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TRANSCRIPT
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CHAPTER- I
1.1 INTRODUCTION
COMPETENCY MAPPING
Competence is a standardized requirement for an individual to properly perform a
specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve
performance. More generally, competence is the state or quality of being adequately or well
qualified, having the ability to perform a specific role.
Competency mapping is The ability to do something well
A competency mapping is description of skill, traits, experience and knowledge required
for a person to be effective in a job. For instance, management competency includes the traits of
systems thinking and emotional intelligence, and skills in influence and negotiation. A person
possesses a competence as long as the skills, abilities, and knowledge that constitute that
competence are a part of them, enabling the person to perform effective action within a certain
workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still
lose a competence if what is needed to do a job well changes.
THE COMPETENCIES HAVE FIVE CHARACTERISTICS
* Motives: Things a person consistently thinks about or wants that cause action, motives drive,
direct and select behavior towards certain actions. Example achievement motivation people
consistently set challenging goals for themselves, take responsibility for accomplishing them and
use the feedback to do better
* Traits: Physical characteristics and consistent responses to situations. Good eyesight is
physical traits of a pilot. Emotional Self Control and initiative are more complex consistent
responses to situations.
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* Self Concept: A person's attitude value or self-image. A person's values are reactive or
respondent motives that predict what a person would do in the short run. Example: A person who
values being a leader would be more likely to exhibit leadership behavior.
* Knowledge (Information a person has in a specific work area) Example: An accountant'sknowledge of various accounting procedures.
* Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency
includes analytical thinking. The ability to establish cause and affect relationship.
THE FOUR GENERAL COMPETENCES
Meaning Competence: Identifying with the purpose of the organization or communityand 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 competenciesthings an individual must demonstrate to be effective in ajob, role, function, task or duty, an organizational level, or in the entire organization.
3. Personal competenciesaspects of an individual that imply a level of skill,
achievement, or output.
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Managerial
Competencies which are considered essential for staff with managerial or supervisoryresponsibility in any service or program area including directors and senior posts. Some
managerial competencies could be more relevant for specific occupations, however they are
applied horizontally across the Organization, i.e. analysis and decision-making, team leadership,
change management, etc.
Generic
Competencies which are considered essential for all staff, regardless of their function orlevel, i.e. communication, program execution, processing tools, linguistic, etc.,
Technical/functional
Specific competencies which are considered essential to perform any job in the
Organization within a defined technical or functional area of work, i.e. environmental
management, industrial process sectors, investment management, finance and administration,
human resource management, etc.
LEVELS OF COMPETENCY:
Practical competency - An employee's demonstrated ability to perform a set of tasks.
Foundational competence - An employee's demonstrated understanding of what and why
he / she is doing.
Reflexive competence (An employee's ability to integrate actions with the understanding
of the action so that he / she learn from those actions and adapts to the changes as and when
they are required.
Applied competence - An employee's demonstrated ability to perform a set of tasks with
understanding and reflexivity.
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APPLICATION LEVELS OF A COMPETENCY
Advanced: Demonstrate high level of understanding of the particular competency to
perform fully and independently related tasks. 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: Demonstrate 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 ASSESSMENT
Competency assessment is the assessment of the extent to which a given individual or a
set of individuals possess these competencies required by a given role or set of roles or levels of
roles. Assessment centers use multiple methods and multiple assessors to assess the
competencies of a given individual or a group of individuals.
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Competency based assessment is a system for assessing a persons knowledge and skills.
Assessment is based on actual skills and knowledge a person can demonstrate the workplace or
in other relevant contexts. Competency based assessment is also a system for providing portable
qualifications against company recognized competency standards.
In competency based assessment system, it is recognized that learning can come from a
variety of sources, both on the job and off the job, formal and informal. Recognition is given for
prior learning and for skills and knowledge which can already be show.
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A TYPICAL COMPETENCY-BASED ASSESSMENT PROCESS IS
ILLUSTRATED IN THE DIAGRAM BELOW
Self-assessment The process starts by the individual assessing themselves against thecompetency standard. At this stage the individual needs to compile a portfolio of evidence
containing items that show they can demonstrate competence such as reference, Letters,
certificates and so on
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1. Self-Assessment
1. Self-assessment
4. Job LearningDevelopment
5. Reassessment or
Certification
2. Work placeAssessment
3. Identification of
Competency Gaps
Competency based Assessment
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Workplace assessment Workplace assessment involves an assessor reviewing the
individuals self- assessment and portfolio of evidence. The assessor will interview the
individual and spend time observing those performing skills on the job.
Identify developmental needs The assessor provides feedback to the individuals andidentifies the areas needing development
On and off the job learning and development after a period of learning skills and gaining
Knowledge both on and off the job, the Individual is re assessed.
Re-assessment award qualification if the individual can then show competence against the
required competencies and performance criteria, the qualification is awarded.
OVER VIEW OF THE PROFILE1.2 INDUSTRY PROFILE
OVERVIEW:
The Indian retail industry is the fifth largest in the world. Comprising of organized and
unorganized sectors, India retail industry is one of the fastest growing industries in India,
especially over the last few years. Though initially, the retail industry in India was mostly
unorganized, however with the change of tastes and preferences of the consumers, the industry is
getting more popular these days and getting organized as well. With growing market demand, theindustry is expected to grow at a pace of 25-30% annually. The India retail industry is expected
to grow from ` 35,000 crore in 2004-05 to ` 109,000 crore by the year 2010.
In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9%
annually. The branded food industry is trying to enter the India retail industry and convert Indian
consumers to branded food. Since at present 60% of the Indian grocery basket consists of non-
branded items
GROWTH OF INDIAN RETAIL
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion.
India retail industry is one of the fastest growing industries with revenue expected in 2007 to
amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is
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expected in the industry of retail in India by growth in consumerism in urban areas, rising
incomes, and a steep rise in rural consumption. It has further been predicted that the retailing
industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5
billion.
According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India
retail industry is the most promising emerging market for investment. In 2007, the retail trade in
India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009, it rose
to 12%. It is also expected to reach 22% by 2010.According to a report by Northbride Capita, the
India retail industry is expected to grow to US$ 700 billion by 2010. By the same time, the
organized sector will be 20% of the total market share. It can be mentioned here that, the share of
organized sector in 2007 was 7.5% of the total retail market
Major Retailers in India
Pantaloon:
Pantaloon is one of the biggest retailers in India with more than 450 stores across the country.
Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the
country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year
2010. In 2001, Pantaloon launched country's first hypermarket Big Bazaar. It has the followingretail segments:
Food & Grocery: Big Bazaar, Food Bazaar
Home Solutions: Hometown, Furniture Bazaar, Collection-i
Consumer Electronics: e-zone
Shoes: Shoe Factory
Books, Music & Gifts: Depot
Health & Beauty Care: Star, Sitara
E-tailing: Futurebazaar.com
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Entertainment: Bowling Co.
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary Trent, which
operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest book
and music retailer in India Landmark in 2005. Trent owns over 4 lakh sq. ft retail space across
the country.
RPG Group
RPG Group is one of the earlier entrants in the Indian retail market, when it came into food &
grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the pharmacy and
beauty care outlets Health & Glow.
Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh
stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales to
reach ` 90,000 crores by 2010.
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis Phillipe,
Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other segments
of retail. It will invest ` 8000-9000 crores by 2010.
Retail formats in India
Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of
categories.
Mom-and-pop stores: they are family owned business catering to small sections;
they are individually handled retail outlets and have a personal touch.
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Departmental stores: are general retail merchandisers offering quality products
and services.
Convenience stores: are located in residential areas with slightly higher prices
goods due to the convenience offered.
Shopping malls: the biggest form of retail in India, malls offers customers a mix
of all types of products and services including entertainment and food under a
single roof.
E-trailers: are retailers providing online buying and selling of products and
services.
Discount stores: these are factory outlets that give discount on the MRP.
Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks
and other small items can be bought via vending machine.
Category killers: small specialty stores that offer a variety of categories. They are
known as category killers as they focus on specific categories, such as electronics
and sporting goods. This is also known as Multi Brand Outlets or MBO's.
Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Mumbai's Crossword Book Store and RPG's Music World are a
couple of examples.
Challenges facing Indian retail industry
The tax structure in India favors small retail business
Lack of adequate infrastructure facilities
High cost of real estate
Dissimilarity in consumer groups
Restrictions in Foreign Direct Investment
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Shortage of retail study options
Shortage of trained manpower
Low retail management skill
The Future
The retail industry in India is currently growing at a great pace and is expected to go up to US$
833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the year 2018 at a
CAGR of 10%. As the country has got a high growth rates, the consumer spending has also gone
up and is also expected to go up further in the future. In the last four year, the consumer spending
in India climbed up to 75%. As a result, the India retail industry is expected to grow further in
the future days. By the year 2013, the organized sector is also expected to grow at a CAGR of
40%.india retail industry is progressing well and for this to continue retailers as well as the
Indian government will have to make a combined effort.
Types of industry
Food and grocery retail
Apparel retail
Gems and jewellery retail
Pharmaceutical retail
Music retail
Book retail
Consumer durables retail
Retailing formats
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1.3 COMPANY PROFILE
HISTORY:
Future Group is Indias largest retailer and one of the leading business houses with a strong
presence in retail. Its founder and Group CEO is Mr. Kishore Biyani. Future Group India was
established in 1994 with a vision to provide diverse services in Indian and Global markets. The
business areas of Future Group cover BPO (Business Process Outsourcing), New Media,
Security Management, and Construction. Through their strategic investment and services, the
future of Future Group shows a rising star in the business sky of India.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million square feet of
retail space in 73 cities and towns and 65 rural locations across India. Headquartered in Mumbai
(Bombay), Pantaloon Retail employs around 30,000 people and is listed on the Indian stock
exchanges. The company follows a multi-format retail strategy that captures almost the entire
consumption basket of Indian customers. In the lifestyle segment, the group operates Pantaloons,a fashion retail chain and Central, a chain of seamless malls. In the value segment, its marquee
brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of Indian
bazaars with the choice and convenience of modern retail.
MISSION
Customers and stakeholders shall be served only by creating and executing future
scenarios in the consumption space leading to economic development
Trendsetters in evolving delivery formats, creating retail realty, making consumption
affordable for all customer segments for classes and for masses.
Infusion of Indian brands with confidence and renewed ambition.
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Efficient, cost- conscious and committed to quality
Ensure that our positive attitude, sincerity, humility and united determination shall be the
driving force to make successful.
Sone Ki Chidiya : To bring back the lost prosperity to india and make it sone ki chidiya
again
OUR UNIVERSE
Retail
Finance
Services
Partnership and services
Loyalty programs
RETAIL
Lifestyle
Value
Digital
FINANCE
Finance
SERVICES
Logistics and supply chain
Learning and development
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Media
Brands
Mobile telephony
PARTNERSHIP AND SERVICES
Collaboration
Assistance
Synergy
LOYALTY PROGRAMS
Pantaloons green card
Payback loyalty program
T24 program
LINES OF BUSINESS
The company is present across several lines of business which have various formats (stores)
operational under it. These include:
Food - Food Bazaar, Chamosa, Spoon, Brew Bar, Sports Bar & Sports Bar Express, Cafe
Bollywood,
Fashion - Pantaloons, Central, aLL, Brand Factory, Blue Sky, Top 10, Fashion Station,
Big Bazaar, Lee Cooper (JV),
General Merchandise - Big Bazaar, Shoe Factory, Navras, Electronics Bazaar, Furniture
Bazaar, KB'S FAIR PRICE
Home & Electronics - Home Town, eZone, Collection i
E-tailing (Online Shopping) - www.futurebazaar.com
Books & Music - Depot
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Leisure & Entertainment - Bowling Co., F123
Wellness - Star & Sitara, Tulsi
Telecom & IT - Gen M, M Bazaar, M-Port, ConvergeM
BOARD OF DIRECTORS
Mr. Kishore Biyani, Managing Director
Chief Executive Officer of Future Group.
Mr. Gopikishan Biyani, Wholetime Director
.Mr. Rakesh Biyani, Wholetime Director
Mr. Ved Prakash Arya, Director
Mr. Shailesh Haribhakti, Independent Director
Mr. S Doreswamy, Independent Director
Dr. D O Koshy, Independent Director
Ms. Anju Poddar, Independent Director
Ms. Bala Deshpande, Independent Director
Mr. Anil Harish, Independent Director.
MAJOR SUPPLIERS
Hindustan Unilever Limited
ITC
P& G
Reckit Bennister
Henkle
STATISTICS
Listed on: Bombay Stock Exchange
Stock Code: BOM:523574
Fiscal Year Ending: June
Major Industry: Retailing and Dept. Store Chains
Employees :35,000 (June, 2008)
Share Volume : 217,384
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Years High/Low Share Price : 475.95 252.05
Market Cap (Rs Cr) : 9620.26
Price to Earnings Ratio : 62.68
Earnings Per Share(Rs): 7.39
Sales (Rs cr) : 602.10
Net profit margin share : 2.1%
SUSTAINABILITY
Customer-orientation
Continuous-innovation
Collaborative transformation
FUTURE RETAIL:
The retails businesses of Future Group in India are divided into three main categories:
Retail forms the core business activity at Future Group and most of its businesses in the
consumption space are built around retail. Future Groups retail network touches the lives of
more than 200 million Indians in 73 cities and 65 rural locations across the country. The group
currently operates around 1,000 stores spread over 16 million square feet of retail space.
Present in the value and lifestyle segments, the groups retail formats cater to almost the entire
consumption expenditure of a wide cross-section of Indian consumers.
FUTURE PLANS:
The latest business activity of Future Group is an investment of Rs. 140 crores in the next
three years in cricket-related marketing. The CEO of Future Group Mr. Kishore Biyani has
planned out association with cricket and to encash the popularity of cricket in India and globally.
Future Group has also organized one-day international cricket series between India and Australia
called "The Future Cup".
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JOINT VENTURES WITH INTERNATIONAL BRANDS
Indus League Clothing that owns leading apparel brands like Indigo Nation, Scullers and
Urban Yoga
Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar
French retailer ETAM group, US-based stationary products retailer, Staples and UK-
based Lee Cooper.
Franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in
India
INDIAN JOINT VENTURE PARTNERS
Manipal Healthcare
Talwalkar's
Blue Foods
DESIGN OF THE STUDY
1.4 OBJECTIVE OF THE STUDY
1.4.1PRIMARY OBJECTIVE
To study on COMPETENCY MAPPING LEVEL OF THE EMPLOYEE in future value
retail Chennai
1.4.2 SECONDARY OBJECTIVE
To analyze the major factors affecting the employee competency.
To determine the relationship between employee skills and opportunity.
To analyze what are the areas need to improve the competency level.
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To analyze the motivating factor influence the competency of employee.
1.5 SCOPE OF THE STUDY
This study helps the company to procure human asset through their competency level
This study enables the employee to self-estimate their own competency level
Attempt to assess the macro-economic relationship with employee competency level.
Explore the future plan of private sector workforce that contributes to develop their
employee competency.
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The main motive for this study is to identify the key competencies which one
possesses and then mapping it with the job requirements to attain the standards
This mapping of competencies increase the level of proficiency required for the job
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1.6 NEED OF THE STUDY
There are several problem faced by the organization that become a challenge for HR as
how to manage problems, motivate employees and utilizes employee skills this
organization.
The study says relationship between employee skills and opportunity.
The focus of the problem is that how employee competence level top level will used in
this organization.
The study will identify the cause and need to fulfill the requirements of the employee.
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1.7 LIMITATION OF THE STUDY
The findings of the study are subjected to bias and prejudice of the respondents.
Area of the study is confined to the employees in future value retail Chennai only.
Time factor can be considered as a limitation.
There may be personal bias in the information provided ,as some employee like to
underestimate or appreciate their organization
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1.8 REVIEW OF LITERATURE
Competency mapping the Audit perspective by Smruti Patre, Assistant Professor
by HRM review ,IUP Publication ,April 2011He says that competency for any job is made up
of knowledge, skills and ability to perform that particular job efficiently. Today, most of the
competitive organization are practicing competency mapping to ascertain those aspects which
are vital for its apt working and success.
The emotional competence emerged and over again as a hallmark of star
performance by Goleman, 2000, He says that the most effective people sense others reaction
and find tune their own responses to move interaction in the best direction., particularly among
supervisors, managers and executives Spencer and Spencer, 1993.Creating an atmosphere of
openness with clear lines of communication is a key factor in organizational success. People who
exhibit their communication competence are effective in the give and - take of emotional
information, deal with difficult issues straight forwardly, listen well and welcome sharing
information fully and foster open communication and stay receptive to bad news as well as good.
Competence in developing others was found to be a hallmark of superior managers
by Spencer and Spencer, 1993, He says it typified those at the top of the field. Although this
ability was crucial for those managing, Front line works, it has also emerged as a vital skill for
effective leadership at high levels.
As founding developer of competency modeling in the United States by Boyatzis,
1982 He says that competency interventions on documented behavioral indicators that causedor 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
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doing during the incidents. The relationship management set competencies included essential
social skills.
A seminal article published by John Flanagan in (1954) established Critical
Incidents Technique, as a precursor to the key methodology used in rigorous competencystudies. 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 instances. From here, critical incidents technique was originally
discovered.
Benjamin Bloom USA In mid-fifties he laid the foundation for identifying educational
objectives by defining (KSA), needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
The competencies exposed by Mc .Cleland dealt with effective domain in Blooms
terminology, He pioneered the Competency Movement across the world and made it
a gl ob al 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.
The Competency Mapping,Sanghi Competencies lie at the heart of every of every
successful activity. Organizations across the world are trying to understand and integrate
competencies in their organizational processes. Help managers and executives understand,
develop, manage competencies and also map them within their organizations. Assuming no prior
knowledge, this book introduces the reader to the concept of competencies and how they work.
Sraban Mukherjee Competency Mapping for Superior Results Competency
mapping is a technique that has been primarily adopted in large businesses. However, small and
medium sized businesses, not for profit organizations and Government agencies will also find the
techniques in this book equally effective and relevant
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1.9 RESEARCH METHODOLOGY
MEANING OF RESEARCH
Research methodology is a way systematically solves the research problem. It may be understand
as a science of studying how research is done scientifically. It is necessary for the researcher to
know not only the methods or techniques but also the methodology.
DEFINITION OF RESEARCH
According to Kothari c.rResearch is a systematic investigation to find solution to a problem.
OBJECTIVES OF RESEARCH
To gain familiarity with a phenomenon or to achieve new insights into it.
To test hypothesis of a causal relationship between variables.
To determine the frequency with which something occurs or with which it is associated
with something else.
RESEARCH DESIGN
A Research Design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. The
study conducted is Descriptive in nature.
SAMPLE DESIGN
A Sample Design is definite plan for obtaining a sample from a given population. It refers to the
technique or procedure the researcher would adopt in selecting items for the sample. Sample
Design may as well lay down the number of items to be included in the sample.
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The basic idea of sampling is that by selecting some of the elements in a population we may
draw conclusions about the entire population. In the study conducted, the samples were selected
using convenient sampling without going through the rigor of sampling method. The research is
based on a convenient base by just limiting it to only in to select the required number of
samples.
POPULATION
The Population from which samples were collected was 4 employees.
SAMPLE SIZE
The Sample Size is 100. The sample was collected based upon the convenience
DATA COLLECTION METHOD
To search for answers to research question is called collection of data. Data are facts, and other
relevant materials, past and present, serving as bases for study and analyses.
There two types of data can be used for data collection.
Primary data
Secondary data
PRIMARY DATA
Primary sources are original sources from which the researcher directly collects data that have
not been previously collected. Primary data are firsthand information collected through various
methods such as observation; intervening, mailing etc. during the project primary was collected
through question method.
SECONDARY DATA
The secondary source consists of readily compendia and already complied statistical statements
and reports whose data may be used by researches for their studies. It is refers to use of
information already collected either published or unpublished, secondary data collected through
book periodical and annual report.
The collection of data makes the most important step of any research enquiry or statistical
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enquiry. If data collection is not correct, reliable and appropriate, one cannot obtain valid and
useful result from the enquiry.
STATISTICAL TOOLS USED FOR ANALYSIS
Percentage analysis
Chi-square
Correlation analysis
Sampling Technique
Sampling Design: Convenience sampling
Sampling unit: The sampling unit is limited to the employees of future
value retail.
Population:450
Sample Size:100
PERCENTAGE ANALYSIS
In these statistical tools method based on the opinions of the respondent, percentage and bar is
calculated for the respective scales for each factor.
FORMULA
No.of.respondent
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Simple percentage = .. X 100
Total.no.of.respondent
CHI-SQUARE TEST
As a non-parametric test chi-square can be used to determine if categorical data shows
dependency or the two classifications are indenpent.it is general used to test the significance of
association between two variables.
In chi-square test first a null hypothesis is formed that there is no significance relation between
the two given attributes .the calculated chi-square value is less than the theoretical value .we
accept the null hypothesis as valid .otherwise reject the null hypothesis and accept the alternative
hypothesis.
H0=null hypothesis H1=alternative hypothesis
Chi-square is a measure for comparing various studies
Formula
(O-E) 2
2 = ------------
E
Where
O=is the observed frequency, and E=is the expected frequency
Expected frequency (E) =row total*column total/grand total.
Degree of freedom=(R-1)*C-1)
Where
R=Number of Rows
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C= Number of Columns
CORRELATION ANALYSIS
Correlation analysis deals with the association between two or more variables. It does not tell
anything about cause and effect relationship. Correlation is classified in two types as
Positive and
Negative Correlation.
FORMULA
NXY-(X) (Y)
Correlation =
NX2 (X) 2 NY2 (Y) 2
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CHAPTER-II
2. DATA ANALYSIS TABLE FOR AGE INTERPRETATION
2.1 TABLE SHOWING FOR AGE OF THE RESPONDENTS
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 Below 20 year 5 5
2 21-25 years 65 65
3 26-30 years 18 18
4 31-35 years 8 8
5 Above 35 4 4
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 65% of the respondents are in the age between 21-
25 years, 18% of respondents are in the age between 26-30 years, 8% of respondents are in the
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age between 31-35 years, 5% of respondents are age between below 20 years, 4 % of
respondents are age between above 35 years.
2.1 CHART SHOWING FOR AGE OF THE RESPONDENTS
Source: Primary data.
INTERPRETATION:
From the above chart it is inferred that 65% of the respondents are in the age between 21-25
years, 4 % of respondents are age between above 35 years.
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2.2 TABLE SHOWING FOR GENDER OF THE RESPONDENTS
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Male 69 69
2 Female 31 31
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 69% of the respondents are male, 31% of the
respondents are female.
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2.2 CHART SHOWING FOR GENDER OF THE RESPONDENTS
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 69% of the respondents are male.
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2.3 TABLE SHOWING FOR QUALIFICATION OF THE RESPONDENTS
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 61% of the respondents have done UG, 16% of the
respondents have done HSC, 9 % of the respondents are completed SSLC, 8% of the respondents
are completed PG and 6 % of the respondents are DIP
33
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 SSLC 9 9
2 HSC 16 16
2 DIP 6 6
3 UG 61 61
4 PG 8 8
TOTAL 100 100
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2.3 CHART SHOWING FOR QUALIFICATION OF THE ESPONDENTS
0
10
20
30
40
50
60
70
SSLC HSC DIP UG PG
9%
16%
6%
61%
8%
QUALIFICATION
RE
SPO
ND
ENT
S
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 61% of the respondents have done UG, 6 % of the
respondents are DIP.
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2.4 TABLE SHOWING FOR EXPERIENCE OF THE RESPONDENTS
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 Below one year 34 34
2 1-2 years 28 28
3 2-3 years 17 17
4 3-4 year 9 9
5
Above 4 year 12 12
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 34% of the respondents have below one years of
experience, 28% of respondents are having 1-2year of experience, 17% of the respondents are
having 2-3 years experience, and 12% of respondents above 4years experience, 9% of the
respondents are having 3-4 years.
2.4 CHART SHOWING FOR EXPERIENCE OF THE RESPONDENTS
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0
5
10
15
20
25
30
35
Below oneyear
1-2 years 2-3 years 3-4 years Above 4years
34%
28%
17%
9%
12%
EXPERIENCE
R
ES
PON
DE
NTS
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 34% of the respondents have below one years of
experience, 9% of the respondents are having 3-4 years.
2.5 TABLE SHOWING SALARY PACKAGE
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 60% of respondents has salary package received
from 6000-10000, 18% of respondents has salary package received from 11000-15000, 13% of
respondents has salary package received from 16000-20000, 5% of respondents has salary
package received from above 21000,4 % of respondents has salary package received from below
5000.
2.5 CHART SHOWING SALARY PACKAGE
37
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1
Below 5000 4 42
6000-10000 60 603
11000-15000 18 184
16000-20000 13 13
5 Above 21000 5 5
TOTAL 100 100
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38/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 60% of respondents has salary package received from
6000-10000, 4 % of respondents has salary package received from below 5000.
2.6 TABLE SHOWING BASIS OF EMPLOYEE HAVE BE BEEN SELECTED
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 41% of the respondents have been selected
Product & marketing knowledge, 25% of the respondents have been selected Experience, 22% ofthe respondents have been selected communication, 19% of the respondents have been selected
Technical knowledge, 2% of the respondents have been selected Reference.
2.6 CHART SHOWING BASIS OF EMPLOYEE HAVE E BEEN SELECTED
39
S.NO PARTICULAR NO.RESPONDEN
TS
PERCENTAGE (%)
OF RESPONDENTS
1
Experience 9 92
Communication 17 173
Product & marketing knowledge 62 624
Technical knowledge 10 10
5 Reference 2 2
TOTAL
100 100
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40/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 41% of the respondents have been selected Product &marketing knowledge, 2% of the respondents have been selected Reference.
2.7 TABLE SHOWING PERIOD OF WORK
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 77% of the respondents are confirmed employees,
23% of the respondents are probation employees.
2.7 CHART SHOWING PERIOD OF WORK
41
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1
Probation 23 232
Confirmed 77 77
TOTAL 100 100
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42/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 77% of the respondents are confirmed employees,
23% of the respondents are probation employees.
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2.8 TABLE SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 59% of the respondents are chosen the future retail
because of career development, 18%of respondents are chosen future value retail because
monetary, 10% of the respondents have future value retail because brand name, 8% of
respondents are chosen future value retail because of Appraisal system, 5%of respondents are
chosen future value retail because non-monetary benefits.
43
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 Career development 59 59
2 Monetary 18 18
3 non-monetary benefits 5 5
4 Appraisal system 8 8
5
Brand name 10 10
TOTAL 100 100
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44/90
2.8 CHART SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 59% of the respondents are chosen the future retail because of
career development, 5%of respondents are chosen future value retail because non-monetary
benefits.
2.9 TABLE SHOWING EMPLOYEE SALARY SATISFACTION LEVEL
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 63% of the respondents are satisfied salary level,
37% of the respondents are not satisfied salary level.
45
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)OF RESPONDENTS
1 YES 63 63
2 NO 37 37
TOTAL 100 100
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46/90
2.9CHART SHOWING EMPLOYEE SALARY SATISFACTION LEVEL
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 63% of the respondents are satisfied salary level.
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2.10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE
VALUE RETAIL
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 64% of the respondents are says the rules and procedure
followed in future value retail is average,27% of the respondents are says the rules and procedure
followed in future value retail is above average 6% of respondents are says that the rules and
procedure followed in future value retail is excellent , 3% of the respondents are says the rules
and procedure followed in future value retail is below average and .0% of respondents are says
that the rules and procedure followed in future value retail is poor.
2 .10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE
VALUE RETAIL
47
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Excellent 6 6
2 Above average 27 27
3 Average 64 64
4 Below Average 3 3
5 Poor 0 0
TOTAL 100 100
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48/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 64% of the respondents are says the rules and procedure
followed in future value retail is average.
2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR
DEPARTMENT
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49/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 63% of the respondents are says that the morale
and ethics followed in department at future value retail is average, 25%of the respondents saysthat the morale and ethics followed in department in future value retail above average, 9% of the
respondents are says that the morale and ethics followed in future value retail excellent, , 3%of
the respondents are says that the morale and ethics followed in future value retail below average,
0% of the respondents are says that the morale and ethics followed in future value retail poor.
2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR
DEPARTMENT
49
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Excellent 9 9
2 Above average 25 25
3 Average 63 63
4 Below Average 3 3
5 Poor 0 0
TOTAL 100 100
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50/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 63% of the respondents are says that the morale and ethics
followed in department at future value retail is average
2.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 70% of the respondents are says that the
working environment factors affecting employee competence level, 23% of the respondents are
says that the job mismatch factors affected employee competence level, 7% of the respondents
are says that the job rotation factors affected employee competence level.
2.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL
51
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1
Work environment
23 23
2
Job mismatch
70 70
3
Job rotation
7 7
TOTAL 100 100
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 70% of the respondents are says that the working
environment factors affecting employee competence level, 7% of the respondents are says that
the job rotation factors affected employee competence level.
2.13 TABLE SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT
ROLE AS AN EMPLOYEE
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S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 Excellent 3 3
2 Above average 15 15
3 average 80 80
4 Below average 2 2
5
Poor 0 0
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 80% of the respondents says the work environment role
as an employee average, 15% of the respondents are says the work environment role as an
employee above average, 3% of the respondents are says the work environment is role as an
employee excellent 2 % of the respondents are says the work environment role as an employee
below average, no one can says work environment role as an employee.
2.13 CHART SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT
ROLE AS AN EMPLOYEE
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 80% of the respondents says the work environment role as an
employee average.
2.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 71 % of the respondents says the employee competence
measured is efficiency basis, 12% of the respondents says the employee competence measured is
innovation basis, 9% of the respondents says the employee competence measured is qualify
basis, 6% of the respondents says the employee competence measured is distinctive basis, 2% of
the respondents says the employee competence measured is responsiveness to customer basis.
2.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING
55
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Efficiency 71 71
2 Quality 9 21
3 innovation 12 26
4 Responsiveness to customer 2 19
5 Distinctive 6 9
TOTAL 100 100
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56/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 71 % of the respondents says the employee competence
measured is efficiency basis, 2% of the respondents says the employee competence measured is
responsiveness to customer basis.
2.15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 79 % of the respondents say the company make
recognition for employee product &market knowledge basis, 15% of the respondents says the
company make recognition for employee technical basis, 6 % of the respondents says the
company make recognition for experience basis.
2.15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE
57
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Experience 6 6
2 Product & market knowledge 79 79
3 Technical knowledge 15 15
TOTAL 100 100
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58/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 79 % of the respondents say the company make
recognition for employee product &market knowledge basis, 6 % of the respondents says the
company make recognition for experience basis.
2.16 TABLE SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION
FOR THEIR ACHIEVEMENTS
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S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 YES 79 79
2 NO 21 21
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 79% of the respondents are employee received
reward and recognition for achievements, 21% of the respondents are employee not received
reward and recognition for achievements.
.
2.16 CHART SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION
FOR THEIR ACHIEVEMENTS
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Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 79% of the respondents are employee received reward and
recognition for achievements
2.17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THISORGANIZATION
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 58% of the respondents says the Product & market
knowledge skill needed for an employee to service in this organization, 29 % of the respondents
say the communication skill needed for an employee to service in this organization, 13% of the
respondents says the Technical knowledge skill needed for an employee to service in this
organization.
2.17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THIS
ORGANIZATION
61
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Communication 29 29
2 Product & market knowledge 58 58
3 Technical knowledge 13 13
TOTAL 100 100
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62/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 58% of the respondents says the Product & market
knowledge skill needed for an employee to service in this organization, 13% of the respondents
says the Technical knowledge skill needed for an employee to service in this organization.
2.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEECAREER
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that career 65% of the respondents says the Product &
market knowledge skill training develop employee career,24 % of the respondents say the
communication skill training develop employee ,11% of the respondents says the Technical
knowledge skill skill training develop employee career.
2.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEE
CAREER
63
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Commutation 24 24
2 Product & market knowledge 65 65
3 Technical knowledge 11 11
TOTAL 100 100
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64/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that career 65% of the respondents says the Product & market
knowledge skill training develop employee career, 11% of the respondents says the Technical
knowledge skill skill training develop employee career.
2.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL
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Source: Primary data.
INTERPRETATION:
From the above it is inferred in 87% of the respondents says skill develop employee opportunity
level, 13% of the respondents says skill develop employee opportunity level
65
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1
YES 87 872
NO 13 13
TOTAL 100 100
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66/90
2.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL
Source: Primary data.
INTERPRETATION:
From the above it is inferred in 87% of the respondents says skill develop employee opportunity
level.
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2.20 TABLE SHOWING EMPLOYEE CAREER, GROWTH DEVELOPMENT FOR
CURRENT JOB
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 69% of the respondents says the strongly agree
employee career, growth development for current job, 21% of the respondents are says the agree
employee career, growth development for current job, 10% of the respondents are says the
partially agree employee career, growth development for current job, no one can says disagree
and strongly disagree employee career, growth development for current job
2.20 TABLE SHOWING EMPLOYEE CAREER, GROWTH DEVELOPMENT FOR
CURRENT JOB
67
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Agree 21 21
2 Strongly agree 69 69
3 Partially agree 10 10
4 Disagree 0 0
5 Strongly disagree 0 0
TOTAL 100 100
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7/30/2019 FINAL COPY 2003-2007
68/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 69% of the respondents says the strongly agree employee
career, growth development for current job.
2.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETAIL
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 59% of the respondents say the salary
opportunities provided by future valve retail, 27%of the respondents say the promotion
opportunities provided by future valve retail.14% of the respondents say the reward opportunities
provided by future valve retail.
2.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETIAL
69
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Promotion 27 27
2 Salary 59 59
3 Reward 14 14
TOTAL 100 100
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70/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 59% of the respondents say the salary
opportunities provided by future valve retail, 14% of the respondents say the reward
opportunities provided by future valve retail.
2.22 TABLE SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE
COMPETENCY LEVEL
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Source: Primary data.
INTERPRETATION:
From the above it is inferred that 65% of the respondents says the strongly agree toplevel guidance to improve employee competency level, 21% of the respondents are says the
agree top level guidance to improve employee competency level, 14% of the respondents are
says partially top level guidance to improve employee competency level, no one can says
disagree and strongly disagree top level guidance to improve employee competency level job
2.22 CHART SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE
COMPETENCY LEVEL
71
S.NO PARTICULAR NO.
RESPONDENTS
PERCENTAGE (%)
OF RESPONDENTS
1 Agree 21 21
2 Strongly agree 65 63
3 Partially agree 14 14
4 Disagree 0 0
5 Strongly disagree 0 0
TOTAL 100 100
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7/30/2019 FINAL COPY 2003-2007
72/90
Source: Primary data.
INTERPRETATION:
From the above it is inferred that 65% of the respondents says the strongly agree top level
guidance to improve employee competency level.
2.23 TABLE SHOWING EMPLOYEE SATISFIED WITH THE FACILITIESPROVIDED BY COMPANY
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
72
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73/90
1
YES 89 892
NO 11 11
TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 89 % of the respondents are says employee
satisfied with the facilities provided by company, 11%of the respondents are says employee not
satisfied with the facilities provided by company.
2.23 CHART SHOWING EMPLOYEE SATISFIED WITH THE FACILITIES
PROVIDED BY COMPANY
73
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7/30/2019 FINAL COPY 2003-2007
74/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 89 % of the respondents are says employee satisfied with
the facilities provided by company.
2.24 TABLE SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING
PROCESS IS OUR ORIGINATION
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75/90
S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)
OF RESPONDENTS
1 YES84 84
2 NO
16 16TOTAL 100 100
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 84% of the respondents are says employee
satisfied with decision making process is our origination, 16%of the respondents are says
employees not satisfied with decision making process is our origination.
2.24 CHART SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING
PROCESS IS OUR ORIGINATION
75
-
7/30/2019 FINAL COPY 2003-2007
76/90
Source: Primary data.
INTERPRETATION:
From the above table it is inferred that 84% of the respondents are says employee satisfied with
decision making process is our origination.
CHI-SQUARE TEST
To test the significant association between the basis of employee selection and gender of
the employees in FUTURE VALUE RETAIL LTD.
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HYPOTHESIS
H0 = There is no significant association between the basis of employee selection and
gender of the employees in Future value retail ltd.
H1 = There is a significant association between the basis of employee selection and
gender of the employee in Future value retail ltd.
TABLE
Employee
selection /gender
Male Female Total
Experience 5 4 9Communication 11 6 17
Product &marketing
knowledge
47 15 62
Technical knowledge 5 5 10Reference 1 1 02
Total 69 31 100
By using the below formula we calculated expected frequency
(Row total)*(column total)
E= ..
(Grand total)
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O E (O-E) (O-E)2 (O-E)2 / E
5 6.21 -1.21 1.46 0.2411 11.73 -0.73 0.53 0.0447 42.78 4.22 17.81 0.425 6.9 -1.9 3.61 0.521 1.38 -0.38 0.14 0.104 2.79 1.21 1.46 0.526 5.27 0.73 0.53 0.1015 42.78 -27.78 771.72 18.035 3.1 1.9 3.61 1.161 1.38 -0.38 0.14 0.10
Total 21.23
Calculation for degree of freedom
V = (r-1) (c-1)
= (5-1) (2-1)
= 4 * 1
= 4
The table value for 4 degree of freedom at 5% level of significance is 9.49
Calculated value (2) =21.23
Tabulated value (2) = 9.49
Calculated value (2) >Tabulated value (2)
Therefore the null hypothesis is rejected and alternative hypothesis is accepted.
INTERPRETATION
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Hence there is significant association between the basis of employee selection and gender
of the employees in Future value retail ltd.
ANALYSIS USING CORRELATION ANALYSIS
Let X be HRguidance improve employee competency level
S. No Qualification No of respondents Percentage of respondents
(%)1 Agree 23 23
2 Strongly Agree 57 57
3 Partially Agree 20 20
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100
Let Y be current job helps in improving your career, growth and development
S. No Qualification No of respondents Percentage of respondents
(%)
1 Agree 36 362 Strongly Agree 42 42
3 Partially Agree 22 22
4 Disagree 0 0
5 Strongly disagree 0 0
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Total 100 100
particulars X Y xy X2 Y2
Highly Satisfied 23 36 828 529 1296
Satisfied 57 42 2394 3249 1764
Neutral 20 22 440 400 484
Dissatisfied 0 0 0 0 0
Highly dissatisfied 0 0 0 0 0
total 100 100 3662 4178 3544
FORMULA
NXY-(X) (Y)
Correlation =
NX2 (X) 2 NY2 (Y) 2
CALCULATION
5*3662- 100*100
Correlation =
5*4178 (100) 2 5*3549 (100) 2
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18310- 10000
Correlation =
20890-10000
17745-10000
8310
Correlation =
104.35* 88.01
8310
Correlation =9183.84
Correlation = 0.905
INTERPRETATION
From the above value obtained is positive, respondents are feeling good HR guidance
improve employee competency level and current job helps in improving your career, growth and
development is 0.905.
CHAPTER-III
FINDINGS & SUGGESTIONS & CONCLUSIONS
3.1-FINDINGS
Most of the responses are given positive results
65% of the respondents belongs to the age of 21-25 years
69%% of respondents are male while the remaining is Female.
61% of the respondents did the under graduate
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