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.

* Self Concept: A person's attitude value or self-image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship.

THE FOUR GENERAL COMPETENCES

Meaning Competence: Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community. Relation Competence: Creating and nurturing connections to the stakeholders of the primary tasks. Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience. Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

TYPES OF COMPETENCIES
1. Organizational competencies unique factors that make an organization competitive. 2. 3. Job/Role competenciesthings an individual must demonstrate to be effective in a job, role, function, task or duty, an organizational level, or in the entire organization. Personal competenciesaspects of an individual that imply a level of skill, achievement, or output.

 Managerial Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc. Generic Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc., Technical/functional Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc.

LEVELS OF COMPETENCY:
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.

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. 4

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.

A TYPICAL COMPETENCY-BASED ASSESSMENT PROCESS IS ILLUSTRATED IN THE DIAGRAM BELOW

1. Self-Assessment 5. Reassessment or Certification

1. Self-assessment

Competency based Assessment

4. Job Learning
Development

2. Work place
Assessment

3. Identification of Competency Gaps

Self-assessment The process starts by the individual assessing themselves against the competency 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

 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 and identifies 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 PROFILE 1.2 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, the industry 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 nonbranded 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 7

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 following retail 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

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. 9

 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 10

 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 11

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.

12

 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 13

 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 14

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 15

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". 16

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 UKbased 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. 17

 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.

18

 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

19

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.

20

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

21

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 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 22

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 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 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 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. 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 23

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.r Research 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.

24

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 25

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 26

Simple percentage =

.. Total.no.of.respondent

X 100

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 27

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

28

CHAPTER-II 2. DATA ANALYSIS TABLE FOR AGE INTERPRETATION

2.1 TABLE SHOWING FOR AGE OF THE RESPONDENTS

S.NO PARTICULAR 1 2 3 4 5 Below 20 year 21-25 years 26-30 years 31-35 years Above 35 TOTAL

NO.RESPONDENTS 5 65 18 8 4 100

PERCENTAGE

(%)

OF RESPONDENTS 5 65 18 8 4 100

Source: Primary data. INTERPRETATION: From the above table it is inferred that 65% of the respondents are in the age between 2125 years, 18% of respondents are in the age between 26-30 years, 8% of respondents are in the

29

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. 30

2.2 TABLE SHOWING FOR GENDER OF THE RESPONDENTS

S.NO 1 2

PARTICULAR Male Female

NO. RESPONDENTS 69 31

PERCENTAGE (%) OF RESPONDENTS 69 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.

31

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.

32

2.3 TABLE SHOWING FOR QUALIFICATION OF THE RESPONDENTS

S.NO

PARTICULAR

NO. RESPONDENTS

PERCENTAGE (%) OF RESPONDENTS 9 16 6 61 8 100

1 2 2 3 4

SSLC HSC DIP UG PG TOTAL

9 16 6 61 8 100

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

2.3 CHART SHOWING FOR QUALIFICATION OF THE ESPONDENTS

70 R E S P O N D E N T S 60 50 40 30 20 9% 10 0 SSLC HSC DIP 16% 6%

61%

8%

UG

PG

QUALIFICATION

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.

34

2.4 TABLE SHOWING FOR EXPERIENCE OF THE RESPONDENTS

S.NO PARTICULAR 1 2 3 4 Below one year 1-2 years 2-3 years 3-4 year Above 4 year 5 TOTAL

NO.RESPONDENTS 34 28 17 9 12 100

PERCENTAGE

(%)

OF RESPONDENTS 34 28 17 9 12 100

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 35

35 30 R E S P O N D E N T S 25 20 15 10 5 0

34% 28%

17% 12% 9%

Below one year

1-2 years

2-3 years EXPERIENCE

3-4 years

Above 4 years

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

36

Source: Primary data. INTERPRETATION: S.NO PARTICULAR 1 Below 5000 2 6000-10000 3 11000-15000 4 16000-20000 5 Above 21000 TOTAL 13 5 100 13 5 100 18 18 60 60 4 4 NO.RESPONDENTS PERCENTAGE (%)

OF RESPONDENTS

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

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

38

Source: Primary data. INTERPRETATION: From the above table it is inferred that 41% of the respondents have been selected S.NO PARTICULAR 1 Experience 2 Communication 3 Product & marketing knowledge 4 Technical knowledge 5 Reference TOTAL Product & marketing knowledge, 25% of the respondents have been selected Experience, 22% of the respondents have been selected communication, 19% of the respondents have been selected Technical knowledge, 2% of the respondents have been selected Reference. 10 2 100 10 2 100 62 62 17 17 9 9 NO.RESPONDEN TS PERCENTAGE (%) OF RESPONDENTS

2.6 CHART SHOWING BASIS OF EMPLOYEE HAVE E BEEN SELECTED

39

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

40

Source: Primary data. INTERPRETATION: S.NO PARTICULAR 1 Probation 2 Confirmed TOTAL 77 100 77 100 23 23 NO.RESPONDENTS PERCENTAGE (%)

OF RESPONDENTS

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

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.

42

2.8 TABLE SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL

S.NO PARTICULAR 1 2 3 4 Career development Monetary non-monetary benefits Appraisal system Brand name 5 TOTAL Source: Primary data. INTERPRETATION:

NO.RESPONDENTS 59 18 5 8 10 100

PERCENTAGE

(%)

OF RESPONDENTS 59 18 5 8 10 100

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

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 44

S.NO PARTICULAR 1 2 YES NO TOTAL Source: Primary data. INTERPRETATION:

NO.RESPONDENTS 63 37 100

PERCENTAGE

(%)

OF RESPONDENTS 63 37 100

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

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.

46

2.10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE VALUE RETAIL

S.NO

PARTICULAR

NO. RESPONDENTS

PERCENTAGE (%) OF RESPONDENTS 6 27 64 3 0 100

1 2 3 4 5

Excellent Above average Average Below Average Poor TOTAL

6 27 64 3 0 100

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

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

48

Source: Primary data. S.NO PARTICULAR NO. RESPONDENTS 1 2 3 4 5 Excellent Above average Average Below Average Poor TOTAL 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 says that 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. 9 25 63 3 0 100 PERCENTAGE (%) OF RESPONDENTS 9 25 63 3 0 100

2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR DEPARTMENT

49

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

50

Source: Primary data. INTERPRETATION: S.NO PARTICULAR Work environment 1 Job mismatch 2 Job rotation 3 TOTAL 7 100 7 100 70 70 23 23 NO. RESPONDENTS PERCENTAGE (%) OF RESPONDENTS

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

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

52

S.NO PARTICULAR 1 2 3 4 Excellent Above average average Below average Poor 5 TOTAL

NO.RESPONDENTS 3 15 80 2 0 100

PERCENTAGE

(%)

OF RESPONDENTS 3 15 80 2 0 100

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

53

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

54

Source: Primary data. INTERPRETATION: S.NO PARTICULAR NO. RESPONDENTS 1 2 3 4 5 Efficiency Quality innovation Responsiveness to customer Distinctive TOTAL 71 9 12 2 6 100 PERCENTAGE (%) OF RESPONDENTS 71 21 26 19 9 100

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

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

56

Source: Primary data. INTERPRETATION: S.NO PARTICULAR NO. RESPONDENTS 1 2 3 Experience Product & market knowledge Technical knowledge TOTAL 6 79 15 100 PERCENTAGE (%) OF RESPONDENTS 6 79 15 100

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

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 58

S.NO PARTICULAR 1 2 YES NO TOTAL

NO.RESPONDENTS 79 21 100

PERCENTAGE

(%)

OF RESPONDENTS 79 21 100

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

59

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 THIS ORGANIZATION

60

Source: Primary data. S.NO PARTICULAR NO. RESPONDENTS 1 2 3 Communication Product & market knowledge Technical knowledge TOTAL 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. 29 58 13 100 PERCENTAGE (%) OF RESPONDENTS 29 58 13 100

2.17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THIS ORGANIZATION

61

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 EMPLOYEE CAREER

62

Source: Primary data. INTERPRETATION: S.NO PARTICULAR NO. RESPONDENTS 1 2 3 Commutation Product & market knowledge Technical knowledge TOTAL 24 65 11 100 PERCENTAGE (%) OF RESPONDENTS 24 65 11 100

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

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

64

Source: Primary data. S.NO PARTICULAR 1 YES 2 NO TOTAL 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 13 100 13 100 87 87 NO.RESPONDENTS PERCENTAGE (%)

OF RESPONDENTS

65

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.

66

2.20 TABLE SHOWING EMPLOYEE CAREER, GROWTH DEVELOPMENT FOR CURRENT JOB

S.NO

PARTICULAR

NO. RESPONDENTS

PERCENTAGE

(%)

OF RESPONDENTS 21 69 10 0 0 100

1 2 3 4 5

Agree Strongly agree Partially agree Disagree Strongly disagree TOTAL

21 69 10 0 0 100

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

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

68

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 S.NO PARTICULAR NO. PERCENTAGE (%) RESPONDENTS 1 2 3 Promotion Salary Reward 27 59 14 OF RESPONDENTS 27 59 14

TOTAL 100 100 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

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

70

Source: Primary data. S.NO PARTICULAR NO. RESPONDENTS 1 2 3 4 5 Agree Strongly agree Partially agree Disagree Strongly disagree TOTAL INTERPRETATION: From the above it is inferred that 65% of the respondents says the strongly agree agree top 21 65 14 0 0 100 PERCENTAGE (%)

OF RESPONDENTS 21 63 14 0 0 100

level guidance to improve employee competency level, 21% of the respondents are says the 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

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 FACILITIES PROVIDED BY COMPANY

S.NO PARTICULAR

NO.RESPONDENTS

PERCENTAGE

(%)

OF RESPONDENTS 72

1 YES 2 NO TOTAL 11 100 11 100 89 89

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

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 74

S.NO PARTICULAR 1 2 YES

NO.RESPONDENTS

PERCENTAGE

(%)

OF RESPONDENTS 84 NO TOTAL 16 100 16 100 84

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

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. 76

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 Experience Communication Product &marketing knowledge Technical knowledge Reference Total Male 5 11 47 5 1 69 Female 4 6 15 5 1 31 Total 9 17 62 10 02 100

By using the below formula we calculated expected frequency (Row total)*(column total) E= .. (Grand total)

77

O 5 11 47 5 1 4 6 15 5 1 Total

E 6.21 11.73 42.78 6.9 1.38 2.79 5.27 42.78 3.1 1.38

(O-E) -1.21 -0.73 4.22 -1.9 -0.38 1.21 0.73 -27.78 1.9 -0.38

(O-E)2 1.46 0.53 17.81 3.61 0.14 1.46 0.53 771.72 3.61 0.14

(O-E)2 / E 0.24 0.04 0.42 0.52 0.10 0.52 0.10 18.03 1.16 0.10 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

78

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 HR guidance improve employee competency level S. No Qualification No of respondents Percentage of respondents (%) 1 2 3 4 5 Agree Strongly Agree Partially Agree Disagree Strongly disagree Total 23 57 20 0 0 100 23 57 20 0 0 100

Let Y be current job helps in improving your career, growth and development S. No Qualification No of respondents Percentage of respondents (%) 1 2 3 4 5 Agree Strongly Agree Partially Agree Disagree Strongly disagree 79 36 42 22 0 0 36 42 22 0 0

Total

100

100

particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied total

X 23 57 20 0 0 100

Y 36 42 22 0 0 100

xy 828 2394 440 0 0 3662

X2 529 3249 400 0 0 4178

Y2 1296 1764 484 0 0 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 80

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

81

 66% of the respondents have above one year experience 60 % of the respondents are earnings between Rs.5000-10,000 62% of the respondents have been selected in product &marketing knowledge 77% of the respondents are working period as confirmed 59% of the respondents reason to choose future value retail for career development 63% of the respondents satisfaction of salary level 64% of the respondents says rules and procedure followed by future value retail in average 63% of the respondents says morale and ethics followed in their department 70% of the respondents job mismatch factors affecting employee competency level 80% of the respondents work environment supportive role as an employee says average 71% of the respondents says employee competency level measuring efficiency of work 79% of the respondents company make recognition for employee product & market knowledge

79% of the respondents received reward and recognition for their achievements

82

 58% of the respondents say communication skill needed for employee to service in this organization. 65% of the respondents say product & market t knowledge is develop career 83% of the respondents say employee skill develop opportunity level 69% of the respondents are agree with their current job helps in improving their career, growth & development 59% of the respondents salary opportunities provided by future value retail 65% of the respondents top level guidance to improve employee competency level 89% of the respondents satisfied with the facilities provided by company 84% of the respondents satisfied with decision making process in our origination

83

A r e . u

A r e u

3.2 SUGGESTIONS A s s . r a . a e t t A i A employee is expecting for his her salary which may be considered by the The i . r u management. s . r s e f eThe employee has to be given training on customer handling f s A i A i . r u a r.The workingeambiance should be changed u e e d t e d A s i The employee are not interested for job rotation ,so it can be avoided sA r w u a s r uThe recognition system only look product and market knowledge about of employee .so a w e t f i e t system should change into efficiency of work i s i i t s i t u h a s e Post appraisal feedback should be given to the employees and it performance should be au s h t d monitored f t f s t i i i During selecting the soft skills of the candidate should be checked is t a e s h w sa e h t e f d i ft The employee expecting refreshments very day d e i t ii They are e w satisfied with the facilities provided s g h es w g f u d i if dThey satisfied with decision making process u i t t i ti i e h w d h e w h d d i a e id a t t n t t n w c h h g w h h c i e u ei t i tt h g d o h h g o 84 e u a f e u f t i n it h y g d c

u ae o

i n u o d cg r f a eu i n H y cd o R o ea f u tn r c o y o fe o H u i R y ro m

e o u a i n u g r d c u a e i n H d o c R a e f n t c o o y e f o u i o m y r f o p

3.3 CONCLUSION

f o p u H t A competency mapping is description of skill, traits, experience and knowledge required r u H r y o r R for a person to be effective in a job. o ry R o o v o From this study, some of employees are in need to improve their skills especially in v u t H e i u H understanding their responsibility and their role in attaining the organization objectives. It can be t e r R o m r R suggested that the above shortfalls of the employees can be eradicated through proper training to o p y the employees. Then it will be helps the organization to reach its goal. y H o t i r t iH o R u o m o The HR manager in need of competencies like evolution of performance technicians and R o m u p v r to motivate the co-workers in improving their weak competencies. The manager needs the p r t r i e competency to identity the skill and knowledge required for promotion and to find out good it r o c m o rewardm system and feedback system. o co p v y o p v o i m r e o r ei m m o p u m o p p y v e r p v y e r t e o er o t o u c e u eo v n y r o y rv n e o c m e o c u c p y u c y y o r e ry o o m t l m lo u e c p e cu p 85 e r v o e n o er v m t c e m t e c l p e y

v ? ]v ? [ l e [l e QUESTIONNAIRE ] e l ]e [ Yl v ? [ THE STUDY ON COMPETENCY MAPPING LEVEL OF THE EMPLOYEE IN ] e ?v n e ] FUTURE VALUE RETAIL CHENNAI n s e o l o l [ Y [Dear Respondents, I am Muthuselvan P doing MBA final year in Sri Krishna ? 1 Y ? ] [1 engineering college eundergone my project in your organization and I request you to fill the ] e 0 s ]0 following information so I could complete my final year project successfully. I assure you that s . [ Y .[ the information provided by you will be kept confidential and used only for academic purposes. Y ] e [ n e] [ A 1. Name:.. s ] oA s ] r Y 2. AgerY 1 e e [ n ee [ 0n Below 20 21-25 26 -30 31-35 Above 35 s ] o ]s .o y 3. Gender y 1 o [ n 1 o [ 0 An Male Female u ] o 0 u ] . ro . 4. Qualification 1 s e 1 n sn 0 HSC A SSLC DIP UG PG a 0 o A ao . r y t . r 5. Experience t 1 e o i e1 i 0 A Below one years 1-2 year 2-3 year 3-4 year above 4 year u 0 A s . f r y r. 6. Salary y f e o s i e o i A u 5000- 10,000 15,000-20,000 above Rs.20, 000 a Below Rs5000 e u eA r y d t r y 86 d e o s i o se u a s w u a w y t f i

eo n ? l t cm e ep y v[ e n e] ct l l y ee ?Y n v ec l e s [ ey l

o ? e n m t c p e y [ e n ] t c l e y e Y n v e c l e s y e l

o t s i s io t u h a s e a su h t f d t f s t i i is i t basis you have been selected? 7. What a h s e w sa e h t f e i Experience d Communication Product & Marketing knowledge ft d e i t ii Reference s w h Technicaleknowledge f es w f f i d a f d i a i t t c tidid you choose Future value retail? c 8. Why e i w h h w h ie d i l eCareer development Monetary Non-monetary benefits id l t t i t t i Appraisal system Brand name w h h t f h h tw i e a you satisfied with your salary package? i 9. Are i e i t e c tt Yes e No h f i s h h f s l 10. How did you e a describe the rules and procedures followed at Future value retail? e a t p c i ct p Excellent f Average Below average Poor h i Above average t r fh i r e o a i would you ldescribe employee morale and ethics followed in your department? 11. How ae l o c i e v cExcellent i v Average Below average Poor f i Above average i t s if t i a i 12. What are the lfactors that affect your competency level? d l ia d c i e p i ecWork Environment Job mismatch Job rotation i s t d r ti s d l i o 13. How supportive was your work environment to your role as an employee? il i b e p v ei pExcellent Above average Average Below average Poor b t y s r i st r y i competency level is measured? d 14. What basis your o i o e t p v e e p v Efficiency Quality Innovation Responsiveness to customer t s i r h d rs i h o e Distinctive d o d e p v e b v 15. How does your company make recognition for employee? ep r c i d y ir d c o d o o d 87 o v m e b t ev b m i y d p h i d y p d e i

e n b t b te n d h y y c d y h y e o ? e ? b t m tb Product & Market knowledge Technical knowledge y h p Experience c h cy [ a [you have e orewards & recognition on your achievement? 16. Doo any e ] t m n] t m h No c p y Yes ch p Y e o a ?Y o ae e m n e m n s 17. What the skill needed for an employee to service in this organization? c p y sc p [y o a ? Communication Product & market knowledge Technical knowledge a ] ?o [ m n [m 18. Don you thinky ] area is needed to develop your career? which p ]p [ Yy a ? [ Communication Product & market knowledge Technical knowledge ] e ?a n n ] n s n feel youroskill develop your opportunity level? 19. Do you y o y [ Y [ Yes ? . No Y ] e [ .? ] e s ] 20. Do you agree that your current job helps in improving your career, growth and development? s A [ Y A [ YAgree r Strongly agree partially agree Disagree Strongly disagree ] e [ nr e [] e oe 21. What are the s ] opportunities provided by Future value retail? s ] Y . Y Promotion u Salary Reward e [ n u [e n s ] o 22. Do u satisfied with the guidance of your top level to improve your competency level? ]s Ao s s . No r Yes a [ n . a[ en t ] o 23. Are you satisfied with the facilities provided by the company? t] o A i A i u Yes . rNo s . n r sn e f o 24. Are you satisfied with decision making process is our organization? e fo A i s A i . e Yes r uNo a r. u e e d t e d A s i sA r w u a s u 88 ar w e t f i te i s i i t s i t u a s e

t f t f s t i i is i t a h s e w sa e h t e f d i ft d e i t ii s g e w h es w g f i d u f d i u i t t i ti i e d w h h e w h d d i a e id a t t n BIBLIOGRAPHY t t n w c h h g h h cw i e Books u i e t i tt Seema sanghi competency mapping new Delhi Published by Vivek Mehra for Sage h g d o h hPublications India Pvt Ltd,,first published in 2007 g o e u a f e u f t i n Vizia Saradhi, K. Ramesh, G. V. V. Vijaya Kumar Competency Mapping, lap lambert it g y c academich d publishing 2011 h g d y e o u a e ae uSraban Mukherjee Competency Mapping for Superior Results Publisher tata McGraw o i n u i hill first publishing 2011 n u g r d c o d cg r u e f au Kothari, ac.r. Research methodology &techniques, second edition, new Delhi, new age e i n H i ninternational (p) limited publishers.,2006. H d R c o y cd oP.N. Arona and S.Arora statistics for management published by Chand &company ltd R a e f o ea fnew Delhi ,fourth revised edition 2009 n t u tn c o o y r yMisra R N Competency Mapping For Industrial Sectors Dph Publisher ,publishing 2010 c o o e f o fe oRavi Shankar Role of Competency Mapping in Human Resource Management lap H u i ulambert academic publishing Publishing Jul 2011 i o r y m R o y r m f o p f o p u H t r u H r Website y o r R o ry R o o v o www.google.co.in v u e H t i u H t e r o R m r R 89 o p y y H o t i r tH i o R o d

o c m o o m o c p v y o p v o www.citehr.come i m r o ri e m m o p u m o www.indianmba.com p p e v y r v y ep r t e o er o t o u c e o u e v n y r o y rv n e c o m e o c u c p y u c y y r o e ry o o m t l o m l u e c p e cu p e r v o e n o er v m t c e m t e c l p e y p ec l o ? e n eo n ? m t c l t cm p e y e ep y [ e n v[ e n ] t l c e] ct l e y e l y ee Y n v ?Y n v e c l e ec l e s y e l sy e [l v ? ]v ? [ l e [l e ] e l ]e [ Yl v ? [ ] e ?v n e ] n s e o l o l [ Y [ ? 1 Y ? ] e [1 ] e 0 s ]0 s . [ Y .[ Y ] [ e n e] [ A s ] oA s

p r e it r

p r t i r

90