competency maping

8/2/2019 Competency Maping

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A STUDY ON COMPETANCY MAPPING IN

TAMILNADU NEWSPRINT AND PAPERS LTD, KARUR

A PROJECT REPORT

Submitted by

PRASATH.G

Register No: 098001608033

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

MAHENDRA ENGINEERING COLLEGE

NAMAKKAL

MAY 2011


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MAHENDRA ENGINEERING COLLEGE

DEPARTMENT OF MANAGEMENT STUDIES

PROJECT WORK

MAY 2011

This is to certify that the project entitled

A STUDY ON COMPETANCY MAPPING IN

TAMILNADU NEWSPRINT AND PAPERS LTD KARUR

Is the bonafide record of project work done by

PRASATH.G

Register No: 098001608033

Of MASTER OF BUSINESS ADMINISTRATION during the year 2010-2011.

Project guide Head of the Department

(N.SUGANTHI)

Submitted for the Project Viva-Voce examination held on ..

.......................

(Signature of Internal (Signature of External

Examiner with date) Examiner with date)


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DECLARATION

I affirm that the project work titled A STUDY ON COMPETANCY MAPPING

IN TAMIL NADU NEWSPRINT AND PAPERS LTD., KARUR being submitted in

partial fulfillment for the award ofMASTER OF BUSINESS ADMINISTRATION is the

original work carried out by me. It has not formed the part of any other project work

submitted for award of any degree or diploma, either in this or any other University.

G.PRASATH

098001608033

I certify that the declaration made above by the candidate is true.

Mrs.N.SUGANTHI


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ACKNOWLEDGEMENT

I express my deepest sense of gratitude to the God Jesus the Almighty for the

abundant blessing without which the study would have never been light of the day.

I hereby acknowledge my sincere gratitude to the Mahendra Engineering College and

Dr. R. SAMSON RAVINDRAN B.E., M.S., M.B.A., PhD(Solar Energy)., PhD(Bio-

Engg)., F.I.E, C.E.(India) M.I.S.T.E., Principal, Mahendra Engineering College and the

Management for giving me an opportunity to undergo M.B.A Degree course and to undertake

this Project work.

I wish to express my deep sense of gratitude to Mr.R.ARIVALAGAN M.Com.,

MBA. B.Ed., M.Phil. HOD In-charge, Department of Management Studies, Mahendra

Engineering College.

I owe my reverential gratitude to my faculty guide Mrs.N.SUGANTHI MBA., M

Phil., (PhD) for his valuable suggesting and constructive criticisms rendered at each stage of

the project. Under his guidance I have been available to conduct the study and complete it

successfully.

I express my thanks to Mr. SAIRAM MBA , Manager, Human resources

department, training center TNPL, Mr. M. CHINNAPARAJ and Mr.M. IRUDHAYARAJ

staff members in TNPL who kindly provided their helping hand for doing the project work.

I acknowledge the immense help rendered by family and friends without whom the

effort would not have been possible.


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CONTENTS

CHAPTER

NO.PARTICULARS

PAGE

NO.

LIST OF TABLES

LIST OF CHART

1 INTRODUCTION 1

1.1 INDUSTRY PROFILE 2

1.2 COMPANY PROFILE 7

2 DESIGN OF STUDY

2.1 OBJECTIVES OF THE STUDY 20

2.2 SCOPE OF THE STUDY 20

2.3 LIMITATIONS OF THE STUDY 21

2.4 STATEMENT OF THE PROBLEM 21

2.5 REVIEW OF LITERATURE 22

2.6 RESEARCH METHODOLOGY 26

3 ANALYSIS AND INTERPRETATION 29

4 FINDINGS, SUGGESTIONS

4.1 FINDINGS 73

4.2 SUGGESTIONS 75

5 CONCLUSION 76

6 APPENDICES

6.1 SOURCE 77

6.2 QUESTIONNAIRE 78

7. REFERENCE 82


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LIST OF CHART

S.NO PARTICULARS PAGE NO

3.1 Gender level of employees 30

3.2 Age level of employees 32

3.3 Marital status 34

3.4 Location status 36

3.5 Income level 38

3.6 Experience status 40

3.7 Desirable traits 42

3.8 Employees involvement 45

3.9 Changes in workplace 47

3.10 Time investing in competency 49

3.11 Employee coaching 51

3.12 Emergency work issues 53

3.13 Competent employees 55

3.14 Measuring competencies 57

3.15 Requirement promotion policy 59

3.16 Decision making skills 61

3.17 Involvement in new situations 63

3.18 Research in expensive items 65

3.19 Problem solving 67

3.20 Job rotation 69


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CHAPTER 1

1. INTRODUCTION

Competency mapping is a process through which one assesses and determines

ones strengths as an individual worker and in some cases, as part of an organization.

It generally examines two areas: emotional intelligence or emotional quotient (EQ),

and strengths of the individual in areas like team structure, leadership, and decision-

making. Large organizations frequently employ some form of competency mapping to

understand how to most effectively employ the competencies of strengths of workers.

They may also use competency mapping to analyze the combination of strengths in

different workers to produce the most effective teams and the highest quality work.

PURPOSE OF COMPETENCY MAPPING:

Effectiveness of an organization is the summation of the required competencies

in the organization.

Gap Analysis

Role Clarity

Selection, Potential Identification, Growth Plans of the employees

Succession Planning

Restructuring of the organization

Inventory of competencies for future planning

1.1 INDUSTRY PROFILE


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Once Upon A Time In Americathe closing years of the 18th

century are well

remembered as the time of the American Revolutionary War when the American

colonies fought for independence-the toll was high in human life. The world would

never be the same. During the same period, another revolution was taking place. The

process of making paper in the American Colonies at the time was still made by hand,

sheet by individual sheet. Through those turbulent war years another revolution was

taking place. The paper industry was being converted to mechanization. Paper making

inventions abounded and the toll would be hardships, displacements and financial ruin

or gain depending which revolution a person was involved in. Paper making and

America would never be the same.

1.1.1 Introduction

The paper industry has an important social role to play for the country. Use of

paper is considered as an index of cultural growth. Key social objectives of the

Government like eradicating illiteracy, making primary education compulsory etc. are

very much related to the paper industry. The paper industry is also contributing

towards fulfillment of various requirements of the industry as a whole like

information dissemination, publicity etc. which in turn stimulate industrial growth of

the country. The paper industry has, thus, a catalytic role to play not only for the

overall growth of the industry but also for the living standards of the people. The new

millennium is going to be the millennium of the knowledge. So demand for paper

would go on increasing in times to come. Because of paper industrys strategic role

for the society and also for the overall industrial growth, it is necessary that the paper

industry performs well.

1.1.2 Capacity, production, raw material and import


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Government has completely de-licensed the paper industry w.e.f. 17th July,

1997. The entrepreneurs are now required to file an Industrial Entrepreneur

Memorandum with the Secretariat for Industrial Assistance for setting up a new paper

mill or substantial expansion of the existing mill in permissible locations.

The industry is a priority industry for foreign collaboration and foreign equity

participation up to 51% receives automatic approval by Reserve Bank of India.

Foreign investment even up to 100% is approved by FIPB on case to case basis.

Several fiscal incentives have also been provided to the paper industry, particularly to

those mills which are based on non-conventional raw material.

There are, at present, about 515 units engaged in the manufacture of paper and

paperboards and newsprint in India. The country is almost self-sufficient in

manufacture of most varieties of paper and paperboards. Import, however, is confined

only to certain specialty papers. To meet part of its raw material needs, the industry

has to rely on imported wood pulp and waste paper. The production of paper and

paper board during the year 2001-02 is 31.62 lakhs tones. The installed capacity,

production and import of Paper and Paperboard of the last six years are shown in the

graph.

The proportion of non-wood raw material based paper is increasing over the

years. At present about 60.8 per cent of the total production is based on non-wood raw

material and 39.2 per cent based on wood. Fiber- wise share of production is shown in

the graph.

The performance of the industry has been constrained due to high cost of

production caused by inadequate availability and high cost of raw materials, power

cost and concentration of mills in one particular area. Several policy measures have


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been initiated in recent years to remove the bottlenecks of availability of raw

materials and infrastructure development. To bridge the gap due to short supply of

raw materials, duty on pulp and waste paper and wood logs/chips have been reduced.

The capacity utilization of the industry is low at 62% as about 194 paper mills,

particularly small mills are sick and/or lying closed. Several policy measures have

been initiated in recent years.

Imports of paper and paper products were growing over the years. However, it

has decreased during 2000-2001. Actual import was 3.05 lakh tones in 1997-98, 2.71

Lakh tones in 1998-99, 2.77 lakh tones in 1999-2000 and 1.52 (Provisional) lakh

tones in 2000-01. The import of paper and paper products up to February, 2002 is

1.44lakh tones.. About 1, 40,000 tons of paper was exported in 2000-01 mainly to the

neighboring countries.

1.1.3 Consumption

Paper industry is of cyclical nature and the global paper industry being on

comeback trail, the Indian paper Industry has also started looking up. Indias per

capita consumption of paper is around 4.00 kg, which is one of the lowest in the

world. With the expected increase in literacy rate and growth of the economy, an

increase in the per capita consumption of paper is expected. The demand for upstream

market of paper products like tissue paper, tea bags, filter paper, light weight online

coated paper, medical grade coated paper, etc. , is growing up. These developments

are expected to give fillip to the industry.

1.1.4 Paper Industry in India


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Paper industry in India is the 15th largest paper industry in the world. It

provides employment to nearly 1.5 million people and contributes Rs 25 billion to the

government's kitty. The government regards the paper industry as one of the 35 high

priority industries of the country. Paper industry is primarily dependent upon forest-

based raw materials. The first paper mill in India was set up at Sreerampur, West

Bengal, in the year 1812. It was based on grasses and jute as raw material. Large scale

mechanized technology of papermaking was introduced in India in early 1905. Since

then the raw material for the paper industry underwent a number of changes and over

a period of time, besides wood and bamboo, other non-conventional raw materials

have been developed for use in the papermaking. The Indian pulp and paper industry

at present is very well developed and established. Now, the paper industry is

categorized as forest-based, agro-based and others (waste paper, secondary fiber, bast

fibers and market pulp).In 1951, there were 17 paper mills, and today there are about

515 units engaged in the manufacture of paper and paperboards and newsprint in

India. The pulp & paper industries in India have been categorized into large-scale and

small-scale. Those paper industries, which have capacity above 24,000 tones per

annum are designated as large-scale paper industries. India is self-sufficient in

manufacture of most varieties of paper and paperboards. Import is confined only to

certain specialty papers. To meet part of its raw material needs the industry has to rely

on imported wood pulp and waste paper. Indian paper industry has been de-licensed

under the Industries (Development & Regulation) Act, 1951 with effect from 17th

July, 1997. The interested entrepreneurs are now required to file an Industrial

Entrepreneurs' Memorandum (IEM) with the Secretariat for Industrial Assistance

(SIA) for setting up a new paper unit or substantial expansion of the existing unit in


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permissible locations. Foreign Direct Investment (FDI) up to 100% is allowed on

automatic route on all activities except those requiring industrial licenses where prior

governmental approval is required. Growth of paper industry in India has been

constrained due to high cost of production caused by inadequate availability and high

cost of raw materials, power cost and concentration of mills in one particular area.

Government has taken several policy measures to remove the bottlenecks of

availability of raw materials and infrastructure development. For example, to

overcome short supply of raw materials, duty on pulp and waste paper and wood

logs/chips has been reduced.

1.2 COMPANY PROFILE


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TNPL was incorporated in April 1979 as a public limited company under the

provisions of the companies Act 1956.The registered office of the company is situated

at 67, Mount road, Guindy, Chennai-32.The factory is situated at Kagithapuram in

Karur District of Tamilnadu. Tamil Nadu Newsprint and Papers Ltd is the largest

bagasse, an agricultural residue, based paper unit in India. The company is in the

business of manufacturing and marketing of newsprint and printing & writing papers.

The products are being marketed throughout the country and also being exported to

30 countries around the world. Their manufacturing facility is located at

Kagithapuram in Karur District of Tamil Nadu. Tamil Nadu Newsprint and Papers

Ltd was established by the Government of Tamil Nadu in April 1979 as a public

limited company. The primary objective of the company is to produce newsprint and

printing & writing paper using bagasse, a sugarcane residue, as the primary raw

material. The company started their commercial production in the year 1985. During

the year 1994-95, the company undertook expansion programme and doubled their

capacity from 90,000 TPA to 1, 80,000 TPA. During the year 1998-99, the company

signed a MoU with Quena Newsprint, Egypt for providing technical assistance and

support for erection of a Newsprint and Paper Mill in Egypt. The mill was

successfully commissioned during the year 2000-01. During the year 2000-01, the

company introduced a new versatile all purpose cut size paper under the brand name

TNPL OS 2000. Also, they formally launched 'TNPL Canfields' copier paper in the

Australian market. In March 2001, the company increased the wind farm capacity

from 15 MW to 18 MW, by installing 4 nos of 750 KW each wind turbines at

Devarkulam. During the year 2002-03, the company commissioned the Bio-

methanation plant to treat around 12000 cu m of biogas (methane) per day, to be used


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as fuel in the lime-kiln. They completed the upgrades of both Beloit and Voith paper

machines and production capacity increased from 180,000 TPA to 230,000 tpa.

During the year, the company launched a new product named Hitech Maplitho plus

with 90% brightness and improved optical properties. Also, they entered into a long

term agreement with Terra Energy Ltd, a subsidiary company of Thiru Arooran

Sugars for procuring bagasse in exchange of steam. During the year 2003-04, the

company upgraded the paper machines and pulp mills at a capital outlay of Rs. 140

and increased the installed capacity form 180000 Mts to 230000 Mts per annum. In

March 2004, the company installed 3 nos of 1250 kw capacity wind turbines at

Devarkulam, thereby enhancing the overall wind farm capacity from 18 MW to 21.75

MW. During the year 2004-05, the company introduced two new products, namely,

TNPL Offset Printing and TNPL Elegant Printing. They entered into a long term

agreement with Tamil Nadu Forest Plantation Corporation Ltd for continuous supply

of pulpwood. In February 2006, the company increased the wind farm capacity from

21.75 MW to 28 MW by installing 5 Nos. of 1250 KW wind energy generators at

Devarkulam. During the year 2006-07, the company installed 6 wind electric

generators of 1250 KVA each and increased the wind farm capacity from 28 MW to

35.5 MW. They installed a 200 tpd Cut Pack line during the year and increased the

conversion capacity from 150 tpd to 350 tpd. The company received Special Export

Award from CAPEXIL in recognition of outstanding export performance. They

received the 'Best Energy Conservation Award' for the year 2007 from the

Government of Tamil Nadu. They also received TERI Corporate Environmental

Award 2008 for the efforts towards environmental management and innovative

initiatives among corporate. The company installed new 300 tpd state-of-the-art


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Hardwood Pulp Line with ECF bleaching and a 500 tpd ECF bleach plant for

Chemical Bagasse Pulp with supporting system. They also set up a state-of-art Clonal

Propagation and Research Centre (CPRC) for producing about 1.5 crore high quality

clones per annum. The company has initiated action for which would augment the

paper production capacity from 2,45,000 tones per annum to 4,00,000 tones per

annum utilizing the surplus pulp generated under the Mill Development Plan. The

company is also undertaking the Life cycle Extension programme, under which the

Paper Machine 1 installed during 1985 will be upgraded. The company plans to

increase the plantation area by about 15,000 acres per annum to reach the target of

one lakh acres by the year 2012-13. They also propose to install a 400 tpd dry process

cement plant within the factory complex converting the waste fly ash and lime sludge

generated in the factory, into high quality cement. There are 4800 employees work in

TNPL in that 1800 are permanent employees and remaining 3000 are contract

employees


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1.2.1 Board of directors:

Thiru M F Farooqui, I.A.S. Chairman

Thiru Md Nasimuddin, I.A.S. Managing Director

Thiru A Velliangiri Deputy Managing Director

Thiru Atulya Misra, I.A.S. Director

Tmt Anita Praveen, I.A.S. Director

Thiru V R Mehta Director

Thiru V Narayanan Director

Thiru RR. Bhandari Director

Thiru R L Narasimhan Director

1.2.2Their Business

The Company is manufacturing & marketing of Newsprint and printing &

writing papers using bagasse, a sugarcane residue, as the primary raw material.

Production commenced from the year of 1985.Capacity is 90,000 tons per

annum (TPA) Newsprint & writing paper.

In the year 0f 1996 they doubled the production gone up to 180,000 TPA by

purchasing another paper machine.

In the year of 2003the production increased to 230,000 TPA. Currently the

production is 245,000 TPA.


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1.2.3 Features of Tnpl:

TNPL is the largest commercially successful bagasse based plant in the world

and a mill with the largest production capacity in India at a single location.

The only paper mill in India assisted by the World Bank.

The expansion was completed in a record period of 30 months and the

company reached the rated capacity of 180,000tpa with a short span of time

The company use bagasse pulp to the extent of 60% to make the printing &

writing Bagasse having weak fiber, hence to meet the market demand for

paper, the company use chemical hardwood pulp and imported chemical with

the bagasse pulp to add the required strength.

From the inception, the company has been performing exceedingly well both

on the technical and financial front started maintaining Zero inventory of the

finished paper 1stb of its linked in paper industry.

The product quality is well accepted in the market and company is the market

leader in the computer stationary & copier segment.

Presently, the company has two fastest, new generation paper machines in the

country. the mill has the worlds finest equipment, advanced and sophisticated

on-line process and a quality control system. It is ably supported by cutting

edge Research and Development activities in line with the global trends.

Barter system with nearby sugar mills to procure bagasse in exchange for fuel

under barter on unique arrangement to ensure uninterrupted supply of bagasse.


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1.2.4 On line integrated information systems (oils)

The OIIS is a mini ERP package developed by CMC ltd for TNPL integrates

the flow of information from all the sections of the company covering production,

materials, finance, marketing etc..,

1.2.5 Vision

To be the market leader in the manufacture of eco-friendly world class papers

adopting innovative technologies.

1.2.6 Mission

Attain leadership in paper technology.

Promote the usage of bagasse in the manufacturing of newsprint and printing

& writing paper.

Minimize environmental impact and become environment friendly.

1.2.7 Quality policy

TNPL is committed to manufacture and supply eco-friendly papers to

customers satisfaction with emphasis on continual improvements in its

quality management system

Quality standardization without compromise on environment is being

accomplished with online quality control at various stages of production

TNPL has obtained the ISO 9001-2000 certification from RWTUV of

Germany for design, development, manufacture and supply of newsprint and

printing & writing paper.


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1.2.8 Environment policy

Produce eco-friendly quality papers adopting innovative technologies.

Provide a cleaner environment by sustained R&D effort and continued process

improvements.

Comply with all relevant environmental legislation & regulation.

Conserve and optimize the usage of resources viz.., power, water, fossil fuels

and raw materials like bagasse and wood.

1.2.9 Energy Management Policy

Maximize the usage of eco-friendly agro waste fuels for generation of energy.

Continue improvements in process and equipments for efficient generation

and usage of energy

Involvement of all employees for cost reduction in generation of system and

efficient utilization of the same

Contributing to the energy needs of the state and export the surplus power.

Reduce the specific energy consumption by 2% every year of 5 years through

various energy conservation measures.

1.2.10 Occupational Health and Safety Policy (Ohs)

Implementation, maintenance and continual improvement of OHS

management system.

Adopting appropriate operating practices and procedures to minimize hazards,

risks, accidents and occupational illness.

Conducting periodical medical check-up to minimize occupational health

hazards


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Raining the employees OHS awareness

Providing suitable personal protective equipments as required.

Compliance with all applicable legal and regulatory requirements related to

OHS.

Minimizing usage of hazardous materials.

1.2.11 Paper Making Process

1.2.11.1 PULPING PROCESS

Hard wood pulping

Chemical bagasse pulping

1.2.11.2 Bagasse suppliers

Sakthi Sugars - Appakudal

Salem co-operative Sugar Mills - Mohanur

EID Parry India Ltd - Pugular & Petavaithalai

Kallakurichi co-operative Sugar Mills Unit-II - Kagithapuram

Thiru Arooran Sugar Ltd - A.Cittur, Tirumandangudi

The surplus bagasses available with other sugar mills are purchased on cash

and carry basis. The annual requirement of bagasse is around 7 lakh MT.

The other raw material wood is mainly procured from TAFCORN and forest

department, Govt of Tamilnadu apart from private sources. The annual

requirement of wood is around 4 lakh MT. Eucalyptus-Hybrid is the variety is

of wood available in plenty in TN and variety is mostly used in pulping.

Based on availability and price the hardwood pulp is procured both from the

Scandinavian countries.


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1.2.11.3Bagasse handling/receiving system

Bagasse received from sugar mills is unloaded in hydraulically operated

tripling system and passed system and passed through depicters to separate

pith and fiber. The pith is sent to the boilers directly through conveyors to be

used as fuel the depicted bagasse is stored in the open yard through boon

stackers.

If the bagasse is already depicted in sugar mills, the depicter is by passed and

taken to boom stacker directly. The bagasse is allowed to be cured at least for

45 days before it is taken up for pulping. The bagasse from the storage yard is

reclaimed through Dozer-Loader Conveyor system to reclaim chest.

It is then washed to remove waste materials screened and then taken up for

pulping in mechanical bagasse street and chemical bagasse streets. The pith

separated through side hill screens and passed through pith press for

dewatering and sent to power boilers through conveyors for burning fuel. The

bagasse handling system designed to handle 5000 tons of bagasse per day. The

bagasse yard is having the capacity of store 5 lakh tons of bagasse.

1.2.11.4 Chemical bagasse pulping

The chemical bagasse pulp has two streets, CBP#1 & CBP#2 in separate

location. In each of the streets, the washed bagasse is cooked in the twin cube

continuously digesters. After cooking, the pulp is blown continuously to a

common blow tank in the respective street.

The cooked bagasse pulp from the blow tank is washed in a three stage

counter current rotary vacuum filter and stored in high-density storage chest.

The pulp is then cleaned in pressure screens with slotted baskets, thickened


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and stored in pulp water. The cooking chemical extracted from the pulp

washing is known as weak black liquor and same is sent to recovery plant to

recover spent chemicals and is re-circulated. The chemical bagasse streets

have a combined capacity to produce 420 bdt bleached pulps every day.

Currently chemical bagasse pulp line bleaching process is converted from

conventional CEH sequence to elemental chlorine free(ECF) process thus

enabling the mill to produce bagasse pulp of high brightness. The process

removes the use of Elemental Chlorine (gas) as the bleaching agent, thus

making the bagasse pulping process more environmentally friendly

1.2.11.5 Hard wood pulping

The Eucalyptus and other tropical hardwood logs are drawn the wood yard and

chipped in the Disc chippers for chipping the hard wood logs, two disc chippers of

capacity 30 bd mt per hour each has been installed. The chips are then screened and

stored in the silo; the chips are drawn to the hard wood pulp mill, using the chip

extraction screw installed at the bottom of the silo. The chips are taken into the hard

wood cooking plant throughout the belt conveyor, which is directly feeding the chip

screw conveyors. The hard wood pulp line has a super batch cooking plant followed

by a modern fiber line. The digester plant consists of 3*200m3 digesters two liquor

accumulators and two atmospheric tanks.


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1.2.11.6 The Super Batch Cooking Concept Includes the Following Cooking

Sequences

Combined chip and impregnation liquor fill

Hot black liquor treatment

Hot cooking liquor charge

Heating and cooking

Terminal displacement

Pump discharge

1.2.12 PAPER MACHINES

S.No Particulars PM 1 PM 2

1. Supplier Beloit Walmsley, UK Voith, Germany

2. Products Printing & Writing Paper Newsprint & PWP

3. Normal Operating Speed 650 Meters/Min 850 Meters/Min

4. Annual Capacity 110,000 MT 120,000 MT

5. Deckle Width 6.80 Meters 6.60 Meters

6. Finished Production/day 350 MT 450 MT

7. Year of commissioning 1985 1996

1.2.13 MAKING PROCESS

The different varities of pulp stored towers in pulp mill are drawn into pulp

receiving chests in paper machine. The individual pulps receiving chests in

refiners to develop strength and blended by the ratio controllers in the blend

chest in the required proportion. Synthetic size, size fixing agent and filler like

Hydrex_p aremixed with pulp in the blend chests. Depending upon the grade

and the quality requirements, special chemicals like Hydrex_p, dry strength,


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etc.., will also be added at the blend chest. From the blend chest, the blend

pulp is transferred to machine chest.

The mix passed through a control refiner, diluted with machine back water,

deaerated and cleaned stock is finally screened through pressure screens and

sent to paper machine. The retention and drainage aid called RDA chemicals

are also added here.

The paper machines have paper forming section consisting of head box and a

twin wire former. The sheet formation takes place on the synthetic wire with

large quantum of dewatering. At Tri nip press

Sheet is further dewatered to 40% consistency by application of hydraulic

pressure. The dewatered moisture is absorbed by felts.

The proper sheet passes through a 5 groups of(4 groups in case of PM2) steam

heated dryers to achieve the desired dryness. The paper then passes through a

two-roll calendar stalk for controlling the surface properties of paper and

subsequently passed control process control scanner where ash, moisture,

color, and basis weight(GSM) are measured by an Online Process Control

System then the paper is spooled on to empty shells termed as Jumbo Rolls.

The paper in jumbo roll is termed as Machine Production. The jumbo rolls

cut into reels of different sizes depending upon the market needs and rewound

on paper core. The core is produced in-house. The reels are either sent for

packing. The weight after finishing and packing of the paper is termed as

finished production.

The difference between the machine production and finished production is

finishing loss which is normally expressed as 10% of machine production. The


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waste produced in the course of finishing of paper is termed as broke and the

same is re-pulped and used in the process.

The company has three sheet cutters having a capacity of 150 MT/day.

1.2.13.1 The Broad Product Ranges of TNPL are

News Print

Printing & Writing

1.2.13.2 In printing & writing paper the following 9 types are there

Cream wove

Hitch Nap Litho

Copy Crown

Book Printing

Ultra White Nap Litho

Elegant Printing

Radiant Printing

TNPL Copier

Offset Printing

Newsprint is normally manufactured in 49 gsm reels and directly sold by the

company to the various newspaper establishments such as The Hindu,

Dinamalar, Malayala Man aroma, Anandha Bazaar Patkari etc..,

Printing and writing newspaper is manufactured in reel and sheet forms with

the gsm varying from 5 to 90 various sizes of reels and sheets are also cut to

suit the customer requirements. Some of the major end use segments of

printing and writing newspaper are book publication, note books computer

stationary, office, stationary, copier, diary, calendars etc..,


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CHAPTER II

DESIGN OF THE STUDY

2.1 OBJECTIVES OF THE STUDY:

To study the competency level of the employees in the organization and

identifying the gaps in required and existing competencies.

To identification of existing competencies with the target group (Individual

Competency Mapping)to identify the various attitude of the successful

performance for job function.

To identify the job competencies in terms of Knowledge, skills and attitudes

required for employees to perform their job efficiently & effectively.

To give suitable sujjession to improve the competency level of the employee.

2.2 SCOPE OF THE STUDY:

The Scope of the study involved during the project period with the overall Job

competencies of managerial and executive level in TNPL.

To identify the individual and group of training needs.

The overall study with the

Job analysis

Job description

Job identification


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2.3 BENEFITS OF THE STUDY

Recruitment & selection

Performance management

Succession planning

Training & development

Reward management

Potential assessment

Career planning

Job design & grading

2.3 LIMITATIONS OF THE STUDY:

The employees may give biased information.

On having 1800 employees we have only limited time to make the project so

we made our project from 100 employees.

It creates some conflict between the employees in the organization.

2.4 STATEMENT OF THE PROBLEM

The topic is competency mapping in Tamil nadu newspaper and print ltd.

It helps to understand the competency level given by the organization and appraising

practices and employee expectation, and employees needs and wants. It further helps

to improve competency level in the above said organization.


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2.5 REVIEW OF THE LITERATURE

2.5.1 The roots of competency approach:

Michael Crozier shocked the management community by defining the

organization as imperfect social compromises .Far from being scientific constructs he

depicted a complex organization as a reflection of its actual degree of competency.

Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrial-

organizational psychology actually dates from the mid1950s and early 1970s. In that

regard, John Flanagans work (1954) and Dave McClellands studies (1970) might be

cited as two landmark efforts that originally invented the concept of competency.

Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool.

Later in 1986 William Trochim developed the concept map into a strategic planning

tool for use in the design of organizational components. Trochim's technique differs

significantly from Novak's original school of thought. While Novak's maps are

generated for an individual, Trochim's are generated by a group.

2.5.2 History of competencies:

John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical

Incidents Technique as a precursor to the key methodology used in rigorous

competency studies. Based on studies of US Air Force pilot performance, Flanagan

concluded that the principle objective of job analysis procedures should be the

determination of critical requirements. These requirements include those which have

been demonstrated to have made the difference between success and failure in

carrying out an important part of the job assigned in a significant number of


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instances. From here, critical incidents technique was originally discovered. Critical

incidents itself can be defined as a set of procedures for systematically identifying

behaviors that contribute to success or failure of individuals or organizations in

specific situations. Flanagans work, while not strictly about competencies, was

important because it laid the foundation for a new approach to examining what people

do. In a later form, the critical incidents technique would resurface to focus around

significant behavioral events that distinguish between exemplary and fully-successful

performers. It is Flanagans critical incidents technique that sixteen years later

inspires David McClelland to discover and develop the term of competency.

Benjamin Bloom (USA)

In mid fifties BENJAMIN laid the foundation for identifying educational

objectives bydefining KSA, s needed to be developed in education. The educational

objectives developed by them were grouped under the cognitive domain.

David McClelland (Harvard Psychologist)

He pioneered the Competency Movement across the world and made it a

global concept. His classic books on Talent and Society, Achievement motive, The

Achieving Society, Motivating economic achievement and power the inner experience

brought out several new dimensions of the competency. These competencies exposed

by Mc .Cleland dealt with effective domain in Blooms terminology.

Richard Boyatzis.

Richard Boyatzis wrote the first empirically-based and fully-researched book

on competency model developments. It was with Boyatzis that job competency came

to widely understood to mean an underlying characteristic of a person that leads or

causes superior or effective performance. Boyatzis was explicit in describing the


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importance of clearly-defined competency as reflected in specific behavior and clearly

defined performance outcomes when he wrote that the important points is that

specificactions cause, or lead to, the specified results. Certain characteristics or

abilities of the personenable him or her to demonstrate the appropriate specific

actions(Boyatzis, 1982, p. 12).As founding developer of competency modeling in the

United States, Boyatzis grounded competency interventions on documented

behavioral indicators that caused or influenced effective job performance. Boyatzis,

like Flanagan, stressed the importance of systematic analysis in collecting and

analyzing examples of the actual performance of individuals doing the work. The

method for documenting the actual performance was collected through the behavioral

event interview (BEI), an intensive face-to-face interview that involves soliciting

critical incidents from performers and documenting what the performers thinking and

doing during the incidents (BEI technique will be explained further in Appendix

section).

David McClelland (Harvard Psychologist)(1986)

He pioneered the Competency Movement across the world and made it a

global concept. His classic books on Talent and Society, Achievement motive, The

Achieving Society, Motivating economic achievement and power the inner experience

brought out several new dimensions of the competency.

Benjamin Bloom (USA) (1998)

He laid the foundation for identifying educational objectives by defining KSA,

s needed to be developed in education. The educational objectives developed by them

were grouped under the cognitive domain.


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Richard Boyatzis (2000)

He wrote the first empirically-based and fully-researched book on competency

model developments. It was with Boyatzis that job competency came to widely

understood to mean an underlying characteristic of a person that leads or causes

superior or effective performance. Boyatzis was explicit in describing the importance

of clearly-defined competency as reflected in specific behavior and clearly defined

performance outcomes when he wrote that the important points is that specific

actions cause, or lead to, the specified results.

William Trochim (2002)

He developed the concept map into a strategic planning tool for use in the

design of organizational components. Trochim's technique differs significantly from

Novak's original school of thought. While Novak's maps are generated for an

individual, Trochim's are generated by a group.


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2.6 RESEARCH METHODOLOGY

2.6.1 Introduction

Research Methodology is a way to systematically solve the research

problems. It may be understand as a science of studying how research is done

scientifically. It includes the overall research design, the sampling procedure, data

collection method and analysis procedure.

2.6.2 Research design

In the study have use descriptive project the researcher use descriptive

research design in the study. It involves surveys and fact finding enquires of different

kinds. The major purposes of descriptive research are the state of affairs, as it exists

at present.

2.6.3 Sampling Technique

The sampling technique adopted for this research purpose is Random

sampling.

2.6.4 Population Size

The total population of the organization was 1800 employees.

2.6.5 Sample Size

The sample size for this research is100.


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2.6.6 Data Collection

Data refers to information or facts. It includes numerical figures,

qualitative and quantitative information. There are two types of data collection

method.

Primary Data.

Secondary Data.

2.6.7 Primary Data

A primary data is a data which is collected for the first time for a

particular interest to collect more information. In this study, the primary data was

collected through questionnaire.

2.6.8 Secondary Data

Secondary Data consists of information that already exists somewhere

have been collected for some other purpose. In this study, secondary data was

collected from company website, magazines, journals and books.

2.6.9 Statistical Tools

The followings are the tools used by the researcher to interpret the data and

to provide conclusion for the study.

Percentage Analysis

Chi-square Test

Rank analysis


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2.6.10 Percentage Analysis

It is the most commonly used method for analyzing the collected data;

Percentage refers to a statistical kind of ration. It is used for making comparison

between two or more series of data. Percentage is used to describe, relationship

among the no. of respondents and percentage can also be used to compare the relative

term, the distribution of two or more series of data.

2.6.11 Chi-square Test

It can be used to determine if categorical data shows dependency or two

classifications are independent. It can also be used to make comparisons between

theoretical population and actual data when categories are used computing chi-square

test following formula has been used.

The calculated value of chi-square is measured with the table value of chi-

square for given level of significance usually at 10 percent level. If the calculated

value (C.V) is less than the tabulated (T.V), then the null Hypothesis is accepted and

otherwise it is rejected.

2.6.11 Rank correlation

In statistics, rank correlation is the study of relationships between different

rankings on the same set of items. A rank correlation coefficient measures the

correspondence between two rankings and assesses its significance.


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Chart3.1

Gender level of employees


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Table 3.2

Age level of employees in TNPL:

S.No Age Percentage

1 25-30 10

2 31-35 20

3 36-40 25

4 41-above 45

Total 100

SOURCE: Primary data

INFERENCE:

From the above chart and diagram shows that maximum of the 45%

employees are in the age group of 41 years and above, 25% employees are in the age

group of 36-40, 20% employees in the age group of 31-35 and the minimum of 10%

employees in the age of 25-30 years.


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Chart 3.2

Age level of employees


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Table 3.3

Marital status of employees in TNPL:

S.No Marital status Percentage

1 Married 85

2 Unmarried 15

Total 100


INFERENCE:

From the above table expose that the maximum of 85% are married and

unmarried are 15% employees in the total 100 respondents.


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Chart 3.3

Marital status of employees in TNPL:


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Table 3.4

Location status of employees in TNPL:

S.No Location Percentage

1 Rural 39

2 Semi urban 20

3 Urban 41

Total 100


INFERENCE:

From the above table shows that most of the employees in TNPL are come

from the urban area, the employees from the urban area are 41, the second maximum

was 39 employees from rural area and the lowest 20 employees from the semi urban

area.


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Chart 3.4

Location status of employees in TNPL:


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Table 3.5

Income level of employees in TNPL:

S.No Salary Percentage

1 Up to 10000 20

2 10000-20000 25

3 20000-30000 55

Total 100


INFERENCE:

From the above table there are maximum of 55% employees get the salary

between the -20000-30000 rs monthly salary, the second place have 25% employees

get the 10000-20000 monthly and finally 20% employees get with in 10000rs salary.


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Chart 3.5

Income levels of employees in TNPL:


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Table 3.6

Experience status of employees in TNPL

S.No Experience Percentage

1 Less than 1 year 15

2 1-3 years 10

3 4-6 years 20

4 7-10 years 25

5 More than 10 years 30

Total 100


INFERENCE:

From the above table the 7-10 years category have the maximum 37%, then

more than 10 years are 30%, 4-6 categories have 20% and less than 1 year category

have only 3% from the 100 respondents of TNPL.


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Chart 3.6

Experience status of employees in TNPL


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Table 3.7

Desirable traits of the employees in TNPL

S.No Opinions Percentage

1 Ethical Values 10

2 Loyalty 30

3 Hard Work 30

4 Dedication 15

5 Professionalism 15

Total 100


INFERENCE:

This above table contains the desirable traits, the loyalty and hard work have

the same of 30%, and dedication and professionalism have 15% and the ethical value

have the minimum of 10% from the 100 respondents in TNPL.


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Chart 3.7

Desirable traits of the employees in TNPL


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Table 3.8

Employers involvement in work place

S.No Opinions Percentage

1Extremely

important30

2 Very important 50

3 Quite important 20

4 Not at all 0

Total 100


INFERENCE:

The above table exposes the employee involvement in TNPL. It have

maximum of 55% in the category of very important, the second maximum of 20% in

quite important, 25% of extremely important and the not at all category have the nil

from the 100 respondents.


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Chart 3.8

Employers involvement in work place


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Table 3.9

Changes in work place

S.No Opinion Percentage

1 Yes 45

2 No 55

Total 100


INFERENCE:

The above table contains the categories of yes or no of the changes from the

company. The category NO has the maximum of 55% and the YES have the least of

45% in the table.


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Chart 3.9

Changes in work place


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Table 3.10

Investing time to build the competencies


1 Yes 80

2 No 20

Total 100


INFERENCE:

The above table tells about the investing time to build the competencies in the

work place, the category YES have 80% and NO have the 20% in 100 respondents.


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Chart 3.10

Investing time to build the competencies


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Table 3.11

Employee coaching in the organization opining

S.NoOpinion Percentage

1 Yes 81

2 No 19

Total 100


INFERENCE:

This table contains the categories of yes and no for the employee coaching for

their feature. The table 3.10 tells that 81% of employees of YES and 19% of NO in

the 100 respondents.


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Chart 3.11

Employee coaching in the organization


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Table 3.12

Emergency work issues in workplace


1 Yes 95

2 No 5

Total 100


INFERENCE:

The above tables have the question of the emergency work in the department

pf TNPL. The table contains the maximum of 95% YES and the 5% of NO from the

100 respondents.


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Chart 3.12

Emergency work issues in work place


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Table 3.13

Competent employees in the work place


1 Yes 85

2 No 15

Total 100


INFERENCE:

The above tables have the question that thetop management of TNPL believes

that success on the competent employees, the respondents made the answer of 85% of

YES and 15%.


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Chart 3.13

Competent employees in the work place


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Table3.14

Measuring competencies for each employees


1 Yes 55

2 No 45

Total 100


INFERENCE:

The above table contains the question ofperformance appraisal have a

measure of competencies separately for each and every employees in TNPL. In the

table have 55% of YES and 45% from the 100 respondents.


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Chart 3.14

Measuring competencies for each employees


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Table 3.15

Requirement of promotion policy in competency assessment


1 Yes 89

2 No 11

Total 100


INFERENCE:

The above table has the statement of is the promotion policy in TNPL requires

some form of competency. The respondents in TNPL exposes that the 89% of YES

and 11% of NO.


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Chart 3.15

Requirement of promotion policy in competency assessment


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Table 3.16

Decision making skills

S.No

Opinion Percentage

1 Yes 90

2 No 10

Total 100


INFERENCE:

The table shows the decision making skills of 100 respondents in

TNPL. It shows that 90% says YES and 10% says NO.


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Chart 3.16

Opinion reg Decision making skills


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Table 3.17

Opinion reg Involvement in new situations


1 Yes 91

2 No 9

Total 100


INFERENCE:

The table shows the answer for the statement of preferring the involvement in

the new situations of the employees in TNPL. The maximum of 91% employees says

YES and 9% says NO to involving in the new situations in the organization.


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Chart 3.17

Involvement in new situations


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Table 3.18

Exhaustive researching for expensive items


1 Yes 94

2 No 6

Total 100


INFERENCE:

This table ask the question of before buying quite expensive items to

department, can you do some exhaustive research, the employees tells that 94% of

YES and 6% of NO.


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Table 3.18

Exhaustive researching for expensive items


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Table 3.19

Come back and get out of the problems in TNPL


1 Yes 83

2 No 17

Total 100


INFERENCE:

The table shows the skills of comeback and gets rid of the problems in TNPL,

the employees have mark the 83% of YES and 17% of NO.


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Chart 3.19

Come back and get out of the problems in TNPL


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Table 3.20

Job rotation


1 Yes 76

2 No 24

Total 100


INFERENCE:

The table shows the answer for accepting the job rotation in TNPL, It tells that

79% of respondents say YES and 24% of respondents say NO.

Chart 3.20


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Job rotation


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CHI - SQUARE

1. Chi- square calculation for Experience and Involvement.

INVOLVEMENT------------------------

EXPERIENCE

EXTREMELY

IMPORTANT

VERY

IMPORTANT

QUITE

IMPORTANT

NOT

AT

ALL

TOTAL

LESS THAN 1

YEAR

9 3 3 0 15

1-3 YEARS 4 4 2 0 10

4-6 YEARS 9 10 1 0 20

7-10 YEARS 5 13 7 0 25

MORE THAN 10

YEARS

3 20 7 0 30

TOTAL 30 50 20 0 100

Ho: there is no relationship between experience and involvement.

H1: there is a relationship between experience and involvement.


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(Oi Ei)

Chi-square =

Ei

Level of significant = 5%

Degree of freedom = (r-1) (c-1) = 12

Calculated value:-

S.NOOBSERVED

FREQUENCY

(Oi)

EXPECTED

FREQUENCY

(Ei) (Oi

Ei)

(Oi-

Ei)2

(Oi-Ei)2

---------

Ei

1 9 4.5 4.5 20.5 4.5

2 3 7.5 -4.5 20.5 2.7

3 3 3 0 0 0

4 0 0 0 0 0

5 4 3 1 1 0.3

6 4 5 -1 1 0.5

7 2 2 0 0 0

8 0 0 0 0 0

9 9 6 3 9 1.5

10 10 10 0 0 0

11 1 4 -3 9 2.25


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12 0 0 0 0 0

13 5 7.5 -2.5 6.25 0.83

14 13 12.5 0.5 0.25 0.02

15 7 5 2 4 0.8

16 0 0 0 0 0

17 3 9 -6 36 4

18 20 15 5 25 1.6

19 7 6 1 1 0.16

20 0 0 0 0 0

TOTAL 19.6

Calculated value = 19.6

Table value = 21.026

Therefore by using the chi-square for the above given table it is found that the

calculated value is less than the tabulated value. So, Ho is accepted.


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TABLE-3.24

RANKING ANALYSIS THAT INFLUENCE THE EMPLOYEERELATION

(WEIGHTED AVERAGE METHOD)

SCORES0=(XiWi)

-----------Wi

RANK

S.NO

FACTORS

1 2 3 4 5

Xi 10 20 25 32 13

Wi 5 3 2 1 4

1 Ethical

value

XiWi50 60 50 32 52

16.22

Xi15 10 20 25 30

Wi 4 5 3 2 1

2 Experience

Status

XiWi60 50 60 50 30

16.66

INFERENCE:

In this study the above table shows that, the most priority of experiences given the

rank 16.66 / I rank, and Ethical value has the least priority with the rank of 6.22 II rank.

Hence Experience Status have given the most priority

1

2


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CHAPTER IV

FINDINGS AND SUGGESTION

4.1 FINDINGS

Out of 100 respondents, the male employees are occupying 65%.

From the study we find that 40% of respondents are above the age of 41.

According to the observation 85% of respondents are married.

There are 41% of employees are from urban area.

We find that 55% of employees earn the income from 20000 30000.

From the study it is clear that 30% employees have more than 10 years of

experience.

According to the observation 30% of respondents give first preference to the

traits of loyalty and hard work.

It is observed that 50% of employees give very importance to the involvement

in TNPL.

The 55% TNPL employees are neglecting the changes in their work place.

We know that the 80% employees of TNPL have accepted that their top

management willing to invest time and effort building competencies of the

employees on a continuous basis.

We observed that 81% of employees say yes for that the organization gives

more opportunities to enrich their skills by conducting the competency based

coaching scheme.

From the observation 95% of employees in TNPL take more effort to

complete the urgent work in the absence of other employee.

It is clear that 85% of employees accept that the top management of TNPL

believes that the competent employees are the main reason for the

organizations success.


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The survey shows that 55% of employees accept that TNPL have measure

their competency separately in all types of the management.

The study exposes that 89% of employees have the promotion policy in TNPL

require some form of competency assessment.

The study shows that 90% of employees have the skill to take the quick

decision in any type of situations.

91% of employees are preferred to involve in to new situations according to

the department.

The study shows that the more and more of 94% of employees made some

research before buying some expensive items.

There are 83% of employees in 100 respondents have easily shrug and set

back from the problems in their organization.

The study tells that 76% of employees in TNPL are accepting the job rotation

to improve the knowledge in the work place.


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4.2 SUGGESTION

The company can change the work environment because 65% of employees

says they must have the change in the work place in made some modificationsthe employees satisfy and do the work sufficiently.

The company can modify the performance evaluating system to satisfy all the

employees.

The company can give advance training program according to the new

technologies to the employees to make interest.

Counseling program can be altered according to the employees needs and

wants to make more useful and to solve problems.

The company can change job enrichment for the employees so that employees

get motivated soon.

There are 10% of employees were not able to take their own decisions, on

giving some motivation the company must change their attitude.

There are 11% of employees have not able to get the competency assessment

fully the management must made the more competency assessment.

There are 5% of employees are not able to take the opportunities of the other

employees.


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CHAPTER V

5.1 CONCLUSION:

The present study attempt to know competency mapping at TNPL, for that the

researcher framed certain questionnaire. Some objectives were also framed.

Hypothesis was put for analysis. Sample was collected randomly. One hundred

samples were collected. After collecting the data they were analyzed by using some

statistical tool are used such as chi-square test. From the study it found that

employees are motivated properly. But some expectations are expected by the

employees. So the organization could consider fulfilling their needs.


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CHAPTER-VI

APPENDICES

6.1 SOURCES

www.google.com.

www.citehr.com

www.jagooindia.com

www.addedv.com

www.tnpl.com


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A STUDY ON COMPETANCY MAPPING

6.2 QUESTIONAIRE

Respected madam/sir,

As a part of my project I would like to gather some

information from you which will help me in an in depth study of project. I would be

obliged if you co-operate with me in filling the questionnaire. Since the questionnaire

is being used for academic purpose, the information gathered will be strictly

confidential.

Kindly fill the following

1. Name :

2. Designation :

3. Department :

4. Qualification :

5. Age : (a) 25 to 30 (b) 31 to 35 (c) 36 to 40 (d)

41 above

6. Marital status : (a) Married (b) Unmarried

7. Location : (a) Rural (b) Semi Urban (c) Urban

8. Income level : (a) Up to 10000 (b)10000 to 20000 (c) 20000

to 30000


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9. How long have you been with your current employer?

(a)Less than 1 year

(b)1 to 3 years

(c)4 to 6 years

(d)7 to 10 years

(e)More than 10 years

11. What according to you are the most desirable traits of any employee from

the employees

Perspective in TNPL?

(a)Loyalty _________________

(b)Hard work _______________

(c)Dedication _______________

(d)Professionalism _______________

12 How important is to you have your employers involvement in TNPL

development?

(a)Extremely important

(b)Very important

(c)Quite important

(d)Not at all

13. Do you want any changes according to your work place in TNPL?

(a) Yes

(b) No

Others please specify _____________________


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14. Is your top management willing to invest time and effort in building

competencies of

Your employees on a continuous basis?

(a) Yes

(b) No


15. Do your organization intended to coach employees for future careers in

your own

Organization? Or do you have a competency based coaching scheme?

(a) Yes

(b) No


16. If there is a emergency work in your department on that day your

opposite shift person

take leave for 2 days, can you finish the work till its complete?

(a) Yes

(b) No


17. Does your top management of TNPL believe that success of your

organization depends

on having competent employees?

(a) Yes

(b) No


18. Does your performance appraisal have a measure of competencies separately

for each? Individual level or function or group of jobs (top, middle, R&D etc)?(a) Yes

(b) No



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19. Does promotion or promotion policy in TNPL require some form of

competency assessment?

(a) Yes

(b) No


20. Can you make the decision quickly and instinctively?

(a) Yes

(b) No


21. Can you prefer to involve into new situations where anything according toyour Department?

(a) Yes

(b) No


22. Before buying quite expensive items to department, can you do some

exhaustive research?

(a) Yes

(b) No


23. Are you a sort of the person who can easily shrug of a set back and keep on

going?

(a) Yes

(b) No


24. Do accept that the job rotation in TNPL can improve employees working skills?

(a) Yes

(b) NoOthers please specify _____________________


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CHAPTER VII

REFERENCE

Research Methodology Methods & techniques by C.R. KOTHARI, New

Age international publishers, New Delhi-110 002.

Competency Management- A practitioners Guide by R.Palaniappan,

Specialist Management Resources Sdn Bhd

Armstrong, Michael (2006). A Handbook of Human Resource Management

Practice (10th ed.). London.

"Competency Mapping". The Columbia Encyclopedia (Sixth ed.). Columbia

University Press.

Towers, David. "Competency mapping essays".

http://www.towers.fr/essays/hrm.html. Retrieved 2007-10-17.

Golding, N. (2010) "Strategic Human Resource Management" in Beardwell, J.

and Calydon, T. (2010) Human Resource Management A Contemporary

Approach, FT Prentice Hall

Storey, J. (2007) "What is strategic HRM?" in Storey, J. (2007) Human

Resource Management: A Critical Text, Thompson.

competency maping

Documents