 3 4 Educational Qualification SSLC HSC Graduate Diploma Total 9 17 8 16 50 18 34 16 32 100 Frequency Percentage (%)

Chart No: 2.4

Educational qualification INTERPRETATION: From the above table it is cleared that 34% of workers are qualified in HSC, 32% of the workers are qualified in diploma,18% of the workers are qualified in SSLC.

Table No: 2.5 MARITAL STATUS OF THE RESPONDENTS

S. No 1 2 Marital Status Married Unmarried Total Frequency 50 0 50 Percentage (%) 100 0 100

Chart No: 2.5

Marital status INTERPRETATION: From the above table it is found that 100% of the respondents are married.

Table No: 2.6 SALARY OF THERESPONDENTS

S. No 1 2 3 4 Salary(month) Below Rs.7000 7000-8500 8500-10000 Above 10000 Total Frequency 2 5 36 7 50 Salary of the respondents Chart No: 2.6 Percentage (%) 4 10 72 14 100

INTERPRETATIONS: The above table analyses that 72% of the respondents are get monthly income of Rs. 8500-Rs.10000 and 14% of the respondents get monthly income of Rs.10000.

Table 2.7 OPINION ON ORGANIZATION EXPERIENCED ANY SETBACKS IN THE LACK OF COMPETENT PEOPLE
S. No Opinion To great extent To least extent Not at all Total Frequency Percentage (%)

1 2 3

12 34 4
50 Chart No:2.7

24 68 8
100

INTERPRETATION: From the above table it is concluded that 68% of the respondents have agreed to a least extent that the organization lack of competent people. But the 24% of the respondents have only agreed to great extent on this statement.

Table 2.8 OPINION PATH

S. No 1 2 3 4 5 Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Frequency 13 21 4 7 5 50 Percentage 26 42 8 14 10 100

ABOUT

MAPPING

THE

COMPETENCIES

FOR

FURTHER DEVELOPMENT NEEDS AND TO ATTAIN CAREER

Chart No: 2.8

Competencies for further development needs and to attain career path INTERPRETATION: From the table it is finalized that 42% of the respondents agreed that they are ready to map their competencies for future development needs and to attain career path. But 26% of the respondents strongly agree on this statement.

Table 2.9 OPINION

S. No

ON

MANAGEMENT
Opinion To great extent To least extend Not at all

BELIEF

IN

BUILDING
Percentage (%) 50 38 12 100

COMPETENCY BASED ORGANIZTION 1 2 3

Frequency 25 19 6 50 Total Chart No: 2.9

INTERPRETATION: From the above table it is concluded that 50% of the respondents have agreed to a great extend that the management believe in building a competency-based on organization. But almost 38% of the respondents have agreed to a least extent on this statement.

Table 2.10 OPINION ON TOP MANAGEMENT WILLINGNESS TO BUILDING COMPETENCIES OF THE EMPLOYEES ON A CONTINUOUS BASIS
S. No 1 2 3 Opinion To great extent To least extent Not at all Frequency 26 23 1 50 Percentage (%) 52 46 2 100

Total

Chart No: 2.10

INTERPRETATION: From the above table it is found that 52% of the respondents have agreed to a great extend and 46% of the respondents agreed to a least great extend that the top management is willing to invest time and effort in building competencies of the employees on a continuous basis.

Table 2.11 TRAINING PROGRAM IMPROVE COMPETENCY

S. No 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly Disagree Total Frequency 1 14 19 12 4 50 Percentage (%) 2 28 38 24 8 100

Chart No: 2.11

Need of training programs INTERPRETATION: From the above table it is finalized that 38% of the respondents neutrally and 28% of the respondents agreed that the training improve competencies.

Table 2.12 OPINION ON ORGANIZATION COMPARING THE EMPLOYEES PERFORMNCE AGAINST KEY POSITION
S. No 1 2 3 4 5 Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Frequency 12 19 15 3 1 50 Percentage (%) 24 38 30 6 2 100

Chart No: 2.12

Comparing the employees performance against key position

INTERPRETATION: From the above table it is found that 38% of the respondents agreed that organization compares their performance against key positions and organization competencies. But same time 30% of the respondents neutrally on this statement.

Table 2.13 OPINION

S. No 1 2 3 4 5

ON

MOTIVATION

FROM
Frequency 10 20 15 3 2 50

CO-WORKERS
Percentage (%) 20 40 30 6 4 100

ACHEIVEMENT
Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Chart No: 2.13

Motivation from co-workers achievement INTERPRETATION: From the above table it is finalized that 40% of the respondents have agreed that the achievement of the co-workers motivate them to improve the competencies in which they are weak. But at the same time 30% of the respondents neutrally on this statement.

Table 2.14 OPINION ABOUT HAVING COMPETENCY MEASUREMENTS

S. No 1 2 3 Opinion To great extent To least extent Not at all Total Frequency 27 18 5 50 Percentage (%) 54 36 10 100

Chart 2.14

INTERPRETATION: From the above table it is concluded that 54% of the respondents have agreed to a great extent and 36% of the respondents only agrees to a least extent that the performance appraisal have a measure of competencies separately for each individual level.

Table 2.15 OPINION ABOUT PROMOTION POLICY IN THE ORGANIZATION HAVING SOME FORM OF COMPETENCY ASSESSMENT
S. No 1 2 3 Opinion To great extent To least extent Not at all Total Frequency 22 19 9 50 Percentage (%) 44 38 18 100

Chart 2.15

INTERPRETATION: From the above table it is concluded that 44% of the respondents have agreed to a great extent and 38% of the respondents have only agreed to a least extent that the promotion or promotion policies in the organization require some form of competency assessment

Table 2.16
OPINION ABOUT THE TOP MANAGEMENT USING MULITIRATER ASSESSMENT OR 360 DEGREE FEEDBACKS FOR EMPLYEE DEVELOPENT S. No 1 2 3 Opinion To great extent To least extent Not at all Total Frequency 25 20 5 50 Percentage (%) 50 40 10 100

Chart No: 2.16

INTERPRETATION: From the above table it is clear that 50% of the respondents agreed to a great that the top management believe in using 360% feedback for employee development. But the same time 40% of the respondents agreed to a least extent on this statement.

Table 2.17 OPINION ON TALENT AND EXCELLENCE

S. No 1 2 3 Opinion To great extent To least extent Not at all Total Frequency 27 22 11 50 Percentage (%) 54 24 22 100

Chart No: 2.17

INTERPRETATION: From the above table concluded that 54% of the respondents agreed to great extent and 24% of the respondents that agreed to that least extent on talent and excellence.

Table 2.18
OPINION S. No 1 2 3 4 5 ON TOP MANAGEMENT BELIEVETHE Frequency 20 25 2 1 2 50 SUCCESS OF ORGANIZATION DEPENDS ON HAVING COMPETENT MANAGERS Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Percentage (%) 40 50 4 2 4 100

Chart No : 2.18

Top management believes the success of organization depends on having competent managers. INTERPRETATION: From the above table it is cleared that 50% of the respondents agreed and 40% of the respondents strongly agree that the top management believe that the success of the organization depends on having competency managers.

Table 2.19
OPINION ON SUFFERED ANY DRAWBACKS, PROFIT, PRODUCTION, ETC.. S. No 1 2 3 Opinion To great extent To least extend Not at all Total Frequency 20 24 6 50 Percentage (%) 40 48 12 100

Chart No: 2.19

INTERPRETATION: From the above table that clear 48% of the respondents agreed least extent but the same time 40% of the respondents that agreed to great extent in suffered an drawbacks, production, profit etc..,

CHI-SQUARE TEST
NULL HYPOTESIS: There is no significant relationship between scientific and systematic training in the organization and promotion. ALTERNATIVE HYPOTESIS: There is significant relationship between scientific and systematic training in the organization and promotion. TEST STTATISTICS: 2 = (Oi-Ei)2/ Ei Where, O = Observed Frequency E = Expected Frequency Expected frequency = Total no. of rows*Total no. of columns/Grand total

Chi square test

Null Hypothesis: Ho: There is no significant relationship between scientific and systematic training in the organization and promotion Alternative Hypothesis: H1: There is significant relationship between scientific and systematic training in the organization and promotion.

Table 2.1.1
Relationship between scientific and systematic training in the organization and organization valuing talent and excellence Opinion on Strongly training/ Organization valuing talent and 7 11 3 21 12 6 1 19 6 3 0 9 0 1 0 1 0 0 0 0 25 21 4 50 excellence To great extend To least extent Not at all Total agree Agree Neutral Disagree Strongly disagree Total

Degree of freedom = (r-1) (c-1) = (5-1) (3-1) =8 Level of significant = 5% The table value of chi square in the degree of freedom at 5% level of significant = 15. 5 Calculated value = 6.768 By comparing the table and calculated value, calculated value is less than the table value. so we are accepting the null hypothesis and we are rejecting the alternative hypothesis. INFERENCE: This shows that there is no significant relationship between respondents opinion on scientific and systematic training in the organization and promotion.

WEIGHTED AVERAGE METHOD

TABLE 2.1.2
Various competencies of the employees in the organization RANK 1 2 3 4 5 INFERENCE: From the above table it is estimated that the employees of Perambalur sugar mills ltd Have high level of relationship building, Self confidence and team work. But they are weak in initiative and risk taking COMPETENCIES Relationship Building Self confidence Team work Vision & standards Initiative and risk taking WEIGTED MEAN 2.16 1.8 1.7 1.6 1.44

TABLE 2.1.3
Various methods which helps the employees to measure competencies RANK 1 2 3 INFERENCE: From the above table it is estimated that the employees Choose performance Appraisal and succession planning as the best methods which help them to measure their competencies. METHODS Performance Appraisal Succession planning 360 Degree feedback WEIGHT MEAN 2.84 1.86 1.44

TABLE 2.1.4
Various methods to demonstrate and develop competencies

RANK 1 2 3 4

METHODS Apprenticeship Job rotation Potential Appraisal Training program

WEIGHTED MEAN 2.06 2 1.84 1.56

INFERENCE: From the above table it is estimated that the employees of Perambalur Sugar mills ltd., chooses Apprenticeship and training programs in their organization as the best methods to demonstrate and develop their competencies.

3. FINDINGS, SUGGESTIONS AND CONCLUSION

3.1 FINDINGS Around 68% of the respondents are agreed to least extent, and 24% respondents are agreed not at all in this organization experienced any setbacks in the lack of competent people. Around 42% of the respondents are neutrally, but the same time26% of the respondents Agree with organization needs competencies for further development needs and to attain career path. 50% respondents agreed to least extent and 38% of the respondents not at all for belief in building a competency based on organization. 38% of the respondents neutrally and 28% of the respondents agreed that there is need of training program. 38% of the respondents agreed that organization compares their performance against key positions and organization competencies. But same time 30% of the respondents neutrally on this statement.

50% of the respondents agreed to a great that the top management believe in using 360% feedback for employee development. But the same time 40% of the respondents agreed to a least extent on this ststement.

54% of the respondents agreed to great extent and 24% of the respondents that agreed to that least extent on talent and excellence.

 50% of the respondents agreed and 40% of the respondents strongly agreed that the top management believe that the success of the organization depends on having competency managers.

44% of the respondents have agreed to a great extent and 38% of the respondents have only agreed to a least extent that the promotion or promotion policies in the organization require some form of competency assessment.

48% of the respondents agreed great extent but the same time 40% of the respondents that agreed to least extent in suffered an drawbacks, production, profit etc.., Using weighted average method Relationship building, Self confidence and, Team work. This all are the important competencies needed for the employees in organization.
Using weighted average method, performance appraisal is the best method for

measure competencies in organization. Using weighted average method Apprenticeship and job rotation

This are the methods used to develop the competencies in organization. Chi square test that shows there is no significant relationship between respondents opinion on scientific and systematic training in the organization and promotion.

3.2 SUGGESTIONS

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

The employees should improve their 360 degree performance appraisal. It will help to measure the competencies at good way.

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

help to develop the organization

3.3 CONCLUSION

Competency mapping is very important to all organization. All organization would like to improve their competencies in their organization. Work out competencies for this role if necessary with the help of job analysis specialist or an internal member who has knowledge of competency mapping. Circulate these others and ask various departments to do it on their won. Circulate samples of competencies done by others. This method is help to improve the competencies in Perambalur Sugar Mills Ltd., The training programs is to improve scientific and systematic training in the organization and promotion. Motivation is to improve their competencies in which they are weak. Employees lack in taking initiatives and risk in Perambalur Sugar Mills Ltd. The employees take initiatives and risk it will improve their competencies.

APPENDIX-I QUESTIONNAIRE A study on competency mapping of employees in Perambalur Sugar Mills Ltd,..
1. Name 2. Designation 3. Years of Experience 4. Age : : : : Below 2yrs 5-10 yrs Below 30yrs 2-5yrs Above 10 yrs 31-40 yrs

41-50 yrs 5. Sex 6. Educational qualification Diploma 7. Marital status 8. Salary : : Female SSLC

Above 50 yrs Male HSC Graduate Unmarried 7000-8500 Above 10000

: :

Married Below RS.7000 8500-10000

9. Has your organization experienced any set backs in the recent past due to lack of competent people? To great extent To least extend Not at all 10. Are you ready to map your competencies to for future development needs and to attain career goals. Strongly agree Agree Neutral Disagree Strongly disagree 11. Does your management believe in building a competency- based organization? To great extent To least extend Not at all 12. Is your top management willing to invest time and effort in building competencies of your employees on continuous basis? To great extent To least extend Not at all 13. Do you agree that various training programs in your organization will improve your competency? Strongly agree Agree Neutral Disagree Strongly disagree 14. Do you agree that training in your organization is based on scientific, or at least systematic, identification of competency gaps and competency needs? Strongly agree Agree Neutral Disagree Strongly disagree 15. Do you think that your organization compares your performance against key position and organizational competencies? Strongly agree Agree Neutral Disagree Strongly disagree 16. The achievements of the co-workers motivate you to improve the weak competencies. Do you agree? Strongly agree Agree Neutral Disagree Strongly disagree 17. Does your performance appraisal have a measure of competencies separately for each individual level or function or group of jobs. To great extent To least extend Not at all 18. Does promotion (or promotion policy) in your organization require some form of competency assessment? To great extent To least extend Not at all

19. Does your top management believe in using multi-rate assessment or 360 degree feedback for employee development? To great extent To least extend Not at all 20. Does your organization improve talent and excellence? To great extent To least extend Not at all 21.Does your top management believe that the success of your organization depends on having competent managers? Strongly agree Agree Neutral Disagree Strongly Disagree 22. Have you suffered any drawbacks, profit, production, marketing, customer etc. To great extent To least extend Not at all 23. Estimate your competency? Excellent V. Good Good Poor 1. Relationship Building 2. Vision & standards 3. self confidence 4. Team work 5. Initiative & Risk taking 24. Estimate the method which helps you to measure competencies 1. Performance appraisal 2. succession planning 3.360 degree feedback 4. Potential appraisal 25. How will you estimate the methods to demonstrate and develop your competency 1. Apprenticeship 2. Various training programs 3. Job rotation 4. Job Assignment

5. Volunteer Role 26. Rate the following 1 Performance appraisal 2. succession planning 3.360 degree feedback 4. Potential appraisal .
I.

Five

four

three

two

one

For exceeds acceptable standards. (5) Better than acceptable standards. (4) Quite acceptable performance (3) Not quit up to acceptable standards(2) Fails to meet acceptable standards (1)

II. III. IV. V.

26. Job related skills / competencies Technical skills 5 4 3 2 1

Work with an attitude to learn new things 5 4 3 2 1

Always work with positive attitude to produce qualitative results. 5 4 3 2 1

T o voluntary steps to address existing and potential problems at the work places. 5 4 3 2 1

27. Interpersonal & communication skills Enjoy working with in origination employees and able to contribute to learn from the employees. 5 4 3 2 1

Communicate clearly with others.

Respective correction 5 4 3 2 1

28. Personal competencies Able to work with limited supervisions 5 4 3 2 1

Honest and sincere towards the work and responsibility. 5 4 3 2 1

29. Knowledge competencies Detailed Knowledge of materials and tools used for assembling. 5 4 3 2 1

Operational Knowledge of machines & tools 5 4 3 2 1

Knowledge on product testing 5 4 3 2 1

APPENDIX-II Oi 7 12 6 0 0 11 6 3 1 0 3 1 0 0 0 Ei 10.5 9.5 4.5 0. 5 0 8.82 7.9 3.8 0.42 0 1.7 1. 52 1.72 0.08 0 Oi-Ei -3.5 2.5 1.5 -0. 5 0 2.18 -1.9 -0.8 0. 58 0 1.3 -0. 52 -0.72 -0.08 0 Total (Oi-Ei)2 12.5 6.25 2.25 0.25 0 4.75 3.61 0.64 0.33 0 1.69 0.27 0. 52 0. 0064 0 (Oi-Ei)2/ Ei 1.17 0.66 0. 5 0. 5 0 0. 54 0.46 0.17 0.80 0 0.99 0.17 0.72 0.08 0 6.768

REFERENCES:

C.R Kothari, Research Metodology, Wishva prakasham publication, Reprint, 2006. K.Aswathappa(2007),Human Resource Management Fifth edition.

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

Subha Rao, Human Resource ManagementMumbai,imalaya publishing house. S.Sadri, S.Jayasree, & M.Ajgaonkar., Geomery of HR Roberts, L.M.Mathis & John H.Jackson, Human Resource Management Thomas Cook, Human Resource Management.

Websites :

www.citehr.com www.google.com www.managementparadise.com