competency maping
TRANSCRIPT
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A STUDY ON COMPETANCY MAPPING IN
TAMILNADU NEWSPRINT AND PAPERS LTD, KARUR
A PROJECT REPORT
Submitted by
PRASATH.G
Register No: 098001608033
In partial fulfillment for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
MAHENDRA ENGINEERING COLLEGE
NAMAKKAL
MAY 2011
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MAHENDRA ENGINEERING COLLEGE
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK
MAY 2011
This is to certify that the project entitled
A STUDY ON COMPETANCY MAPPING IN
TAMILNADU NEWSPRINT AND PAPERS LTD KARUR
Is the bonafide record of project work done by
PRASATH.G
Register No: 098001608033
Of MASTER OF BUSINESS ADMINISTRATION during the year 2010-2011.
Project guide Head of the Department
(N.SUGANTHI)
Submitted for the Project Viva-Voce examination held on ..
.......................
(Signature of Internal (Signature of External
Examiner with date) Examiner with date)
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DECLARATION
I affirm that the project work titled A STUDY ON COMPETANCY MAPPING
IN TAMIL NADU NEWSPRINT AND PAPERS LTD., KARUR being submitted in
partial fulfillment for the award ofMASTER OF BUSINESS ADMINISTRATION is the
original work carried out by me. It has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any other University.
G.PRASATH
098001608033
I certify that the declaration made above by the candidate is true.
Mrs.N.SUGANTHI
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ACKNOWLEDGEMENT
I express my deepest sense of gratitude to the God Jesus the Almighty for the
abundant blessing without which the study would have never been light of the day.
I hereby acknowledge my sincere gratitude to the Mahendra Engineering College and
Dr. R. SAMSON RAVINDRAN B.E., M.S., M.B.A., PhD(Solar Energy)., PhD(Bio-
Engg)., F.I.E, C.E.(India) M.I.S.T.E., Principal, Mahendra Engineering College and the
Management for giving me an opportunity to undergo M.B.A Degree course and to undertake
this Project work.
I wish to express my deep sense of gratitude to Mr.R.ARIVALAGAN M.Com.,
MBA. B.Ed., M.Phil. HOD In-charge, Department of Management Studies, Mahendra
Engineering College.
I owe my reverential gratitude to my faculty guide Mrs.N.SUGANTHI MBA., M
Phil., (PhD) for his valuable suggesting and constructive criticisms rendered at each stage of
the project. Under his guidance I have been available to conduct the study and complete it
successfully.
I express my thanks to Mr. SAIRAM MBA , Manager, Human resources
department, training center TNPL, Mr. M. CHINNAPARAJ and Mr.M. IRUDHAYARAJ
staff members in TNPL who kindly provided their helping hand for doing the project work.
I acknowledge the immense help rendered by family and friends without whom the
effort would not have been possible.
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CONTENTS
CHAPTER
NO.PARTICULARS
PAGE
NO.
LIST OF TABLES
LIST OF CHART
1 INTRODUCTION 1
1.1 INDUSTRY PROFILE 2
1.2 COMPANY PROFILE 7
2 DESIGN OF STUDY
2.1 OBJECTIVES OF THE STUDY 20
2.2 SCOPE OF THE STUDY 20
2.3 LIMITATIONS OF THE STUDY 21
2.4 STATEMENT OF THE PROBLEM 21
2.5 REVIEW OF LITERATURE 22
2.6 RESEARCH METHODOLOGY 26
3 ANALYSIS AND INTERPRETATION 29
4 FINDINGS, SUGGESTIONS
4.1 FINDINGS 73
4.2 SUGGESTIONS 75
5 CONCLUSION 76
6 APPENDICES
6.1 SOURCE 77
6.2 QUESTIONNAIRE 78
7. REFERENCE 82
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LIST OF CHART
S.NO PARTICULARS PAGE NO
3.1 Gender level of employees 30
3.2 Age level of employees 32
3.3 Marital status 34
3.4 Location status 36
3.5 Income level 38
3.6 Experience status 40
3.7 Desirable traits 42
3.8 Employees involvement 45
3.9 Changes in workplace 47
3.10 Time investing in competency 49
3.11 Employee coaching 51
3.12 Emergency work issues 53
3.13 Competent employees 55
3.14 Measuring competencies 57
3.15 Requirement promotion policy 59
3.16 Decision making skills 61
3.17 Involvement in new situations 63
3.18 Research in expensive items 65
3.19 Problem solving 67
3.20 Job rotation 69
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CHAPTER 1
1. INTRODUCTION
Competency mapping is a process through which one assesses and determines
ones 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.
PURPOSE OF COMPETENCY MAPPING:
Effectiveness of an organization is the summation of the required competencies
in the organization.
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans of the employees
Succession Planning
Restructuring of the organization
Inventory of competencies for future planning
1.1 INDUSTRY PROFILE
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Once Upon A Time In Americathe closing years of the 18th
century are well
remembered as the time of the American Revolutionary War when the American
colonies fought for independence-the toll was high in human life. The world would
never be the same. During the same period, another revolution was taking place. The
process of making paper in the American Colonies at the time was still made by hand,
sheet by individual sheet. Through those turbulent war years another revolution was
taking place. The paper industry was being converted to mechanization. Paper making
inventions abounded and the toll would be hardships, displacements and financial ruin
or gain depending which revolution a person was involved in. Paper making and
America would never be the same.
1.1.1 Introduction
The paper industry has an important social role to play for the country. Use of
paper is considered as an index of cultural growth. Key social objectives of the
Government like eradicating illiteracy, making primary education compulsory etc. are
very much related to the paper industry. The paper industry is also contributing
towards fulfillment of various requirements of the industry as a whole like
information dissemination, publicity etc. which in turn stimulate industrial growth of
the country. The paper industry has, thus, a catalytic role to play not only for the
overall growth of the industry but also for the living standards of the people. The new
millennium is going to be the millennium of the knowledge. So demand for paper
would go on increasing in times to come. Because of paper industrys strategic role
for the society and also for the overall industrial growth, it is necessary that the paper
industry performs well.
1.1.2 Capacity, production, raw material and import
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Government has completely de-licensed the paper industry w.e.f. 17th July,
1997. The entrepreneurs are now required to file an Industrial Entrepreneur
Memorandum with the Secretariat for Industrial Assistance for setting up a new paper
mill or substantial expansion of the existing mill in permissible locations.
The industry is a priority industry for foreign collaboration and foreign equity
participation up to 51% receives automatic approval by Reserve Bank of India.
Foreign investment even up to 100% is approved by FIPB on case to case basis.
Several fiscal incentives have also been provided to the paper industry, particularly to
those mills which are based on non-conventional raw material.
There are, at present, about 515 units engaged in the manufacture of paper and
paperboards and newsprint in India. The country is almost self-sufficient in
manufacture of most varieties of paper and paperboards. Import, however, is confined
only to certain specialty papers. To meet part of its raw material needs, the industry
has to rely on imported wood pulp and waste paper. The production of paper and
paper board during the year 2001-02 is 31.62 lakhs tones. The installed capacity,
production and import of Paper and Paperboard of the last six years are shown in the
graph.
The proportion of non-wood raw material based paper is increasing over the
years. At present about 60.8 per cent of the total production is based on non-wood raw
material and 39.2 per cent based on wood. Fiber- wise share of production is shown in
the graph.
The performance of the industry has been constrained due to high cost of
production caused by inadequate availability and high cost of raw materials, power
cost and concentration of mills in one particular area. Several policy measures have
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been initiated in recent years to remove the bottlenecks of availability of raw
materials and infrastructure development. To bridge the gap due to short supply of
raw materials, duty on pulp and waste paper and wood logs/chips have been reduced.
The capacity utilization of the industry is low at 62% as about 194 paper mills,
particularly small mills are sick and/or lying closed. Several policy measures have
been initiated in recent years.
Imports of paper and paper products were growing over the years. However, it
has decreased during 2000-2001. Actual import was 3.05 lakh tones in 1997-98, 2.71
Lakh tones in 1998-99, 2.77 lakh tones in 1999-2000 and 1.52 (Provisional) lakh
tones in 2000-01. The import of paper and paper products up to February, 2002 is
1.44lakh tones.. About 1, 40,000 tons of paper was exported in 2000-01 mainly to the
neighboring countries.
1.1.3 Consumption
Paper industry is of cyclical nature and the global paper industry being on
comeback trail, the Indian paper Industry has also started looking up. Indias per
capita consumption of paper is around 4.00 kg, which is one of the lowest in the
world. With the expected increase in literacy rate and growth of the economy, an
increase in the per capita consumption of paper is expected. The demand for upstream
market of paper products like tissue paper, tea bags, filter paper, light weight online
coated paper, medical grade coated paper, etc. , is growing up. These developments
are expected to give fillip to the industry.
1.1.4 Paper Industry in India
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Paper industry in India is the 15th largest paper industry in the world. It
provides employment to nearly 1.5 million people and contributes Rs 25 billion to the
government's kitty. The government regards the paper industry as one of the 35 high
priority industries of the country. Paper industry is primarily dependent upon forest-
based raw materials. The first paper mill in India was set up at Sreerampur, West
Bengal, in the year 1812. It was based on grasses and jute as raw material. Large scale
mechanized technology of papermaking was introduced in India in early 1905. Since
then the raw material for the paper industry underwent a number of changes and over
a period of time, besides wood and bamboo, other non-conventional raw materials
have been developed for use in the papermaking. The Indian pulp and paper industry
at present is very well developed and established. Now, the paper industry is
categorized as forest-based, agro-based and others (waste paper, secondary fiber, bast
fibers and market pulp).In 1951, there were 17 paper mills, and today there are about
515 units engaged in the manufacture of paper and paperboards and newsprint in
India. The pulp & paper industries in India have been categorized into large-scale and
small-scale. Those paper industries, which have capacity above 24,000 tones per
annum are designated as large-scale paper industries. India is self-sufficient in
manufacture of most varieties of paper and paperboards. Import is confined only to
certain specialty papers. To meet part of its raw material needs the industry has to rely
on imported wood pulp and waste paper. Indian paper industry has been de-licensed
under the Industries (Development & Regulation) Act, 1951 with effect from 17th
July, 1997. The interested entrepreneurs are now required to file an Industrial
Entrepreneurs' Memorandum (IEM) with the Secretariat for Industrial Assistance
(SIA) for setting up a new paper unit or substantial expansion of the existing unit in
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permissible locations. Foreign Direct Investment (FDI) up to 100% is allowed on
automatic route on all activities except those requiring industrial licenses where prior
governmental approval is required. Growth of paper industry in India has been
constrained due to high cost of production caused by inadequate availability and high
cost of raw materials, power cost and concentration of mills in one particular area.
Government has taken several policy measures to remove the bottlenecks of
availability of raw materials and infrastructure development. For example, to
overcome short supply of raw materials, duty on pulp and waste paper and wood
logs/chips has been reduced.
1.2 COMPANY PROFILE
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TNPL was incorporated in April 1979 as a public limited company under the
provisions of the companies Act 1956.The registered office of the company is situated
at 67, Mount road, Guindy, Chennai-32.The factory is situated at Kagithapuram in
Karur District of Tamilnadu. Tamil Nadu Newsprint and Papers Ltd is the largest
bagasse, an agricultural residue, based paper unit in India. The company is in the
business of manufacturing and marketing of newsprint and printing & writing papers.
The products are being marketed throughout the country and also being exported to
30 countries around the world. Their manufacturing facility is located at
Kagithapuram in Karur District of Tamil Nadu. Tamil Nadu Newsprint and Papers
Ltd was established by the Government of Tamil Nadu in April 1979 as a public
limited company. The primary objective of the company is to produce newsprint and
printing & writing paper using bagasse, a sugarcane residue, as the primary raw
material. The company started their commercial production in the year 1985. During
the year 1994-95, the company undertook expansion programme and doubled their
capacity from 90,000 TPA to 1, 80,000 TPA. During the year 1998-99, the company
signed a MoU with Quena Newsprint, Egypt for providing technical assistance and
support for erection of a Newsprint and Paper Mill in Egypt. The mill was
successfully commissioned during the year 2000-01. During the year 2000-01, the
company introduced a new versatile all purpose cut size paper under the brand name
TNPL OS 2000. Also, they formally launched 'TNPL Canfields' copier paper in the
Australian market. In March 2001, the company increased the wind farm capacity
from 15 MW to 18 MW, by installing 4 nos of 750 KW each wind turbines at
Devarkulam. During the year 2002-03, the company commissioned the Bio-
methanation plant to treat around 12000 cu m of biogas (methane) per day, to be used
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as fuel in the lime-kiln. They completed the upgrades of both Beloit and Voith paper
machines and production capacity increased from 180,000 TPA to 230,000 tpa.
During the year, the company launched a new product named Hitech Maplitho plus
with 90% brightness and improved optical properties. Also, they entered into a long
term agreement with Terra Energy Ltd, a subsidiary company of Thiru Arooran
Sugars for procuring bagasse in exchange of steam. During the year 2003-04, the
company upgraded the paper machines and pulp mills at a capital outlay of Rs. 140
and increased the installed capacity form 180000 Mts to 230000 Mts per annum. In
March 2004, the company installed 3 nos of 1250 kw capacity wind turbines at
Devarkulam, thereby enhancing the overall wind farm capacity from 18 MW to 21.75
MW. During the year 2004-05, the company introduced two new products, namely,
TNPL Offset Printing and TNPL Elegant Printing. They entered into a long term
agreement with Tamil Nadu Forest Plantation Corporation Ltd for continuous supply
of pulpwood. In February 2006, the company increased the wind farm capacity from
21.75 MW to 28 MW by installing 5 Nos. of 1250 KW wind energy generators at
Devarkulam. During the year 2006-07, the company installed 6 wind electric
generators of 1250 KVA each and increased the wind farm capacity from 28 MW to
35.5 MW. They installed a 200 tpd Cut Pack line during the year and increased the
conversion capacity from 150 tpd to 350 tpd. The company received Special Export
Award from CAPEXIL in recognition of outstanding export performance. They
received the 'Best Energy Conservation Award' for the year 2007 from the
Government of Tamil Nadu. They also received TERI Corporate Environmental
Award 2008 for the efforts towards environmental management and innovative
initiatives among corporate. The company installed new 300 tpd state-of-the-art
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Hardwood Pulp Line with ECF bleaching and a 500 tpd ECF bleach plant for
Chemical Bagasse Pulp with supporting system. They also set up a state-of-art Clonal
Propagation and Research Centre (CPRC) for producing about 1.5 crore high quality
clones per annum. The company has initiated action for which would augment the
paper production capacity from 2,45,000 tones per annum to 4,00,000 tones per
annum utilizing the surplus pulp generated under the Mill Development Plan. The
company is also undertaking the Life cycle Extension programme, under which the
Paper Machine 1 installed during 1985 will be upgraded. The company plans to
increase the plantation area by about 15,000 acres per annum to reach the target of
one lakh acres by the year 2012-13. They also propose to install a 400 tpd dry process
cement plant within the factory complex converting the waste fly ash and lime sludge
generated in the factory, into high quality cement. There are 4800 employees work in
TNPL in that 1800 are permanent employees and remaining 3000 are contract
employees
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1.2.1 Board of directors:
Thiru M F Farooqui, I.A.S. Chairman
Thiru Md Nasimuddin, I.A.S. Managing Director
Thiru A Velliangiri Deputy Managing Director
Thiru Atulya Misra, I.A.S. Director
Tmt Anita Praveen, I.A.S. Director
Thiru V R Mehta Director
Thiru V Narayanan Director
Thiru RR. Bhandari Director
Thiru R L Narasimhan Director
1.2.2Their Business
The Company is manufacturing & marketing of Newsprint and printing &
writing papers using bagasse, a sugarcane residue, as the primary raw material.
Production commenced from the year of 1985.Capacity is 90,000 tons per
annum (TPA) Newsprint & writing paper.
In the year 0f 1996 they doubled the production gone up to 180,000 TPA by
purchasing another paper machine.
In the year of 2003the production increased to 230,000 TPA. Currently the
production is 245,000 TPA.
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1.2.3 Features of Tnpl:
TNPL is the largest commercially successful bagasse based plant in the world
and a mill with the largest production capacity in India at a single location.
The only paper mill in India assisted by the World Bank.
The expansion was completed in a record period of 30 months and the
company reached the rated capacity of 180,000tpa with a short span of time
The company use bagasse pulp to the extent of 60% to make the printing &
writing Bagasse having weak fiber, hence to meet the market demand for
paper, the company use chemical hardwood pulp and imported chemical with
the bagasse pulp to add the required strength.
From the inception, the company has been performing exceedingly well both
on the technical and financial front started maintaining Zero inventory of the
finished paper 1stb of its linked in paper industry.
The product quality is well accepted in the market and company is the market
leader in the computer stationary & copier segment.
Presently, the company has two fastest, new generation paper machines in the
country. the mill has the worlds finest equipment, advanced and sophisticated
on-line process and a quality control system. It is ably supported by cutting
edge Research and Development activities in line with the global trends.
Barter system with nearby sugar mills to procure bagasse in exchange for fuel
under barter on unique arrangement to ensure uninterrupted supply of bagasse.
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1.2.4 On line integrated information systems (oils)
The OIIS is a mini ERP package developed by CMC ltd for TNPL integrates
the flow of information from all the sections of the company covering production,
materials, finance, marketing etc..,
1.2.5 Vision
To be the market leader in the manufacture of eco-friendly world class papers
adopting innovative technologies.
1.2.6 Mission
Attain leadership in paper technology.
Promote the usage of bagasse in the manufacturing of newsprint and printing
& writing paper.
Minimize environmental impact and become environment friendly.
1.2.7 Quality policy
TNPL is committed to manufacture and supply eco-friendly papers to
customers satisfaction with emphasis on continual improvements in its
quality management system
Quality standardization without compromise on environment is being
accomplished with online quality control at various stages of production
TNPL has obtained the ISO 9001-2000 certification from RWTUV of
Germany for design, development, manufacture and supply of newsprint and
printing & writing paper.
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1.2.8 Environment policy
Produce eco-friendly quality papers adopting innovative technologies.
Provide a cleaner environment by sustained R&D effort and continued process
improvements.
Comply with all relevant environmental legislation & regulation.
Conserve and optimize the usage of resources viz.., power, water, fossil fuels
and raw materials like bagasse and wood.
1.2.9 Energy Management Policy
Maximize the usage of eco-friendly agro waste fuels for generation of energy.
Continue improvements in process and equipments for efficient generation
and usage of energy
Involvement of all employees for cost reduction in generation of system and
efficient utilization of the same
Contributing to the energy needs of the state and export the surplus power.
Reduce the specific energy consumption by 2% every year of 5 years through
various energy conservation measures.
1.2.10 Occupational Health and Safety Policy (Ohs)
Implementation, maintenance and continual improvement of OHS
management system.
Adopting appropriate operating practices and procedures to minimize hazards,
risks, accidents and occupational illness.
Conducting periodical medical check-up to minimize occupational health
hazards
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Raining the employees OHS awareness
Providing suitable personal protective equipments as required.
Compliance with all applicable legal and regulatory requirements related to
OHS.
Minimizing usage of hazardous materials.
1.2.11 Paper Making Process
1.2.11.1 PULPING PROCESS
Hard wood pulping
Chemical bagasse pulping
1.2.11.2 Bagasse suppliers
Sakthi Sugars - Appakudal
Salem co-operative Sugar Mills - Mohanur
EID Parry India Ltd - Pugular & Petavaithalai
Kallakurichi co-operative Sugar Mills Unit-II - Kagithapuram
Thiru Arooran Sugar Ltd - A.Cittur, Tirumandangudi
The surplus bagasses available with other sugar mills are purchased on cash
and carry basis. The annual requirement of bagasse is around 7 lakh MT.
The other raw material wood is mainly procured from TAFCORN and forest
department, Govt of Tamilnadu apart from private sources. The annual
requirement of wood is around 4 lakh MT. Eucalyptus-Hybrid is the variety is
of wood available in plenty in TN and variety is mostly used in pulping.
Based on availability and price the hardwood pulp is procured both from the
Scandinavian countries.
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1.2.11.3Bagasse handling/receiving system
Bagasse received from sugar mills is unloaded in hydraulically operated
tripling system and passed system and passed through depicters to separate
pith and fiber. The pith is sent to the boilers directly through conveyors to be
used as fuel the depicted bagasse is stored in the open yard through boon
stackers.
If the bagasse is already depicted in sugar mills, the depicter is by passed and
taken to boom stacker directly. The bagasse is allowed to be cured at least for
45 days before it is taken up for pulping. The bagasse from the storage yard is
reclaimed through Dozer-Loader Conveyor system to reclaim chest.
It is then washed to remove waste materials screened and then taken up for
pulping in mechanical bagasse street and chemical bagasse streets. The pith
separated through side hill screens and passed through pith press for
dewatering and sent to power boilers through conveyors for burning fuel. The
bagasse handling system designed to handle 5000 tons of bagasse per day. The
bagasse yard is having the capacity of store 5 lakh tons of bagasse.
1.2.11.4 Chemical bagasse pulping
The chemical bagasse pulp has two streets, CBP#1 & CBP#2 in separate
location. In each of the streets, the washed bagasse is cooked in the twin cube
continuously digesters. After cooking, the pulp is blown continuously to a
common blow tank in the respective street.
The cooked bagasse pulp from the blow tank is washed in a three stage
counter current rotary vacuum filter and stored in high-density storage chest.
The pulp is then cleaned in pressure screens with slotted baskets, thickened
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and stored in pulp water. The cooking chemical extracted from the pulp
washing is known as weak black liquor and same is sent to recovery plant to
recover spent chemicals and is re-circulated. The chemical bagasse streets
have a combined capacity to produce 420 bdt bleached pulps every day.
Currently chemical bagasse pulp line bleaching process is converted from
conventional CEH sequence to elemental chlorine free(ECF) process thus
enabling the mill to produce bagasse pulp of high brightness. The process
removes the use of Elemental Chlorine (gas) as the bleaching agent, thus
making the bagasse pulping process more environmentally friendly
1.2.11.5 Hard wood pulping
The Eucalyptus and other tropical hardwood logs are drawn the wood yard and
chipped in the Disc chippers for chipping the hard wood logs, two disc chippers of
capacity 30 bd mt per hour each has been installed. The chips are then screened and
stored in the silo; the chips are drawn to the hard wood pulp mill, using the chip
extraction screw installed at the bottom of the silo. The chips are taken into the hard
wood cooking plant throughout the belt conveyor, which is directly feeding the chip
screw conveyors. The hard wood pulp line has a super batch cooking plant followed
by a modern fiber line. The digester plant consists of 3*200m3 digesters two liquor
accumulators and two atmospheric tanks.
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1.2.11.6 The Super Batch Cooking Concept Includes the Following Cooking
Sequences
Combined chip and impregnation liquor fill
Hot black liquor treatment
Hot cooking liquor charge
Heating and cooking
Terminal displacement
Pump discharge
1.2.12 PAPER MACHINES
S.No Particulars PM 1 PM 2
1. Supplier Beloit Walmsley, UK Voith, Germany
2. Products Printing & Writing Paper Newsprint & PWP
3. Normal Operating Speed 650 Meters/Min 850 Meters/Min
4. Annual Capacity 110,000 MT 120,000 MT
5. Deckle Width 6.80 Meters 6.60 Meters
6. Finished Production/day 350 MT 450 MT
7. Year of commissioning 1985 1996
1.2.13 MAKING PROCESS
The different varities of pulp stored towers in pulp mill are drawn into pulp
receiving chests in paper machine. The individual pulps receiving chests in
refiners to develop strength and blended by the ratio controllers in the blend
chest in the required proportion. Synthetic size, size fixing agent and filler like
Hydrex_p aremixed with pulp in the blend chests. Depending upon the grade
and the quality requirements, special chemicals like Hydrex_p, dry strength,
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etc.., will also be added at the blend chest. From the blend chest, the blend
pulp is transferred to machine chest.
The mix passed through a control refiner, diluted with machine back water,
deaerated and cleaned stock is finally screened through pressure screens and
sent to paper machine. The retention and drainage aid called RDA chemicals
are also added here.
The paper machines have paper forming section consisting of head box and a
twin wire former. The sheet formation takes place on the synthetic wire with
large quantum of dewatering. At Tri nip press
Sheet is further dewatered to 40% consistency by application of hydraulic
pressure. The dewatered moisture is absorbed by felts.
The proper sheet passes through a 5 groups of(4 groups in case of PM2) steam
heated dryers to achieve the desired dryness. The paper then passes through a
two-roll calendar stalk for controlling the surface properties of paper and
subsequently passed control process control scanner where ash, moisture,
color, and basis weight(GSM) are measured by an Online Process Control
System then the paper is spooled on to empty shells termed as Jumbo Rolls.
The paper in jumbo roll is termed as Machine Production. The jumbo rolls
cut into reels of different sizes depending upon the market needs and rewound
on paper core. The core is produced in-house. The reels are either sent for
packing. The weight after finishing and packing of the paper is termed as
finished production.
The difference between the machine production and finished production is
finishing loss which is normally expressed as 10% of machine production. The
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waste produced in the course of finishing of paper is termed as broke and the
same is re-pulped and used in the process.
The company has three sheet cutters having a capacity of 150 MT/day.
1.2.13.1 The Broad Product Ranges of TNPL are
News Print
Printing & Writing
1.2.13.2 In printing & writing paper the following 9 types are there
Cream wove
Hitch Nap Litho
Copy Crown
Book Printing
Ultra White Nap Litho
Elegant Printing
Radiant Printing
TNPL Copier
Offset Printing
Newsprint is normally manufactured in 49 gsm reels and directly sold by the
company to the various newspaper establishments such as The Hindu,
Dinamalar, Malayala Man aroma, Anandha Bazaar Patkari etc..,
Printing and writing newspaper is manufactured in reel and sheet forms with
the gsm varying from 5 to 90 various sizes of reels and sheets are also cut to
suit the customer requirements. Some of the major end use segments of
printing and writing newspaper are book publication, note books computer
stationary, office, stationary, copier, diary, calendars etc..,
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CHAPTER II
DESIGN OF THE STUDY
2.1 OBJECTIVES OF THE STUDY:
To study the competency level of the employees in the organization and
identifying the gaps in required and existing competencies.
To identification of existing competencies with the target group (Individual
Competency Mapping)to identify the various attitude of the successful
performance for job function.
To identify the job competencies in terms of Knowledge, skills and attitudes
required for employees to perform their job efficiently & effectively.
To give suitable sujjession to improve the competency level of the employee.
2.2 SCOPE OF THE STUDY:
The Scope of the study involved during the project period with the overall Job
competencies of managerial and executive level in TNPL.
To identify the individual and group of training needs.
The overall study with the
Job analysis
Job description
Job identification
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2.3 BENEFITS OF THE STUDY
Recruitment & selection
Performance management
Succession planning
Training & development
Reward management
Potential assessment
Career planning
Job design & grading
2.3 LIMITATIONS OF THE STUDY:
The employees may give biased information.
On having 1800 employees we have only limited time to make the project so
we made our project from 100 employees.
It creates some conflict between the employees in the organization.
2.4 STATEMENT OF THE PROBLEM
The topic is competency mapping in Tamil nadu newspaper and print ltd.
It helps to understand the competency level given by the organization and appraising
practices and employee expectation, and employees needs and wants. It further helps
to improve competency level in the above said organization.
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2.5 REVIEW OF THE LITERATURE
2.5.1 The roots of competency approach:
Michael Crozier shocked the management community by defining the
organization as imperfect social compromises .Far from being scientific constructs he
depicted a complex organization as a reflection of its actual degree of competency.
Despite a growing interest of competency among mangers and human resource
professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950s and early 1970s. In that
regard, John Flanagans work (1954) and Dave McClellands studies (1970) might be
cited as two landmark efforts that originally invented the concept of competency.
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool.
Later in 1986 William Trochim developed the concept map into a strategic planning
tool for use in the design of organizational components. Trochim's technique differs
significantly from Novak's original school of thought. While Novak's maps are
generated for an individual, Trochim's are generated by a group.
2.5.2 History of competencies:
John Flanagan (1954)
A seminal article published by John Flanagan in 1954 established Critical
Incidents Technique as a precursor to the key methodology used in rigorous
competency studies. Based on studies of US Air Force pilot performance, Flanagan
concluded that the principle objective of job analysis procedures should be the
determination of critical requirements. These requirements include those which have
been demonstrated to have made the difference between success and failure in
carrying out an important part of the job assigned in a significant number of
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instances. From here, critical incidents technique was originally discovered. Critical
incidents itself can be defined as a set of procedures for systematically identifying
behaviors that contribute to success or failure of individuals or organizations in
specific situations. Flanagans work, while not strictly about competencies, was
important because it laid the foundation for a new approach to examining what people
do. In a later form, the critical incidents technique would resurface to focus around
significant behavioral events that distinguish between exemplary and fully-successful
performers. It is Flanagans critical incidents technique that sixteen years later
inspires David McClelland to discover and develop the term of competency.
Benjamin Bloom (USA)
In mid fifties BENJAMIN laid the foundation for identifying educational
objectives bydefining KSA, s needed to be developed in education. The educational
objectives developed by them were grouped under the cognitive domain.
David McClelland (Harvard Psychologist)
He pioneered the Competency Movement across the world and made it a
global concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner experience
brought out several new dimensions of the competency. These competencies exposed
by Mc .Cleland dealt with effective domain in Blooms terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book
on competency model developments. It was with Boyatzis that job competency came
to widely understood to mean an underlying characteristic of a person that leads or
causes superior or effective performance. Boyatzis was explicit in describing the
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importance of clearly-defined competency as reflected in specific behavior and clearly
defined performance outcomes when he wrote that the important points is that
specificactions cause, or lead to, the specified results. Certain characteristics or
abilities of the personenable him or her to demonstrate the appropriate specific
actions(Boyatzis, 1982, p. 12).As founding developer of competency modeling in the
United States, Boyatzis grounded competency interventions on documented
behavioral indicators that caused or influenced effective job performance. Boyatzis,
like Flanagan, stressed the importance of systematic analysis in collecting and
analyzing examples of the actual performance of individuals doing the work. The
method for documenting the actual performance was collected through the behavioral
event interview (BEI), an intensive face-to-face interview that involves soliciting
critical incidents from performers and documenting what the performers thinking and
doing during the incidents (BEI technique will be explained further in Appendix
section).
David McClelland (Harvard Psychologist)(1986)
He pioneered the Competency Movement across the world and made it a
global concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner experience
brought out several new dimensions of the competency.
Benjamin Bloom (USA) (1998)
He laid the foundation for identifying educational objectives by defining KSA,
s needed to be developed in education. The educational objectives developed by them
were grouped under the cognitive domain.
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Richard Boyatzis (2000)
He wrote the first empirically-based and fully-researched book on competency
model developments. It was with Boyatzis that job competency came to widely
understood to mean an underlying characteristic of a person that leads or causes
superior or effective performance. Boyatzis was explicit in describing the importance
of clearly-defined competency as reflected in specific behavior and clearly defined
performance outcomes when he wrote that the important points is that specific
actions cause, or lead to, the specified results.
William Trochim (2002)
He developed the concept map into a strategic planning tool for use in the
design of organizational components. Trochim's technique differs significantly from
Novak's original school of thought. While Novak's maps are generated for an
individual, Trochim's are generated by a group.
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2.6 RESEARCH METHODOLOGY
2.6.1 Introduction
Research Methodology is a way to systematically solve the research
problems. It may be understand as a science of studying how research is done
scientifically. It includes the overall research design, the sampling procedure, data
collection method and analysis procedure.
2.6.2 Research design
In the study have use descriptive project the researcher use descriptive
research design in the study. It involves surveys and fact finding enquires of different
kinds. The major purposes of descriptive research are the state of affairs, as it exists
at present.
2.6.3 Sampling Technique
The sampling technique adopted for this research purpose is Random
sampling.
2.6.4 Population Size
The total population of the organization was 1800 employees.
2.6.5 Sample Size
The sample size for this research is100.
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2.6.6 Data Collection
Data refers to information or facts. It includes numerical figures,
qualitative and quantitative information. There are two types of data collection
method.
Primary Data.
Secondary Data.
2.6.7 Primary Data
A primary data is a data which is collected for the first time for a
particular interest to collect more information. In this study, the primary data was
collected through questionnaire.
2.6.8 Secondary Data
Secondary Data consists of information that already exists somewhere
have been collected for some other purpose. In this study, secondary data was
collected from company website, magazines, journals and books.
2.6.9 Statistical Tools
The followings are the tools used by the researcher to interpret the data and
to provide conclusion for the study.
Percentage Analysis
Chi-square Test
Rank analysis
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2.6.10 Percentage Analysis
It is the most commonly used method for analyzing the collected data;
Percentage refers to a statistical kind of ration. It is used for making comparison
between two or more series of data. Percentage is used to describe, relationship
among the no. of respondents and percentage can also be used to compare the relative
term, the distribution of two or more series of data.
2.6.11 Chi-square Test
It can be used to determine if categorical data shows dependency or two
classifications are independent. It can also be used to make comparisons between
theoretical population and actual data when categories are used computing chi-square
test following formula has been used.
The calculated value of chi-square is measured with the table value of chi-
square for given level of significance usually at 10 percent level. If the calculated
value (C.V) is less than the tabulated (T.V), then the null Hypothesis is accepted and
otherwise it is rejected.
2.6.11 Rank correlation
In statistics, rank correlation is the study of relationships between different
rankings on the same set of items. A rank correlation coefficient measures the
correspondence between two rankings and assesses its significance.
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Chart3.1
Gender level of employees
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Table 3.2
Age level of employees in TNPL:
S.No Age Percentage
1 25-30 10
2 31-35 20
3 36-40 25
4 41-above 45
Total 100
SOURCE: Primary data
INFERENCE:
From the above chart and diagram shows that maximum of the 45%
employees are in the age group of 41 years and above, 25% employees are in the age
group of 36-40, 20% employees in the age group of 31-35 and the minimum of 10%
employees in the age of 25-30 years.
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Chart 3.2
Age level of employees
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Table 3.3
Marital status of employees in TNPL:
S.No Marital status Percentage
1 Married 85
2 Unmarried 15
Total 100
SOURCE: Primary data
INFERENCE:
From the above table expose that the maximum of 85% are married and
unmarried are 15% employees in the total 100 respondents.
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Chart 3.3
Marital status of employees in TNPL:
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Table 3.4
Location status of employees in TNPL:
S.No Location Percentage
1 Rural 39
2 Semi urban 20
3 Urban 41
Total 100
SOURCE: Primary data
INFERENCE:
From the above table shows that most of the employees in TNPL are come
from the urban area, the employees from the urban area are 41, the second maximum
was 39 employees from rural area and the lowest 20 employees from the semi urban
area.
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Chart 3.4
Location status of employees in TNPL:
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Table 3.5
Income level of employees in TNPL:
S.No Salary Percentage
1 Up to 10000 20
2 10000-20000 25
3 20000-30000 55
Total 100
SOURCE: Primary data
INFERENCE:
From the above table there are maximum of 55% employees get the salary
between the -20000-30000 rs monthly salary, the second place have 25% employees
get the 10000-20000 monthly and finally 20% employees get with in 10000rs salary.
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Chart 3.5
Income levels of employees in TNPL:
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Table 3.6
Experience status of employees in TNPL
S.No Experience Percentage
1 Less than 1 year 15
2 1-3 years 10
3 4-6 years 20
4 7-10 years 25
5 More than 10 years 30
Total 100
SOURCE: Primary data
INFERENCE:
From the above table the 7-10 years category have the maximum 37%, then
more than 10 years are 30%, 4-6 categories have 20% and less than 1 year category
have only 3% from the 100 respondents of TNPL.
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Chart 3.6
Experience status of employees in TNPL
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Table 3.7
Desirable traits of the employees in TNPL
S.No Opinions Percentage
1 Ethical Values 10
2 Loyalty 30
3 Hard Work 30
4 Dedication 15
5 Professionalism 15
Total 100
SOURCE: Primary data
INFERENCE:
This above table contains the desirable traits, the loyalty and hard work have
the same of 30%, and dedication and professionalism have 15% and the ethical value
have the minimum of 10% from the 100 respondents in TNPL.
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Chart 3.7
Desirable traits of the employees in TNPL
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Table 3.8
Employers involvement in work place
S.No Opinions Percentage
1Extremely
important30
2 Very important 50
3 Quite important 20
4 Not at all 0
Total 100
SOURCE: Primary data
INFERENCE:
The above table exposes the employee involvement in TNPL. It have
maximum of 55% in the category of very important, the second maximum of 20% in
quite important, 25% of extremely important and the not at all category have the nil
from the 100 respondents.
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Chart 3.8
Employers involvement in work place
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Table 3.9
Changes in work place
S.No Opinion Percentage
1 Yes 45
2 No 55
Total 100
SOURCE: Primary data
INFERENCE:
The above table contains the categories of yes or no of the changes from the
company. The category NO has the maximum of 55% and the YES have the least of
45% in the table.
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Chart 3.9
Changes in work place
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Table 3.10
Investing time to build the competencies
S.No Opinion Percentage
1 Yes 80
2 No 20
Total 100
SOURCE: Primary data
INFERENCE:
The above table tells about the investing time to build the competencies in the
work place, the category YES have 80% and NO have the 20% in 100 respondents.
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Chart 3.10
Investing time to build the competencies
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Table 3.11
Employee coaching in the organization opining
S.NoOpinion Percentage
1 Yes 81
2 No 19
Total 100
SOURCE: Primary data
INFERENCE:
This table contains the categories of yes and no for the employee coaching for
their feature. The table 3.10 tells that 81% of employees of YES and 19% of NO in
the 100 respondents.
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Chart 3.11
Employee coaching in the organization
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Table 3.12
Emergency work issues in workplace
S.No Opinion Percentage
1 Yes 95
2 No 5
Total 100
SOURCE: Primary data
INFERENCE:
The above tables have the question of the emergency work in the department
pf TNPL. The table contains the maximum of 95% YES and the 5% of NO from the
100 respondents.
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Chart 3.12
Emergency work issues in work place
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Table 3.13
Competent employees in the work place
S.No Opinion Percentage
1 Yes 85
2 No 15
Total 100
SOURCE: Primary data
INFERENCE:
The above tables have the question that thetop management of TNPL believes
that success on the competent employees, the respondents made the answer of 85% of
YES and 15%.
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Chart 3.13
Competent employees in the work place
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Table3.14
Measuring competencies for each employees
S.No Opinion Percentage
1 Yes 55
2 No 45
Total 100
SOURCE: Primary data
INFERENCE:
The above table contains the question ofperformance appraisal have a
measure of competencies separately for each and every employees in TNPL. In the
table have 55% of YES and 45% from the 100 respondents.
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Chart 3.14
Measuring competencies for each employees
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Table 3.15
Requirement of promotion policy in competency assessment
S.No Opinion Percentage
1 Yes 89
2 No 11
Total 100
SOURCE: Primary data
INFERENCE:
The above table has the statement of is the promotion policy in TNPL requires
some form of competency. The respondents in TNPL exposes that the 89% of YES
and 11% of NO.
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Chart 3.15
Requirement of promotion policy in competency assessment
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Table 3.16
Decision making skills
S.No
Opinion Percentage
1 Yes 90
2 No 10
Total 100
SOURCE: Primary data
INFERENCE:
The table shows the decision making skills of 100 respondents in
TNPL. It shows that 90% says YES and 10% says NO.
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Chart 3.16
Opinion reg Decision making skills
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Table 3.17
Opinion reg Involvement in new situations
S.No Opinion Percentage
1 Yes 91
2 No 9
Total 100
SOURCE: Primary data
INFERENCE:
The table shows the answer for the statement of preferring the involvement in
the new situations of the employees in TNPL. The maximum of 91% employees says
YES and 9% says NO to involving in the new situations in the organization.
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Chart 3.17
Involvement in new situations
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Table 3.18
Exhaustive researching for expensive items
S.No Opinion Percentage
1 Yes 94
2 No 6
Total 100
SOURCE: Primary data
INFERENCE:
This table ask the question of before buying quite expensive items to
department, can you do some exhaustive research, the employees tells that 94% of
YES and 6% of NO.
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Table 3.18
Exhaustive researching for expensive items
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Table 3.19
Come back and get out of the problems in TNPL
S.No Opinion Percentage
1 Yes 83
2 No 17
Total 100
SOURCE: Primary data
INFERENCE:
The table shows the skills of comeback and gets rid of the problems in TNPL,
the employees have mark the 83% of YES and 17% of NO.
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Chart 3.19
Come back and get out of the problems in TNPL
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Table 3.20
Job rotation
S.No Opinion Percentage
1 Yes 76
2 No 24
Total 100
SOURCE: Primary data
INFERENCE:
The table shows the answer for accepting the job rotation in TNPL, It tells that
79% of respondents say YES and 24% of respondents say NO.
Chart 3.20
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Job rotation
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CHI - SQUARE
1. Chi- square calculation for Experience and Involvement.
INVOLVEMENT------------------------
EXPERIENCE
EXTREMELY
IMPORTANT
VERY
IMPORTANT
QUITE
IMPORTANT
NOT
AT
ALL
TOTAL
LESS THAN 1
YEAR
9 3 3 0 15
1-3 YEARS 4 4 2 0 10
4-6 YEARS 9 10 1 0 20
7-10 YEARS 5 13 7 0 25
MORE THAN 10
YEARS
3 20 7 0 30
TOTAL 30 50 20 0 100
Ho: there is no relationship between experience and involvement.
H1: there is a relationship between experience and involvement.
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(Oi Ei)
Chi-square =
Ei
Level of significant = 5%
Degree of freedom = (r-1) (c-1) = 12
Calculated value:-
S.NOOBSERVED
FREQUENCY
(Oi)
EXPECTED
FREQUENCY
(Ei) (Oi
Ei)
(Oi-
Ei)2
(Oi-Ei)2
---------
Ei
1 9 4.5 4.5 20.5 4.5
2 3 7.5 -4.5 20.5 2.7
3 3 3 0 0 0
4 0 0 0 0 0
5 4 3 1 1 0.3
6 4 5 -1 1 0.5
7 2 2 0 0 0
8 0 0 0 0 0
9 9 6 3 9 1.5
10 10 10 0 0 0
11 1 4 -3 9 2.25
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12 0 0 0 0 0
13 5 7.5 -2.5 6.25 0.83
14 13 12.5 0.5 0.25 0.02
15 7 5 2 4 0.8
16 0 0 0 0 0
17 3 9 -6 36 4
18 20 15 5 25 1.6
19 7 6 1 1 0.16
20 0 0 0 0 0
TOTAL 19.6
Calculated value = 19.6
Table value = 21.026
Therefore by using the chi-square for the above given table it is found that the
calculated value is less than the tabulated value. So, Ho is accepted.
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TABLE-3.24
RANKING ANALYSIS THAT INFLUENCE THE EMPLOYEERELATION
(WEIGHTED AVERAGE METHOD)
SCORES0=(XiWi)
-----------Wi
RANK
S.NO
FACTORS
1 2 3 4 5
Xi 10 20 25 32 13
Wi 5 3 2 1 4
1 Ethical
value
XiWi50 60 50 32 52
16.22
Xi15 10 20 25 30
Wi 4 5 3 2 1
2 Experience
Status
XiWi60 50 60 50 30
16.66
INFERENCE:
In this study the above table shows that, the most priority of experiences given the
rank 16.66 / I rank, and Ethical value has the least priority with the rank of 6.22 II rank.
Hence Experience Status have given the most priority
1
2
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CHAPTER IV
FINDINGS AND SUGGESTION
4.1 FINDINGS
Out of 100 respondents, the male employees are occupying 65%.
From the study we find that 40% of respondents are above the age of 41.
According to the observation 85% of respondents are married.
There are 41% of employees are from urban area.
We find that 55% of employees earn the income from 20000 30000.
From the study it is clear that 30% employees have more than 10 years of
experience.
According to the observation 30% of respondents give first preference to the
traits of loyalty and hard work.
It is observed that 50% of employees give very importance to the involvement
in TNPL.
The 55% TNPL employees are neglecting the changes in their work place.
We know that the 80% employees of TNPL have accepted that their top
management willing to invest time and effort building competencies of the
employees on a continuous basis.
We observed that 81% of employees say yes for that the organization gives
more opportunities to enrich their skills by conducting the competency based
coaching scheme.
From the observation 95% of employees in TNPL take more effort to
complete the urgent work in the absence of other employee.
It is clear that 85% of employees accept that the top management of TNPL
believes that the competent employees are the main reason for the
organizations success.
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The survey shows that 55% of employees accept that TNPL have measure
their competency separately in all types of the management.
The study exposes that 89% of employees have the promotion policy in TNPL
require some form of competency assessment.
The study shows that 90% of employees have the skill to take the quick
decision in any type of situations.
91% of employees are preferred to involve in to new situations according to
the department.
The study shows that the more and more of 94% of employees made some
research before buying some expensive items.
There are 83% of employees in 100 respondents have easily shrug and set
back from the problems in their organization.
The study tells that 76% of employees in TNPL are accepting the job rotation
to improve the knowledge in the work place.
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4.2 SUGGESTION
The company can change the work environment because 65% of employees
says they must have the change in the work place in made some modificationsthe employees satisfy and do the work sufficiently.
The company can modify the performance evaluating system to satisfy all the
employees.
The company can give advance training program according to the new
technologies to the employees to make interest.
Counseling program can be altered according to the employees needs and
wants to make more useful and to solve problems.
The company can change job enrichment for the employees so that employees
get motivated soon.
There are 10% of employees were not able to take their own decisions, on
giving some motivation the company must change their attitude.
There are 11% of employees have not able to get the competency assessment
fully the management must made the more competency assessment.
There are 5% of employees are not able to take the opportunities of the other
employees.
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CHAPTER V
5.1 CONCLUSION:
The present study attempt to know competency mapping at TNPL, for that the
researcher framed certain questionnaire. Some objectives were also framed.
Hypothesis was put for analysis. Sample was collected randomly. One hundred
samples were collected. After collecting the data they were analyzed by using some
statistical tool are used such as chi-square test. From the study it found that
employees are motivated properly. But some expectations are expected by the
employees. So the organization could consider fulfilling their needs.
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CHAPTER-VI
APPENDICES
6.1 SOURCES
www.google.com.
www.citehr.com
www.jagooindia.com
www.addedv.com
www.tnpl.com
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A STUDY ON COMPETANCY MAPPING
6.2 QUESTIONAIRE
Respected madam/sir,
As a part of my project I would like to gather some
information from you which will help me in an in depth study of project. I would be
obliged if you co-operate with me in filling the questionnaire. Since the questionnaire
is being used for academic purpose, the information gathered will be strictly
confidential.
Kindly fill the following
1. Name :
2. Designation :
3. Department :
4. Qualification :
5. Age : (a) 25 to 30 (b) 31 to 35 (c) 36 to 40 (d)
41 above
6. Marital status : (a) Married (b) Unmarried
7. Location : (a) Rural (b) Semi Urban (c) Urban
8. Income level : (a) Up to 10000 (b)10000 to 20000 (c) 20000
to 30000
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9. How long have you been with your current employer?
(a)Less than 1 year
(b)1 to 3 years
(c)4 to 6 years
(d)7 to 10 years
(e)More than 10 years
11. What according to you are the most desirable traits of any employee from
the employees
Perspective in TNPL?
(a)Loyalty _________________
(b)Hard work _______________
(c)Dedication _______________
(d)Professionalism _______________
12 How important is to you have your employers involvement in TNPL
development?
(a)Extremely important
(b)Very important
(c)Quite important
(d)Not at all
13. Do you want any changes according to your work place in TNPL?
(a) Yes
(b) No
Others please specify _____________________
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14. Is your top management willing to invest time and effort in building
competencies of
Your employees on a continuous basis?
(a) Yes
(b) No
Others please specify _____________________
15. Do your organization intended to coach employees for future careers in
your own
Organization? Or do you have a competency based coaching scheme?
(a) Yes
(b) No
Others please specify _____________________
16. If there is a emergency work in your department on that day your
opposite shift person
take leave for 2 days, can you finish the work till its complete?
(a) Yes
(b) No
Others please specify _____________________
17. Does your top management of TNPL believe that success of your
organization depends
on having competent employees?
(a) Yes
(b) No
Others please specify _____________________
18. Does your performance appraisal have a measure of competencies separately
for each? Individual level or function or group of jobs (top, middle, R&D etc)?(a) Yes
(b) No
Others please specify _____________________
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19. Does promotion or promotion policy in TNPL require some form of
competency assessment?
(a) Yes
(b) No
Others please specify _____________________
20. Can you make the decision quickly and instinctively?
(a) Yes
(b) No
Others please specify _____________________
21. Can you prefer to involve into new situations where anything according toyour Department?
(a) Yes
(b) No
Others please specify _____________________
22. Before buying quite expensive items to department, can you do some
exhaustive research?
(a) Yes
(b) No
Others please specify _____________________
23. Are you a sort of the person who can easily shrug of a set back and keep on
going?
(a) Yes
(b) No
Others please specify _____________________
24. Do accept that the job rotation in TNPL can improve employees working skills?
(a) Yes
(b) NoOthers please specify _____________________
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CHAPTER VII
REFERENCE
Research Methodology Methods & techniques by C.R. KOTHARI, New
Age international publishers, New Delhi-110 002.
Competency Management- A practitioners Guide by R.Palaniappan,
Specialist Management Resources Sdn Bhd
Armstrong, Michael (2006). A Handbook of Human Resource Management
Practice (10th ed.). London.
"Competency Mapping". The Columbia Encyclopedia (Sixth ed.). Columbia
University Press.
Towers, David. "Competency mapping essays".
http://www.towers.fr/essays/hrm.html. Retrieved 2007-10-17.
Golding, N. (2010) "Strategic Human Resource Management" in Beardwell, J.
and Calydon, T. (2010) Human Resource Management A Contemporary
Approach, FT Prentice Hall
Storey, J. (2007) "What is strategic HRM?" in Storey, J. (2007) Human
Resource Management: A Critical Text, Thompson.