a study on competency mapping at bgr energy in …a study on competency mapping at bgr energy in...

International Journal of Scientific Research and Engineering Development-– Volume2 Issue 2, Mar –Apr 2019

Available at www.ijsred.com

ISSN : 2581-7175 ©IJSRED: All Rights are Reserved Page 547

A Study on Competency Mapping at BGR Energy in India

1Toopalli Sirisha ,

2Dr. Nalla Bala Kalyan

Assistant Professor ,Department of Management Studies , Sri Venkateswara College of Engineering

Associate Professor, Department of Management Studies , Sri Venkateswara College of Engineering

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Abstract: An ever changing and highly dynamic environment impacted upon by forces such as liberalization,

world-wide competition marked by new entrants, fast changing technologies, new models of business and

converging industries, thrust on operational efficiency and effectiveness ably supported by technological

advancements, increased sensitivity to stakeholders and a trend towards rights-based entitlements created

an impetus to the organizations to reform and adopt new practices to manage their human resources. In the

today’s scenario, “Skill and Competency” are the main drivers of an organization’s efficiency, effectiveness

and performance at large. So Firms are becoming increasingly aware of the need to have competent

employees for survival and long term sustainability. All types of Organizations irrespective of their size,

structure and age are talking about competencies. All organisations are still struggling with defining,

designing and deploying Competency Mapping models, frameworks and processes. The aim of the study is

to explore the extent of usage and formalization of Competency Mapping in BGR Energy. The current study

aims at analysing the competency gaps at BGR Energy.

Keywords: BRG Energy, Competency, Competency Mapping, Competency Gaps, Skill

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1. Introduction Currently, the humans are consider at corporations on the far side vital because the corporations have

come back to appreciate that a fighting work, skilled, competent men with the right quantity of motivation

would do the wonders that might not even be done by plain miracles. It’s a important to a company to coach

and shapeup their men to best suited their role to be compete. Hence, the organizations have begun and area

unit continued to impart coaching, and this has successively developed the ability among the people. Within

the present of labor, characterized by fast and dramatic modification, the attainment of competency has

become associate degree of integral element of individual, both in structure and national methods.

Competency mapping is extremely significant and is a necessary exercise. Each well managed firm should

have well outlined roles and list of competencies needed to perform at every role effectively. Such list ought

to be used for accomplishment of, performance, promotions and coaching wants identification. Competency

mapping is regarding characteristic ideal behaviors and private skills that distinguish exceptional and

colossal performance from the typical.

2. Statement of the Problem In the BGR Energy the higher level employees (managerial, supervisory and administration categories),

needs and job roles becoming a challenge day by day. With their profile to manage their subordinates /

employees and to improve the efficiency levels they have to focus on leadership development and succession

planning to achieve the productivity to maintain the required competence levels. The perception includes

different aspects like adaptability, initiative, judgement, Problem solving, Planning and Organisation,

Leadership Quality, Productivity and Use of Technology. This study aims at studying at what level the

employees are adopting to competency levels.

RESEARCH ARTICLE OPEN ACCESS

International Journal of Scientific Research and Engineering Development

ISSN : 2581-7175 ©IJSRED: All Rights are Reserved

3. Objectives of Study � To analyze the employee’s competency mapping

� To assess the dimensions of competency mapping by

technology, planning and organization, communication, leadership

level .

4. Research Methodology Research Design

Data Source/Collection

Research Instrument

Research Approach

Contact Method

Sample Units

Sample Size

Sample Area

5. Data Analysis and Interpretation:

To identify the competency possessed by the employees through well structured questionnaire. Where

first part of the questionnaire contains personal data of the respondent and second part is containing

adaptability, communication, planning, productivity, problem solvi

competencies consisting 3 statements each. Which are sc

for the current study is 150 employees

technique has been adopted Data has been analyzed using frequencies, percentages, ANOVAs, and

correlation.

5.1 Department Wise Respondents

Department Wise RespondentsDepartment

HR

Finance

Purchase

Quality

IT

Design

Total

Source: Sample Data

Department Wise Respondents

050

100150200

International Journal of Scientific Research and Engineering Development-– Volume2 Issue 2, Mar

Available at

©IJSRED: All Rights are Reserved

employee’s competency mapping at BGR, Tamilnadu

the dimensions of competency mapping by using factors of adaptability, initiative, use of

technology, planning and organization, communication, leadership to find the competency at company

Descriptive Research

Primary Data, Secondary Data

Questionnaire

Survey

Personal Interview

Employees At Bgr Enegry

150

Bgr Enegry Pvt Ltd

:

the competency possessed by the employees through well structured questionnaire. Where


adaptability, communication, planning, productivity, problem solving, initiative, use of technology as generic

competencies consisting 3 statements each. Which are scaled through 5- Point Likert's Scale,

150 employees BGR Energy. Sampling Technique: Simple Random sampling

Data has been analyzed using frequencies, percentages, ANOVAs, and

Table 1

Department Wise Respondents Department Frequency Percentage

30 20

Finance 25 19.67

Purchase 20 13.33

Quality 40 26.67

15 10

Design 20 13.33

Total 150 100

Source: Sample Data

Figure 1

Department Wise Respondents

Frequency

Percentage

Volume2 Issue 2, Mar –Apr 2019


Page 548

using factors of adaptability, initiative, use of

to find the competency at company

the competency possessed by the employees through well structured questionnaire. Where


ng, initiative, use of technology as generic

Point Likert's Scale, the sample size

Simple Random sampling

Data has been analyzed using frequencies, percentages, ANOVAs, and

Frequency

Percentage



5.2 Follows Instructions Respondents

Respondents Criteria

Strong Disagree

Disagree

Neutral

Agree

Strong Agree

Total

Source: Sample Data

Respondents

Inference: From the table it is inferred that 24% of respondent agree with the performance on this

competency follow instruction responds to management direction is better than acceptable standard and

18% of respondents disagree with the performance on thi

management direction is not acceptable standard and a development is need.

5.3 Respondents Undertakes Self Development Activities

Respondents Undertakes Self Development ActivitiesCriteria

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Total

Source: Sample Data

Respondents

Inference: From the table it is inferred that 27% of respondent agree with the performance in this

competency undertakes self development activities is better than acceptable standard and 10% of respondent

disagree with the performance in this competency u

acceptable and standard.

0

50

100

150

200

High Moderate

0%

50%

100%


Available at


Respondents to Management Direction

Table 2

Respondents to Management Direction Frequency Percentage

Strong Disagree 10 6.67

27 18.0

43 28.67

36 24.0

Strong Agree 34 22.66

150 100

Source: Sample Data

Figure 2

Respondents to Management Direction

From the table it is inferred that 24% of respondent agree with the performance on this


18% of respondents disagree with the performance on this competency follow instruction responds to

management direction is not acceptable standard and a development is need.

Undertakes Self Development Activities

Table 3

Undertakes Self Development Activities Frequency Percentage

25 16.67

15 10.00

50 33.33

40 26.67

20 13.33

150 100

Source: Sample Data

Figure 3

s Undertakes Self Development Activities

From the table it is inferred that 27% of respondent agree with the performance in this


disagree with the performance in this competency undertakes self development activities is not up to

Moderate Low Total

Frequency

Percentage

Percentage

Frequency



Page 549

From the table it is inferred that 24% of respondent agree with the performance on this


s competency follow instruction responds to



ndertakes self development activities is not up to

Frequency

Percentage

Percentage

Frequency



5.4 Showing Respondents Use Time Efficiently

Showing RespondentCriteria

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Total

Source: Sample Data

Respondent

Inference: From the table it is inferred that 29% of responden

competency use of time efficiently is better than accept

with the performance in this competency use of time efficiently is not up to acceptable and standard.

5.5 The Respondents to Achieve Established

The Respondents to Achieve Established GoalsCriteria

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Total

Source: Sample Data

Respondents to Achieve Established Goals

050

100150

0

50

100

150

200

High Moderate


Available at


Use Time Efficiently

Table 4

Showing Respondents Use Time Efficiently Frequency Percentage

10 6.67

20 13.33

50 33.33

43 28.67

27 18.00

150 100

Source: Sample Data

Figure 4

Respondents Use Time Efficiently

From the table it is inferred that 29% of respondent agree with the performance in

competency use of time efficiently is better than acceptable standard and 14% of respondent disagree


The Respondents to Achieve Established Goals

Table 5

The Respondents to Achieve Established Goals Frequency Percentage

Strongly disagree 18 12

22 14.67

42 28

38 25.33

Strongly agree 30 20

150 100

Source: Sample Data

Figure 5

Respondents to Achieve Established Goals

Frequency

Percentage

Moderate Low Total

Frequency

Percentage



Page 550

t agree with the performance in this

respondent disagree


Frequency

Percentage

Frequency

Percentage



Inference: From the table it is inferred that 26% of responden

competency achieves established goals is

with the performance in this competency achieves established goals is not up to acceptable and standard.

5.6 Showing Respondents on Adapts New Technologies

RespondentCriteria

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Total

Source: Sample Data

Respondents o

Inference: From the table it is inferred that 24% of respondent agree with the performance in this

competency adapts new technologies is better than acceptable standard and 12% of respondent disagree

with the performance in this competency adapts new technologies is not up to acceptable and standard.

5.7Showing the Respondents Takes Independent Actions and Calculated Risks

Respondents takes Independent Actions and Calculated RisksCriteria

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Total

Source: Sample Data

Respondents takes Independent Actions and Calculated Risks

0

100

200

300

0

100

200


Available at


From the table it is inferred that 26% of respondent agree with the performance in

competency achieves established goals is better than acceptable standard and 14% of


n Adapts New Technologies

Table 6

Respondents on Adapts New Technologies Frequency Percentage

Strongly disagree 11 7.33

19 12.67

50 33.33

36 24

Strongly agree 34 22.67

150 100

Source: Sample Data

Figure 6

Respondents on Adapts New Technologies



competency adapts new technologies is not up to acceptable and standard.

Takes Independent Actions and Calculated Risks

Table 7

akes Independent Actions and Calculated Risks Frequency Percentage

disagree 24 16

27 18

39 26

33 22

Strongly agree 27 18

150 100

Source: Sample Data

Figure 7

akes Independent Actions and Calculated Risks

Percentage

Frequency

FrequencyPercentage Frequency

Percentage



51

t agree with the performance in this

standard and 14% of respondent disagree




competency adapts new technologies is not up to acceptable and standard.

Percentage

Frequency

Frequency

Percentage



Inference : From the table it is inferred that 22% of respondent agree with the performance in this

competency calculated risks is better than acceptable standard and 18% of respondent disagree with the

performance in this competency calculated risks is not up to acceptable and standard.

5.8 Showing Respondents Managing Conflict

RespondentCriteria

High

Moderate

Low

Total

Source: Sample Data

Respondent

Inference: From the table inferred that 30% of highly conflict in managing and 26% of lowly conflict in

managing the employee.

5.9 Determining Chi-Square Test for Experience H0: There is no significant association between experience of respondent and self development activities.

H1: There is a significant association between experience of respondent and self development activities.

Chi-Square

Strongly Count

Disagree Excepted count

Count

Disagree Excepted count

Count

Self Neutral Excepted count

development

activities

Count

Agree Excepted count

Strongly Count

Agree Excepted count

Count

Total Excepted count

Source: Sample Data

0

50

100

150

High Moderate


Available at


inferred that 22% of respondent agree with the performance in this


performance in this competency calculated risks is not up to acceptable and standard.

Managing Conflict

Table 8

Respondents Managing Conflict Frequency Percentage

45 30

65 43.33

40 26.67

150 100

Source: Sample Data

Figure 8

Respondents Managing Conflict

From the table inferred that 30% of highly conflict in managing and 26% of lowly conflict in

Square Test for Experience of Respondent and Self Development ActivitiesThere is no significant association between experience of respondent and self development activities.

significant association between experience of respondent and self development activities.

Table 9

Square: Self Development Activities Experience

<5years 5-10years 10-15years

Count 4 10 11

Excepted count 4.5 10.5 10

Count 5 6 4

Excepted count 3.5 6.3 5.2

Count 11 20 19


Count 13 16 11


Count 12 6 2


Count 45 58 47

Excepted count 45 58 47

Moderate Low Total

Frequency

Percentage



Page 552

inferred that 22% of respondent agree with the performance in this


From the table inferred that 30% of highly conflict in managing and 26% of lowly conflict in

Self Development Activities There is no significant association between experience of respondent and self development activities.

significant association between experience of respondent and self development activities.

Total

25

25

15

15

50

50

40

40

20

20

150

150

Frequency

Percentage




Table 10

Chi-Square Test: Experience of Respondent and Self Development Activities Value Df Asymp. Sig.

2-sided

Pearson Chi-Square 7.77 8 0.456

Likelihood Ratio 8.118 8 0.422

Linear-by-Linear Association 0.431 1 0.512

No of Valid Cases 150

Source: Sample Data Inference: The value of P is found to be 0.456(P>0.05) Hence H0 is accepted. There is no significant

association between experience of respondent and self development activities.

5.10 ANOVA Test between the Departments, Motivation and Technical Skills H0 (Null hypothesis): There is no significance association between the departments, motivation

and technical skill.

H1 (Alternative hypothesis): There is significance association between the departments,

motivation and technical skill.

Table 11

ANOVA test between the Departments, Motivation and Technical Skills A B C D E

Departments 30 25 20 40 35

Motivation and politeness 15 25 57 33 20

Keeping technical skill up to date 23 31 36 38 22

Source: Sample Data

Table 12

ANOVA: Single Factor Summary Count Sum Average Variance

3 68 22.66667 56.33333

3 81 27 12

3 113 37.66667 344.3333

3 111 37 13

3 77 25.66667 66.33333

Source: Sample Data

Table 13

ANOVA: Motivation and Technical Skills Source of Variation SS Df MS F P-value F crit

Between Groups 568 4 142 1.443089 0.289926 3.47805

Within Groups 984 10 98.4

Total 1552 14

Source: Sample Data From the table Anova value is 3.478 degree of freedom is 14

Anova Table Value for 95% level of interval is 3.093

Anova Value>Table Value

F = F cal>F tab F=3.478>3.093

Anova value is greater than the Table Value so H1 rejected and H0 Accepted.

Inference: The calculated value of F is greater than the tabulated value. Hence, we reject the alternative

hypothesis and conclude that there is no significance difference in departments, motivation and technical

skill.

5.11 ANOVA Test between the Department, Adapts New Technology and Update Technology

H0 (Null hypothesis): There is no significance association between the departments, adapts new

technology and update technology.




H1 (Alternative hypothesis): There is significance association between the departments, adapts new

technology and update technology.

Table 14

ANOVA Test between the Department, Adapts New Technology and Update Technology HR Finance Purchase Quality Design

Department 30 25 20 40 35

Adapts new technology 11 19 50 36 34

Up to date technology 23 31 36 38 22

Source: Sample Data

Table 15

ANOVA Single Factor Summary HR Finance Purchase Quality Design

30 25 20 40 35

11 19 50 36 34

23 31 36 38 22

Source: Sample Data

Table 16

ANOVA: Adapts New Technology and Update Technology Source of

Variation

SS df MS F P-value F crit

Between Groups 578 4 144.5 1.762195 0.212952 3.47805

Within Groups 820 10 82

Total 1398 14

Source: Sample Data From the table Anova value is 3.478 degree of freedom is 14.

Anova Table Value for 95% level of interval is 3.093

Anova Value> Table Value

F = F cal>F tab F=3.478>3.093

Anova value is greater than the Table Value so H1 rejected and H0 Accepted.

Inference The calculated value of F is greater than the tabulated value. Hence, we reject the alternative

hypothesis and conclude that there is no significance difference in departments, update technology and

adapt technology.

5.12 Determining Correlation Between the About Their Motivation and Politeness and Under

Takes Self Development Activities H0 (Null hypothesis): There is no significant association between about their motivation and politeness

and under takes self development activities.

H1 (Alternative hypothesis): There is a significant association between about their motivation and

politeness and under takes self development activities.

Table 17

Motivation and Politeness and Under Takes Self Development Activities

About their motivation and politeness 15 25 57 33 20

Under takes self development activities 25 15 50 40 20

Source: Sample Data

r =0.852688

Inference: The value of R is found to be 0.852(R>0.05) Hence H1 is accepted. The value of the co-

efficient of correlation is found to be positive, it is inferred that there is perfect correlation between

about their motivation and politeness and self development.




5.13 Determining Regression for Adapts New Technology and Update Technology

H0 (Null hypothesis): There is no significant association between adapts new technology and update

new technology.

H1 (Alternative hypothesis): There is significant association between adapts new technology and update

new technology.

Table 18

Determining Regression for Adapts New Technology and Update Technology Adapts new technology 11 19 50 36 34

Update technology 23 31 36 38 22

Source: Sample Data

Table 19

Regression Statistics

Table 20 ANOVA: Adapt New Technology and Update Technology

Df SS MS F Significance F

Regression 1 17.43773 17.43773 0.257741 0.662126

Residual 2 135.3123 67.65614

Total 3 152.75

Source: Sample Data

Regression value is: 0.257741

Value is positive so H1 is accepted.

Interpretation: There is significant between adapt new technology and update technology.

6. Conclusion

From the above analysis it has been suggested that the company should take up various strategies to

progress the problem solving skills of employees, and to conduct entertainment programs, learning seminars

and e-learning programs to improve and to reduce the stress. To improve competencies of employee’s

performance based bonuses, and to revise the performance appraisal system to incorporate the result of skill

analysis and employee job role assessment. , apprenticeship training program can be provided. The analysis

of primary data also reveal that an organization can use outfit for competency mapping, which is

extremely useful to grow the employees. The precious resource of the organization is the employee. The

performance of the employee is honestly associated with the success or failure of the organization.

Therefore, it is essential for the organizations to spend giant amount of money on the development

the employees. The success of every organization depends on its employees, so competency mapping plays a

vital role for success of organisational and employee.

7. References 1. Bernardin, HJ, Dahmus, SA & Redmon, G (1999). Attitudes of First-Line Supervisors toward

Subordinate Appraisals, Human Resource Management, vol.32 (2/3), pp.315-325.

Regression Statistics

Multiple R 0.337874

R Square 0.114159

Adjusted R Square -0.32876

Standard Error 8.225335

Observations 4

Source: Sample Data




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4. Chouhan, V. S., & Srivastava, S. (2012). Competencies and Competency Models, Development

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resource practices, Human resource management, Volume 41 pp. 309-324.

6. Donna Rodriguez et.al (2002). Developing Competency models to promote integrated Human

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a study on competency mapping at bgr energy in …a study on competency mapping at bgr energy in...

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