Employee Competency and Understanding Capability in Gear Manufacturing Companies in Coimbatore, Tamil Nadu
P.T. Vijaya Rajakumar1, R. Yasodha2*
1Professor and Director, Nehru Institute of Engineering and Technology, Coimbatore, Tamil Nadu.
2Assistant Professor, Nehru Institute of Engineering and Technology, Coimbatore, Tamil Nadu.
*Corresponding Author E-mail: yasodha1507@gmail.com
ABSTRACT:
Competency-based human resources planning serves as a link between human resource management and the overall strategic plan of an organization. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behavior’s needed for successful job performance. Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps are then designed, developed and implemented to close the gaps. Employee competency management is critical for organizations that seek to align their work force with business objectives. However, ensuring that organization staff members have the proper skills and competencies to consistently perform the tasks may pose a challenge. This study was conducted to evaluate current strengths and needs of an organization and then to implement the necessary corrective actions. Employee competency and understanding is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The main objectives of this study is to know the reasons why employee competency and understanding capability occurs, to identify the factors which make employees dissatisfied, to know the satisfactory level of employees towards their job and proficiency level and ability to find the areas where manufacturing industries are lagging behind.
KEYWORDS: Competence, Motivation, Organization, Manufacturing.
INTRODUCTION:
Competence is the ability of an individual to do a job properly. A competency is a set of defined behavior that provide a structured guide enabling the identification, evaluation and development of the behaviour in individual employees. Competency based human resources planning serves as a link between human resources management and the overall strategic plan of an organization.
Efficient management of the workforce becomes one of the major focuses of human resource experts in every organization since the advancement of globalization.
The change that occurred in the technological as well as administrative aspects leads improvement in employee skills. Employee productivity and growth becomes the major challenges faced by human resource experts which enables them to focus on the competencies of employees. Competency is not a new concept of the era but it becomes a recent practice of the organizations due to certain developments in this direction.
Assessing and measuring your employees' performance and productivity and discussing your findings with them, gives a unique opportunity for employees to understand that the company expects them to do better and care about their progress and growth. You also ensure a proper alignment of achieving individual goals that are aligned with company goals. Competencies as “a generic body of knowledge, motives, traits, self-images, social roles and skills that are causally related to superior of effective performance in the job”-Mc Clell and and Boyatzis (1980).
In addition to providing feedback to an employee about his performance, one can understand what the gaps in terms of process are, training, communication among team members across the organization. Studies have shown that employee who are able to see a direct correlation between their productivity and organization goals is far satisfied and therefore more engagement than those who don't see how their work affects company goals.
REVIEW OF LITERATURE:
Yuvaraj (2011) “A Study On Competency Mapping – A Drive For Indian Industries”. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order. Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future skill mapping through proper HRM initiatives.
Perera, S., Pearson, J., Zhou, L. Ekundayo, D. (2012). A Study on “Developing a graduate competency mapping benchmark for quantity surveying competencies”. An investigation into the views of industry and academia on Quantity Surveying (QS) education revealed that there is a considerable gap in the expectation of graduate competency and the achievement of it. It identified the need for deeper investigation into the root causes of this gap between expectation and provision of QS competencies.
Ukey, D., and Krishnarao, L. (2014) have conducted a study on “The DNA of Competency Mapping: An Modern and Innovative Tool of HRM”. Competency mapping of late has become a buzzword in the industry and corporate world synonymous with professional management especially in the field of Human Resources. Competence- the capability of an employee to perform a job is a set of defined skills that affords a methodical approach for identification, appraisal and development of the behaviors in the individual employees. Competencies can be motives, self-belief, attitudes, values, characteristics, cognitive skills or any personal attribute that can be measured prudently to differentiate between superior and average performers.
S. Bhuvaneswary (2015) “A Study on Competency Mapping of Employees in Hero Best Motors with Special Reference to Malappuram District”. The current globalization of economy necessitates innovative approaches in managing the work force. The fast changes happening in the demography and social systems thereof have given breathing space for various HR practices enhancing the employee productivity and growth.
OBJECTIVES OF THE STUDY:
· To identify the employee competency level in manufacturing units.
· To identify the employee understanding capability.
· To identify the gaps in employee competency level needed and understanding capability level of employees.
RESEARCHMETHODOLOGY:
Descriptive research is used in this study. The survey has taken among 80 employees from various gear manufacturing units in and around Coimbatore district. The survey has conducted with the help of questionnaire. Convenience sampling was used to choose the sample. Analysis done using SPSS Software. the tools used are Percentage Analysis, Chi-Square Test Analysis, Karl Pearson correlation analysis.
ANALYSIS AND INTREPRETATION:
|
Gender of the Respondents |
|||
|
|
Frequency |
Percent |
|
|
Male |
74 |
45.8 |
|
|
Female |
86 |
54.2 |
|
|
Total |
160 |
100 |
|
|
Monthly income of the respondent |
|||
|
10000-20000 |
43 |
26.1 |
|
|
20000-30000 |
47 |
28.5 |
|
|
30000-40000 |
43 |
29.1 |
|
|
40000-50000 |
19 |
11.5 |
|
|
>50000 |
8 |
4.8 |
|
|
Total |
160 |
100 |
|
|
Age of the respondent |
|||
|
20-30 |
61 |
38.0 |
|
|
30-40 |
65 |
40.4 |
|
|
40-50 |
27 |
17.4 |
|
|
50-60 |
7 |
4.2 |
|
|
Total |
160 |
100 |
|
|
Work experience |
|||
|
0-5years |
30 |
37.5 |
|
|
5-10years |
17 |
21.25 |
|
|
10-15years |
12 |
15 |
|
|
15-20years |
9 |
11.25 |
|
|
Above20years |
12 |
15 |
|
|
Total |
80 |
100 |
|
Interpretation:
The above table shows that 83.2% of the respondent’s gender is male, 16.2% of the respondents' gender is female. The Salary of 20% of the respondents is Below 20000, 18.75% of the respondent’s salary comes under 21000-30000, 28.75% of the respondent’s salary comes under 31000-40000, 25% of the respondent’s salary comes under 41000-50000, 7.5% of the respondent’s salary is above 50000.33.75% of the respondents age is 21-30, 41.25% of the respondents comes under the age group 31-40 years, 20% of the respondents comes under the age group 41-50 years, 4% of the respondents are above 50 years of age. The above table shows that 37.5% of the respondents are experience for 0-5 years, 21.25% of the respondents are experience for 5-10 years, 15% of the respondents are experience for 10-15 years, 11.25% of the respondents are experience for 15-20 years, 15% of the respondents have experience for above 20 years.
HYPOTHESIS:
Ho: There is no significant association between satisfaction of interpersonal relationship and learning capability of employees.
H1: There is a significant association between satisfaction of interpersonal relationship and learning capability of employees.
From the above table it is inferred that p value is less than the table value, (i.e., 0.05) with the df:4, p<0.001. Hence the null hypothesis is rejected and Alternate hypothesis is accepted.
RESULT: H1accepted
There is a significant as sociation between satisfaction of interpersonal relationship and learning capability of the respondents.
Ho: There is no significant association between satisfaction level of computer proficiency and communication of the respondents
H1: There is a significant association between satisfaction level of computer proficiency and communication of the respondents.
From the above table it is inferred that p value is less than the table value, (i.e., <0.05) with the df: 4, p<0.001. Hence the null hypothesis is rejected and Alternate hypothesis is accepted.
RESULT:
H1 accepted:
There is a significant association between experience satisfaction level of computer proficiency and communication of the respondents.
The organization should identify and express one's skills, strengths, knowledge and experiences relevant to both the desired position and career goals, and identify areas necessary for professional growth. Interpersonal skills—the ability to communicate and interact with people effectively—can help people connect with colleagues and customers alike. Theses kills can help make individuals better team members and improve customer service. Leadership is an integral part of all business activities. You need to exhibit leadership amongst your team. And your team members need to exhibit leadership within the group itself. Strong problem-solving skills can help you identify an issue, assess the possible options, choose the best solution and then implement it. Problem-solving skills can also help resolve workplace conflict, overcome project roadblocks and find creative ways to reach goals. Further research should be carried out to improve the understanding of the role of employee competencies in the organization.
This study presented an employee competency and understanding capability, a relatively inexpensive yet thorough guide to discovering them and a brief description of their contribution to the structure of addressing the employee knowledge, attitude, behaviour and capability. It should prove useful to corporate managers and professionals interested in strengthening their employee competencies and in applying them more effectively. We welcome questions on and suggest revisions to the employee competency, the guide, and the description. Collectively, we believe it is possible to understand and identify employee skills so vital to competitive success attainment easily. So factors such as training, goal awareness, career succession planning are important aspects to the employees for their continuous growth.
REFERENCES:
1. Yuvaraj R. (2011), “Competency Mapping - A drive for Indian Industries”, International Journal of Scientific and Engineering Research, Vol. 2, Issue 8.Yuvaraj, R. (2011). Competency Mapping. International Journal of Scientific and Engineering Research, 2(8). Krishnaveni.J, Indian Journal of Economics and Development, Vol: 1 | Issue: 3 | March 2013 | ISSN 2320- 9836.
2. Perera, S., Pearson, J., Zhou, L., Ekundayo, D. (2012). Developing a graduate competency mapping benchmark for quantity surveying competencies. In Perera S., Pearson J., Zhou L., Ekundayo D.//RICS COBRA Research Conference.–2012, Las Vegas, Nevada, USA. Bilous NV–PhD, Professor of Software engionering department, Kharkiv National University of Radioelectronics, Kharkiv, Ukraine.
3. P. Vakula Kumari. Employee Engagement:-A study with reference to Employees of Bharat Aluminum Corporation Company Limited in Korba. Asian J. Management 2(4): Oct.-Dec., 2011 page 165-168.
4. G. K. Deshmukh. Talent Management: A Conceptual Framework with Practical Approach. Asian J. Management 3(1): Jan. – Mar. 2012 page 48-50.
5. Ravindra UttamraoKanthe, Rajesh UttamraoKanthe. A Critical Study on HR Practices in Miraj Industrial Area. Asian J. Management 3(2): April-June, 2012 page 94-98.
6. Prachi Singh, Shilpi Gupta, KomalSahu. An Overview of Talent Management: Driver for Organizational Success. Asian J. Management 5(2): April-June, 2014 page 240-245
7. Ukey, D., andKrishnarao, L. (2014). The DNA of Competency Mapping: A Modern and Innovative Tool of HRM. International Journal of Organizational Behaviour and Management Perspectives, 3(3), 1-021.
8. FaribaAzizzadeh. Factors Affecting the Productivity of Managers. Asian J. Management 5(3): July-September, 2014 page 302-305.
9. B. K. Punia, Naval Garg, Naval Garg. An Organisational Analysis of High Performance Work Practices. Asian J. Management 5(3): July-September, 2014 page 318-324.
10. V. Nageswara, DasarathiSahu. The Impact of Internal Communication on improving Organizational Productivity. Asian J. Management; 2017; 8(2):229-234.
11. Parveen Ahmed Alam. Measuring Organizational Effectiveness through Performance Management System and Mckinsey’s 7 S Model. Asian J. Management; 2017; 8(4):1280-1286.
12. S.Bhuvaneswary (2015), Competency Mapping of Employees in Hero Best Motors With Special Reference to Malappuram District , International Journal of Scientific Engineering and Applied Science (IJSEAS) - Volume-1, Issue-7, October 2015 ISSN: 2395-3470.
13. Abhinaya N., Girish Thunga., Muddukrishna B S., Raveendra Pai., Ravindra Shenoy U., Sohil Khan., Girish Pai K.. A Research on Effective Management of Manufacturing Defects to Avoid Product Recalls: A Challenge to Pharmaceutical Industry. Research J. Pharm. and Tech. 2019; 12(12): 6124-6132.
14. T. Ravikumar. Employee Engagement in the selected Manufacturing and Information Technology companies in Bengaluru. Asian Journal of Management. 2018; 9(1):302-306.
15. Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International
Received on 01.06.2022 Modified on 09.11.2022
Accepted on 25.02.2023 ©AandV Publications All right reserved
Asian Journal of Management. 2023;14(2):113-117.
DOI: 10.52711/2321-5763.2023.00017