A STUDY ON COMPETENCY

MAPPING OF EMPLOYEES IN
APOLLO HOSPITALS KARUR.
PROJECT REPORT
Submitted by

DEEBAN VINOTH.D
Register No: 731511631009

in partial fulfilment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

DEPARTMENT OF BUSINESS ADMINISTRATION

K.S.R.COLLEGE OF ENGINEERING
TIRUCHENGODE-637 215
ANNA UNIVERSITY
CHENNAI-600 025
JUNE-2013

CERTIFICAT
E
K.S.R .COLLEGE OF ENGINEERING
TIRUCHENGODE-637215

Department of business Administration

PROJECT WORK
JUNE-2013

This is to certify that the Project entitled

A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN
APOLLO HOSPITALS KARUR.

Is a bonafide record of Project work done by

DEEBAN VINOTH.D
REGISTER NO: 731511631009
Of MBA during the year 2011-2013

PROJECT GUIDE

HEAD OF THE DEPARTMENT

Submitted for the Project Viva-Voce examination held on______

INTERNAL EXAMINER

EXTERNAL EXAMINER

DECLARATI
ON

DECLARATION

I affirm that the project work titled A STUDY ON COMPETENCY MAPPING OF

EMPLOYEES IN APOLLO HOSPITALS KARUR being submitted in partial fulfilment for the
award of MASTER OF BUSINESS ADMINISTRATION OF ANNA UNIVERSITY, CHENNAI 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.

----------------------------Signature of the candidate

DEEBAN VINOTH.D
REG.NO: 731511631009

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

------------------------------Signature of the guide

Ms.S.Kavitha.,M.B.A., M.Phil., M.S.W.,

(Assistant Professor)

ACKNOWLEDGEM
ENT
ACKNOWLEDGEMENT
First of all I thank god the almighty for all blessings showered upon me for carrying out
this project successfully.
I feel a great pleasure to thank our K.S.R. Institutions correspondent Thiru.Lion
Dr.K.S.Rangasamy, MJF, and I would like to express my deep sense of gratitude to our
esteemed Principal,Dr.N.Rengarajan,B.Sc.,B.Tech.,M.E.,Ph.D., and our beloved vice-principal
Dr.K.Kaliannan,B.Sc.,M.Tech.,MS.,M.B.A.,M.Phil.,Ph.D., for providing me with the great
opportunity to undergo this project work.
I avail to thank Director, Dr.K.Moorthy.,B.E(Hons).,M.E.,Ph.D., who is the source of
encouragement and guidance to complete this project in good manner.
I like to express

my sincere thanks to our Head of the Department of Business

AdministrationDr.S.M.Uvaneshwaran.,M.B.A.,M.CoM.,M.Phil(EDP).,M.Phil(Commerce).,P
GDCA.,Ph.D., Department of Business Administration, who has encouraged me to do this
project successfully.
I

would

like

to

extend

my

sincere

thanks

to

my

guide

Ms.S.Kavitha.,M.B.A.,M.Phil.,M.S.W., assistant professor for his constant encouragement And

support rendered during the span of the project work.
I

express

my

profound

gratitude

to

my

company

guide

Mr.A.Samuel.,M.A.,M.L.M.,L.L.B., Deputy General Manager for his valuable guidance at

every stage of my project work.

I thank the Almighty God and my beloved parents for the blessings, friends and faculty
members of the MBA Department of K.S.R. College of Engineering, for being cooperative and
friendly throughout the course.

DEEBAN VINOTH.D
Reg.no:731511631009

CONTENTS
CONTENTS

CHAPTER NO DESCRIPTION

LIST OF TABLES
LIST OF CHARTS
ABSTRACT
INTRODUCTION
1.1 Introduction about the study
1.2 Introduction about the industry
1.3 Introduction about the company
MAIN THEME OF THE PROJECT
2.1 Review of literature
2.2 Objectives of the study
2.3 Scope of the study
2.4 Research Methodology
2.5 Limitations of the study

DATA ANALYSIS AND INTERPRETATION

FINDINGS,SUGGESTION AND CONCLUSION

4.1 Findings
4.2 Suggestion
4.3 Conclusion
BIBLIOGRAPHY

PAGENO

APPENDICES

LIST OF TABLES
LIST OF TABLES
TABLE NO

TITLE

3.1
3.2

Table shows the distribution of respondents age group.

Table shows the distribution of respondents marital status.
Table shows the distribution of respondents gender.
Table shows respondents adaptability.
Table shows respondents stress tolerance.
Table shows respondents self-motivated.
Table shows the respondents honesty.
Table shows the respondents creativity.
Table shows the respondents information collection.
Table shows the respondents analytical skill.
Table shows the respondents dedication.
Table shows the respondents self-management.
Table shows the respondents time management.
Table shows the respondents command on basic facts.
Table shows the respondents quality consciousness.
Table shows the respondents organizational awareness.
Table shows the respondents identifying bottlenecks &

3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
3.16
3.17
3.18

rectifying.
Table shows the respondents knowledge.

PAGE NO

LIST OF
CHARTS

LIST OF CHARTS

CHARTNO

TITLE

3.1
3.2

Chart shows the distribution of respondents age group.

Chart shows the distribution of respondents marital status.
Chart shows the distribution of respondents gender.
Chart shows respondents adaptability.
Chart shows respondents stress tolerance.
Chart shows respondents self-motivated.
Chart shows the respondents honesty.
Chart shows the respondents creativity.
Chart shows the respondents information collection.
Chart shows the respondents analytical skill.
Chart shows the respondents dedication.
Chart shows the respondents self-management.
Chart shows the respondents time management.
Chart shows the respondents command on basic facts.
Chart shows the respondents quality consciousness.
Chart shows the respondents organizational awareness.
Chart shows the respondents identifying bottlenecks &

3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
3.16
3.17
3.18

rectifying.
Chart shows the respondents knowledge.

PAGE NO

ABSTRACT
ABSTRACT

A study is made on the title competency mapping for the employees at Apollo hospitals,
Karur. This is to know mainly about their skills, knowledge, attitude and behaviour of the
employees in the organization.
This study was carried out for a period of three months. The main objective of the study
was to find out the employees level .The research has been conducted with 130 samples on the
basic of simple random sampling technique. Questionnaire was used to collect primary data
which covers job and behavioural competencies. The secondary data was collected from the
book magazines, and websites. Statistical tools such as Percentage analysis, Chi-square are used
for the analysis. The competencies of the employers and employees are relatively good.

CHAPTER-I
1. INTRODUCTION

1.1 INTRODUCTION ABOUT THE STUDY

Competencies are behaviours that encompass the knowledge, skills, and attributes
required for successful performance. In addition to intelligence and aptitude, the underlying
characteristics of a person, such as traits, habits, motives, social roles, and self-image, as well as
the environment around them, enable a person to deliver superior performance in a given job,
role, or situation.
Competency modelling is the activity of determining the specific competencies that are
characteristic of high performance and success in a given job. Competency modelling can be
applied to a variety of human resource activities. This research paper will describe how
organizations identify their core competencies and how they are applying this competency data
to improve performance. It will also explain some emerging trends in competency modelling.
Competencies enable employees to achieve results, thereby creating value. It follows that
competencies aligned with business objectives help foster an organization's success.
Organizations must understand their core competency needs - the skills, knowledge, behaviours,
and abilities that are necessary for people in key roles to deliver business results.
In the present Competitive business world, the human capital has become the most
important resource. Thus, it is necessary to understand various tools of proper management of
Human resources. Competency Mapping, which is yet unexplored in India, is considered as one
of the best HR tool, which leads in most adequate recruitment, and selection of an employee.
Thus to have the in depth knowledge of Competency Mapping, the study is done. And apart from
that, it is also necessary to find its importance and Applications in an organization. Apart from
this, the study is done with the object to understand Competency Mapping for an Individual.

DEFINITIONS OF COMPETENCY

Competence (or competency) is the ability of an individual to do a job properly. A

competency is a set of defined behaviours that provide a structured guide enabling the
identification, evaluation and development of the behaviours in individual employees.
Competence indicates sufficiency of knowledge and skills that enable someone to act in
a wide variety of situations. Because each level of responsibility has its own requirements,
competence can occur in any period of a person's life or at any stage of his or her career.

BENEFITS OF USING COMPETENCY MODEL:

For Managers, the benefits are:

Identify performance criteria to improve the accuracy and ease of the hiring and selection

process.
Clarify standards of excellence for easier communication of performance expectations to

direct reports.
Provide a clear foundation for dialogue to occur between the manager and employee
about performance, development, and career related issues.

For Employees, the benefits are:

Identify the success criteria (i.e., behavioural standards of performance excellence)

required to be successful in their role.

Support a more specific and objective assessment of their strengths and specify targeted

areas for professional development.

Provide development tools and methods for enhancing their skills.

TYPES OF COMPETENCY:
1) Leadership Competencies: Are managerial and cognitive competencies. E.g. analysis
and problem solving, managing execution, adapt and learn etc.

2) Functional Competencies: Are those which are required within specific functions. E.g.
Handling regulations.

FUNCTIONAL COMPETENCY

FUNCTIONS OF HUMAN RESOURCE DEVELOPMENT

Recruitment
Promotion
Transfer
Performance Appraisal
Personal record
Disciplinary action
Grievance handling
Recruitment:

T h e r e c r u i t m e n t a t H I L i s d o n e t h r o u g h d a t a b a n k s o r f r o m external
sources like Employment Exchange, man power consultancies, campus and walk-interviews,
advertisement in newspaper.
Promotion:
Promotion is a scientific procedure to be adopted by the management to avoid any
misunderstanding among the employees. A person to whom the promotion is given must be
sufficiently tested in all respect. His efficiency, his record of job performance, his decision
making capacity, leadership, initiative, all the qualities should be proper the tested and then given
him an opportunity of promotion.
Transfer:
At HIL the transfer policy for the employees and standardized rules regarding transfer are as
follows:
Mode of travel from original location to new location:Mode of travel with family from original location to new location as per grade
entitlement specified in the travel policy.
S t a y a r r a n g e m e n t s a t n e w l o c a t i o n f o r p r e v i e w trip:-

Company will make stay arrangements for employees family for a maximum of
fourteen days
Setting allowance:To facilitate employee setting down at new location. A one-time
allowance will be payable to her/him.
Transfer advance:
An employee can take an allowance from the original allowance to adjust
against transfer reimbursement.
Performance Appraisal:

Performance appraisal system is developed by company for achieving

continual development of strength and identifying the once requiring improvement
of employees.
Performance Appraisal process steps:

Setting of performance plan/ targets.

Self-appraisal

by the employees of his own performance.

Review by the supervisory management boss.

Assessment of the approval of all individual.
Assessment of the approval of all individual.
Personal records:
Proper record keeping is essential for the working of any establishment. In personal
record include the entire information positive or negative if it is achievement, promotion,
training etc., or negative such as Disciplinary action. Warning letter or suspended for the given
time.
Disciplinary action:
It refers to action taken by the management authority against the worker for the offence
committed by him. Disciplinary action is taken by the management to improve the behaviour of
the workers. Disciplinary action may include one or more of the following:

1. Verbal warning
2. Written warning

3. Suspension for a particular period

4. Demotion
5. Dismissal
6. Cut-off wages

DESIGNING COMPETENCY MAPPING

Competency mapping is a process of identifying key competencies for a particular
position in an organization, and then using it for job-evaluation, recruitment, training and
development, performance management, succession planning, etc. The competency framework
serves as the bedrock for all HR applications.
Thus Experts agree that the competency mapping process does not fit the one-size-fits all
formula. It has to be specific to the user organization. "My suggestion is to develop models that
draw from but are not defined by existing research, using behavioural interview methods so that
the organization creates a model that reflects its own strategy, its own market, its own customers,
and the competencies that bring success in that specific context (including national culture). Start
with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the
business that takes in a multi-functional or multi-site group, more or less at the same
organizational level, and a 'vertical slice' taking in one whole department or team from top to
bottom. From that, the organization can learn about the process of competency modelling, and
how potential alternative formats for the models may or may not fit the needs of the business,"
explains Stephen Martin, an international authority in the field who is also the president of ITAP
Europe.
Martin believes that it is important to focus on one or two key areas of implementation
rather than the whole HRD agenda in one scoop. "So if recruitment and selection or performance
management is the key strategic needs of the business, and where the pain is being felt, then start
there," he advises, adding that competency mapping can be rather good at providing
organizational pain relief when applied effectively-and so making the case for extending it.
Further, it is advisable to begin with, a 'horizontal' slice of the management or senior-most team

as the benefits will percolate down to the whole organization.

Martin suggests the following methodology for designing and developing competency
frameworks. "In my experience, the most effective route is to employ recognized best-practice
internal research methodology using behavioral event interview (BEI) techniques to selectively
sample the target population (supplemented with expert panels and 'Competency Requirement
Questionnaires' to engage wider population samples) and so build up the models from the data
that emerges.
This data should be triangulated against clear top-down input in terms of organizational
strategy and business objectives, and also against external research relevant and analogous to the
organizations situation-not as a driver, but as a reference point." He adds that once the behavioral
data is collected, it should be sorted, categorized and leveled carefully to create models that are
concise and comprehensive, simple and sophisticated.
Developing BEI skills within the organization has the added benefit that once the model
is complete, it can be used more effectively by transferring these skills to selection interviewing,
development assessments, and so on.
Martin cautions that international organizations must ensure that the methodology does
not screen-out those competencies that do not match the culturally influenced pre-conceptions of
the head office (wherever it is situated) of what high-performance competencies are. This is a
common errorthe Universalist, all-powerful 'global leadership model'.
There is so much evidence to support the idea that culture is a business issue, is a
management issue, that it seems obvious that mono-cultural lists of 'exemplar behaviors' will
work only to exclude those who do not conform to the originating culture. The point is not to get
everybody to behave the same, but to get everybody to perform to the same high standards.

IMPLEMENTATION

Competencies must necessarily be derived from the vision or objectives of an

organization. They are the means by which an organization will achieve its vision. In most cases,
a variation of the following process is used. The vision and mission statement of the organization
are analysed along with its strategic objectives. The challenges facing the organization to achieve
these are derived and critical success factors to meet these are challenges determined.
Competencies are what employees of the organization require in order to achieve the critical
success factors. For e.g. A company X would like to be among the top players globally In the
airplane manufacturing business (Vision).
The challenges for the organization would be, among other things creation of world-class
products in terms of quality and thus managing technology, focused customer service etc. The
critical success factors derived from these would be design, development and execution
capability to manufacture world-class products, and to understand and anticipate customer needs
and create products to meet these. The competencies that would help achieve these would be
customer focus, innovativeness, passion for excellence etc.
There are varied methods that can be used to derive competencies. Interviews with top
management, jobholders and their superiors are one method. Workshops and focused group
discussions are also an extremely effective method. Behavioral event Interviews are often held
for profiling as well as mapping processes.
Competencies are what employees of the organization require in order to achieve the
critical success factors. The process of mapping an individual against the ideal set is one where a
great deal of sensitivity is required by the organization. In most cases there is a high degree of
apprehension and resistance when processes like these are initiated in organizations, as people
are not sure how the data collected during these processes will be used.

Behavioural Event Interviews and Assessment Centers remain the most accurate way of
assessing competencies. In case of large organization though, these would be unviable as they

are extremely time consuming. A combination of a questionnaire with a short discussion with the
incumbent and his immediate superior could, be a workable method in this case.

The competency mapping process does not fit the one-size-fits all formula. It has to be
specific to the user organization. It is better to develop models that draw from but are not defined
by existing research, using behavioural interview methods so that the organization creates a
model that reflects its own strategy, its own market, its own customers, and the competencies that
bring success in that specific context (including national culture).
Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice'
across the business that takes in a multi-functional or multi-site group, more or less at the same
organizational level, and a 'vertical slice' taking in one whole department or team from top to
bottom. From that, the organization can learn about the process of competency modelling, and
how potential alternative formats for the models may or may not fit the needs of the business.
It is important to focus on one or two key areas of implementation rather than the whole
HRD agenda in one scoop. So if recruitment and selection or performance management is the
key strategic needs of the business, and where the pain is being felt, then start there. It is
advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits
will percolate down to the whole organization.
But the competency mapping process does not fit the one-size-fits all formula. It has to be
specific to the user organization. It is better to develop models that draw from but are not defined
by existing research, using behavioural interview methods so that the organization creates a
model that reflects its own strategy, its own market, its own customers, and the competencies that
bring success in that specific context (including national culture).
Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice'
across the business that takes in a multi-functional or multi-site group, more or less at the same
organizational level, and a 'vertical slice' taking in one whole department or team from top to
bottom. From that, the organization can learn about the process of competency modelling, and

how potential alternative formats for the models may or may not fit the needs of the business.
It is important to focus on one or two key areas of implementation rather than the whole
HRD agenda in one scoop. So if recruitment and selection or performance management is the
key strategic needs of the business, and where the pain is being felt, then start there. It is
advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits
will percolate down to the whole organization.

JOB DESCRIPTION
In order to Map competencies for any job position in the organization, the job position
needs to be understood in the context of the business operation.
Every business needs to carry on many tasks apart from the main business tasks. The
organization need to carry out many other tasks to take care of its resources, culture, employees,
social obligations, government requirements, shareholder expectations etc Organization
assigns all these tasks to different employees and provides them to support to carry out the tasks.
Since the nature of each job differs from other, it is necessary to thoroughly understand
job contents of each job. The jobs to be carried in an organization range from social obligations
to customer satisfaction, Finance function to Human resource personal. Hence every job position
is a unique set of relationships, responsibilities, objectives and assigned resources. For the
purpose of identifying the competencies, unique and common, associated to the job, it is
necessary to clearly identify, analyse, study and document the job positions.
And for the purpose of analysing the job position, first we need to identify the job factors,
which can be used to study, analyse and understand the nature of the duties and responsibilities
for any job position.
Apart from analysis of job, the job factors can be used for different applications including
job designs, recruitment, training need identification, remuneration scheme design, organization

restructuring, and competency mapping too.

Job Factors are distinctive characteristics of any job position. These are the unique
characteristics of a particular job. These factors can be used to understand nature of work
activities and job responsibilities for the job position. Some of the vital factors are:
Envisioning
Direction
Organizing and Planning Resource
Mobilization Coordination
Execution
Human Interaction Technology
Creativity Costs
Value addition

ROLE OF COMPETENCY MAPPING:

Competency map, as the name signifies, Is the list of competencies required to be
possessed to do a particular job. It also defines the levels of each competency to be possessed to
excel in a particular job. In other words it is comprehensive list of competencies which a star
performer possess, along with their level of possession. It also displays, whether a competency is
critical or supporting competency for a person to do the job at particular post.
Critical Competencies are the competencies that are very vital in a person. They are very
critically important, and in their absence, the person could not perform the job successfully. For
example, For a Baker, the knowledge of Operating Oven and also knowledge of Ingredients is
Critical. And on the other hand, supporting Competencies are the competencies which act as
value added, i.e... They play a complimentary role in the performer. For instance, the retailer if
has knowledge of manufacturing process of the product, it acts as supporting competency, as it
helps him to sell the products more efficiently.

For preparing a Competency map, one must first define Job descriptions and also what
are the Competencies to be mapped along with their definitions. On must also define the Roles
covered along with their definition.
In order to have perfect understanding of the concept, Competency map and also to
understand the process of preparing competency mapping with more clarity, lets prepare a
competency map.
Roles Covered and definition:
In any job of any nature of different responsibilities, there are three basic roles in the
organization. The three roles are namely,
Leader: He is the person who is responsible for maintaining internal as well as external
policies. He is the person responsible for internal as well as external requirements, threat
and also opportunities.
Manager: He is the person who undertakes functions of planning, Organizing
Controlling, Directing, and co-coordinating. He is also responsible for the implementation
of decisions of the Leader.
Executive: He performs at the executor level. He is responsible for the execution of all
the policies as planned by Manager.
Following are the elementary competencies taken into consideration while mapping.

Technical and Functional Competencies:

Business awareness: Ability to take business decision to achieve business objectives

Business Skills: Ability to perform Functional business Processes. Technical

Skills: Ability to perform technical responsibilities of a job.
Managerial Competencies:
Customer orientation: Ability to understand and satisfy customer needs.
Organizing skills: Ability to establish, nurture and troubleshoot organizational processes
Planning Skills: Ability to understand interrelationship and requirements of different
activities to be performed to achieve the desired objectives.
Decision-making: Ability to decide course of action in any situation.
Leadership: Ability to take responsibilities for the accomplishing the desired objectives
Apart from these many other competencies are mapped like Delegation, Execution skills,
Analytical Skills and developing and supporting subordinates.
Human attributes:
Communication: Ability to communicate ideas, thoughts and feelings clearly.
Team working: Ability to impact team working to achieve team goals.
Influencing ability: Ability to Impact the outcome of an Interaction.
Apart from this Networking ability, Achievement orientation, are also mapped.
Conceptual ability:
Creativity Thinking

Strategic thinking: Ability to visualize near and distant future conditions and develop
appropriate organizational response
After the competencies are identified the next step is to map the competencies required to
do a job. In other words, the Level of proficiency required in each competency must be mapped
as required for the Job.

1.2 INTRODUCTION ABOUT THE INDUSTRY

Health is defined as a state of complete physical, mental and social well-being and just
not the non-existence of disease or ailment. Health is a primary human right and has been

accorded due importance by the Constitution through Article 21.Though Article 21 stresses upon
state governments to safeguard the health and nutritional well-being of the people, the central
government also plays an active role in the sector. Recognizing the critical role played by the
Health Industry, the industry has been conferred with the infrastructure status under section
10(23G) of the Income Act.
The Indian Health sector consists of

Medical care providers like physicians, specialist clinics, nursing homes, hospitals.

Diagnostic service centers and pathology laboratories.

Medical equipment manufacturers.

Contract research organizations (CRO's), pharmaceutical manufacturers

Third party support service providers (catering, laundry).

Before Independence
Conventionally health care in India has been based on voluntary work. Since ancient
times traditional practitioners of health care have contributed to the medicinal needs of society.
Acute knowledge in the medicinal properties of plants and herbs were passed on from one
generation to another to be used for treatment. The colonial rule and the dominance of the
Britishers changed the scenario. Hospitals managed by Christian missionaries took center stage.
Even the intellectual elite in India with their pro west bias favoured Western practices.

After Independence
Prior to independence the healthcare in India was in shambles with large number of
deaths and spread of infectious diseases. After independence the Government of India laid stress

on Primary Health Care and India has put in sustained efforts to better the health care system
across the country. The government initiative was not enough to meet the demands from a
growing population be it in primary, secondary or tertiary health care. Alternate sources of
finance were critical for the sustainability of the health sector.
Entry of Private Sector
Till about 20 years back, the private sectors venture in the health care sector consisted of only
solo practitioners, small hospitals and nursing homes. The quality of service provided was
excellent especially in the hospitals run by charitable trusts and religious foundations. In 1980's
realizing that the government on its own would not be able to provide for health care, the
government allowed the entry of private sector to reduce the gap between supply and demand for
healthcare. The private hospitals are managed by corporate, non-profit or charitable
organizations. The establishment of private sector has resulted in the emergence of opportunities
in terms of medical equipment, information technology in health services, BPO, Telemedicine
and medical tourism.
Large companies and affluent individuals have started five star hospitals which dominate the
space for high end market. The private sector has made tremendous progress, but on the flip side
it is also responsible for increasing inequality in healthcare sector. The private should be more
socially relevant and efforts must be made to make private sector accessible to the weaker
section of society.

Information Technology in Health Services

Information technology is increasing being used in health services. Some of the applications are:

Barcode Medication Administration where technology is used to reduce medication

dispensing errors improves patient safety in hospital settings.

Chronic Disease Management where in technology is used to manage chronic illness like
diabetes and heart failure.

Tele health where in technology connects doctors and patients in different geographical
locations.

Medical Tourism
Medical tourism is a relatively new concept, which is becoming popular globally. India
has several advantages in favour of medical tourism like infrastructure, technology, cost effective
medical care and hospitalization qualified and skilled doctors. Traditional Indian rejuvenation
methods like yoga, Ayurveda massage find favour with people in western countries and corporate
hospitals and wellness centers are cashing on this.

1.3 INTRODUCTION ABOUT THE COMPANY

The dream nurtured and grew within Dr. Prathap C Reddy, the founder Chairman of
Apollo Hospitals, until the point of inflection happened in 1983. A young man succumbing to an

ailing heart was what it took to ignite Dr. Reddy's vision into a reality - a vision where quality
healthcare was given, where the pursuit of clinical excellence was daily endeavor, India a hub in
the medical tourism map and where the Apollo family touches and enriches lives every minute,
every day.
Today, with over 8500 beds across 50 hospitals, and a significant presence at every touchpoint of the medical value chain, Apollo Hospitals is one of Asias largest healthcare groups.
Commenced as a 150 bed hospital, today the group has grown exponentially both in India and
overseas. Its growth is often said to be synonymous with India emerging as a major hub in global
healthcare. Apollo Hospitals is driven by a single thrust, to provide the best standards of patient
care. It is this passion that has led to the development of unique centers of excellence across
medical disciplines, within the Apollo Hospitals network. Apollo Hospitals has JCI
accreditations for 7 of its hospitals, the largest by any hospital group in the region. True to its
founding principles, the group has made quality healthcare accessible to the people of India, and
even overseas. It has become an institution of trust, and a beacon of hope to so many searching
for a cure for their ailments.
The legacy of touching and enriching lives stems from the pillars of the Apollo
philosophy - experience, excellence, expertise and research. We pride ourselves for constantly
being on the cutting edge, and going the extra mile to stay relevant and revolutionary. The Apollo
Hospitals Group is the pioneer of integrated healthcare delivery in India. This vision led the
group to earmark time and resources to strengthen each vital cog in the process of healthcare
delivery. As a result of these efforts, the group today is in a unique position to exponentially
increase its healthcare cover. This will be critical in order to meet future requirements.

Apollo Hospitals Group, today, is an integrated healthcare organization with owned and
managed hospitals, diagnostic clinics, dispensing pharmacies and consultancy services. In
addition, the groups service offerings include healthcare at the patients doorstep, clinical &
diagnostic services, medical business process outsourcing, third party administration services and

health insurance. To enhance performance and service to customers, the company also makes
available the services to support business, telemedicine services, education, training programs &
research services and a host of other non-profit projects.
Our Vision:
Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.
Our Mission:
"Our mission is to bring healthcare of International standards within the reach of every
individual. We are committed to the achievement and maintenance of excellence in education,
research and healthcare for the benefit of humanity"
City
Karur District is located center along the Kaveri & Amaravathi rivers in TamilNadu,
India. It is located at 1057' N 784' E has an average elevation of 122 metres (400 feet). Its
about 371 km south west of Chennai, with eight headquarters and four Municipalities; Karur is
the centrally located district of TamilNadu. It is bounded by Namakkal district in the north,
Dindigul district in the south, Tiruchirapalli district on the east and Erode district on the west.
The main town in Karur District is the city of Karur. It had a population of 12 lakhs as it has
43.27% urbanized. The district has a literacy of 85% on the whole.
As per the Vedas the Brahma created the human's first in this Karur known as Karuvur,
is famous for its International Home-Textiles & Bus body buildings. The highest temperature is
obtained in early May to early June usually about 34C, though it usually exceeds 38C for a few
days most years. Average daily temperature in Karur during January is around 23C, though the
temperature rarely falls below 17C. The average annual rainfall is about 725 mm. It gets most of
its seasonal rainfall from the north-east monsoon winds, from late September to mid-November.
Agriculture is the main primary source of ancient Karur. They grow crops like paddy, banana,
sugarcane, battle leaf, grams & pulses, tapioca, kora grass, groundnuts, oilseeds,

tropical vegetables, garland flowers, and medicinal herbs.

Karur is celebrated for its Pasupatheeswarar temple, Karur is one of India's oldest cities
with a history dating back to the 6th century BC. It was the province of the great Chera Kingdom
until the 14th century and is now an important cultural, religious and commercial centre of South

India influenced by textiles and heavy vehicles body building entrepreneurs. Karur is famous for
its manufacturing industries like Home textiles, Paper, Bubody building, Cement, Sugar,
Banking, Broking, Nylon nets, HDPE filament & Gem stones.
About us
Apollo Loga Hospital is one of the identical places to get treatment for secondary care
medical services. The hospital forms one among the group of Apollo hospitals the fastest
growing health sector chain from Apollo Hospital Enterprises ltd. The newly established Apollo
Loga Hospital, is set amidst 37000sq ft of landscape multistoried building. The hospital offers
highest standards in Quality patient care, Believe and practice in giving quick, precise clean and
cheerful service, Strive for maximum physical and emotional satisfaction of our patients.
For over three decades, Apollo Hospital Enterprises ltd has played host to several Heads
of Government, Prime Ministers, Presidents, Diplomats and other prominent clients. We situated
at Allwyn Nagar, Kovai Road, Karur, Offers a new dimension in centrally air-conditioned 60
bedded multi-speciality hospital, which serves the community by providing a full range of inpatient & outpatient services with set quality standards, in a contemporary and comfortable
surroundings.
Explore
Apollo Loga Hospital is the only secondary care medical services provider in the whole
city attains pinnacle growth within a span of two years. We can easily get connected by these
following means of transportation.
Rooms
Apollo offers a wide range of rooms for in-patients that suit best to their convenience at
affordable tariff.
Acute Care
ICU, CCU, NICU, Post-Operative ICU.

Special Wards
Standard Ward, Semi Private, Private Rooms, Semi Deluxe & Deluxe Room .

24 Hours Emergency Care

Emergency Care department has a team of highly skilled CMOs who are ably supported
by various specialists, providing round-the-clock emergency service. The advanced emergency
management system can manage road traffic victims, cardiac emergencies, stroke and Industrial
accidents.
Our Ambulance is manned by trained paramedics and is available on call round the clock.
Apollo Loga Hospital, Karur like all other hospitals has Government approval for handling all
types of medico-legal cases.
Critical Care Unit
ICU is equipped with Ventilators, Defibrillators, Multi-Channel Monitoring System,
Infusion Pumps, Central Gas Supply System etc.,
NICU is well equipped with ventilators; Warmer, Incubators and resuscitation
equipments etc., the facilities available in this unit include Incubator Care, Conventional
Mechanical Ventilation, Bed side Pulmonary Function Monitoring, Intensive Phototherapy,
Exchange Transfusion and Total Parental Nutrition.
Operation Theatre
The 3 major operation theatres have been designed to match international standards of
which one Theatre is equipped with laminar flow facility.
Apollo Telemedicine
The Telemedicine facility is an accessible feature at Apollo Loga Hospitals, Karur which
aids in Specialist Consultation, second opinion and follow up treatment from the Apollo
Telemedicine Networks across the country.

Specialties Available
Anaesthesiology

 Cardiology
Clinical Laboratory
Dental
Diabetology
ENT Surgery
General Medicine
General Surgery
Oralmaxillo Facial Surgery
Opthalmology
Obstetrics & Gynaecology
Orthopaedics
MinimalAccess Surgery(Laparascopic Surgery)
Neurology
Neurosurgery
Neonatology
Paediatrics
Pathology

Diagnostic Services
CT Scan
Digital X Ray
3D-Ultrasound Scan
ECG
Echocardiogram
TMT
EEG / EMG
Pulmonary Function Test

Computed Radiography

 Endoscopy
Colonoscopy
Dialysis

Lab Services
Clinical Chemistry
Haematology & Coagulation
Clinical Pathology
Microbiology
Histopathology
Immuno Serology
Blood Storage Unit

Preventive Health Check-ups: (Master Health Check-up)

Prevention is better than Cure
Apollo Hospitals is committed to the cause of Preventive Health through its
Comprehensive Health Check-up Packages. The packages are designed to suit a wide range of
users.

CHAPTER-II
2. MAIN THEME OF THE PROJECT
2.1 REVIEW OF LITERATURE:
To review systematically healthcare studies providing empirical data on Competency
Mapping in Hospitality.

Author: Keels-Williams F.

Source: (Department of Public Health Science)

RESULT:
Health care organizations increasingly face the pressures of meeting the needs of patients
while responding to the financial pressures of cost containment and quality optimization. One
strategy that health care providers use to adapt to the changing environment is multiskilling.
Multi-skilled health care technicians are trained to perform multiple tasks so that they can be
deployed more efficiently within health care organizations. Multiskilling can provide numerous
benefits to providers, organizations, and patients, but appropriate training for such individuals is
critical. The Multiskilled Competencies Development Project was initiated to identify
professional standards for entry-level multi-skilled health care technicians. The project was
designed to meet the training needs of multiskilled workers through improved allied health
curricula. The results of the DACUM (Developing a Curriculum) competency profile for
multiskilled health care technicians are presented.

2.2 OBJECTIVES OF THE STUDY

1)
2)
3)
4)
5)
6)

To identify the Non-performers in organization.

Identify the backlog areas of the employees.
Improvise the effectiveness of the working methods and output.
To determine the importance of Competency Mapping.
To find the Impact of Competency mapping on Individuals Growth.
To comprehend how Competency Mapping is linked to various HR practices.

2.3 SCOPE OF THE STUDY

Candidate Appraisal for the purpose of Recruitment.
Potentials appraisal for promotion and Functional shifts.
Employee Training need Identifications.
Employee performance diagnostics.
Employee self-development initiatives.
Retention strategy.

2.4 RESEARCH METHODOLOGY

DEFINITION
Research is the systematic process of collecting and analysing the information to increase
an understanding of the phenomenon under study research comprises defining and redefining
problem. Formulating hypothesis or suggested the solutions collecting, organizing and evaluating
the data. Making the deductions and research conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.

RESEARCH DESIGN
A research design is purely and simple basic frame work of plan for a study that guides
the collection of data and analysis of data. Research design are classified into three traditional
categories, Exploratory, descriptive and experimental. The choice of the most appropriate design
depends largely upon the objectives of the research. The research design applied to this study is
descriptive research design.
Research design is the plan, structure, and strategy of investigation conceived so as to
obtain answers to research questions to control variance.
-

Kerlinger

DESCRIPTIVE RESEARCH
A descriptive research is carried out with specific objective(s) and hence it results in
definite conclusions. This research tries to describe the characteristics of the respondents in
relation to a particular product or a practice/culture of importance.

For example, consider the employee stress among the work with respect to age, income level,
family background, work environment, physical problems, and health problems. Type of
respondents will be of importance to a researcher.
SAMPLING TECHNIQUE
The sampling used for my study is the simple random sampling. Each member of the
population has known and equal chance of being selected.
DATA COLLECTION METHOD:
COLLECTION OF DATA
The next step is to determine the sources of data to be used. The researcher has to decide
whether, the researcher has to collect primary or secondary data.
TYPES OF DATA
1. Primary data
2. Secondary data.
PRIMARY DATA
Which are collected afresh and for the first time, and thus happen to be original character
Primary data is collected directly from the workers in the Apollo hospitals Karur through the
structured questionnaire.
SECONDARY DATA
Are those which have already been collected by someone else and which have already
been passed through the statistical process. Secondary data is collected from the company
records and from the companys websites.

SAMPLE SIZE
A total of 130 employees were selected as respondents for the study and the questionnaire
is given to them and filled by them.

AREA OF STUDY
This project undergone at Apollo hospitals, Karur. This project has to describe about the
work stress among the employee in Apollo hospitals.
TOOLS FOR DATA COLLECTION:

The method used for collecting the data is questionnaire method.

Questionnaire method is used to collect data from the head of the department. In this
method, detailed sets of questionnaire method were given to evaluate the employees
performance in Apollo Hospitals .

STATISTICAL TOOLS:
1) Simple Percentage Method:
Percentage= Number of respondents

x100

Total Number of Respondents

2) Chi-Square Test:

Chi-square(x2)= (Oi-Ei)2
Ei
Where,
Oi= observed frequency,
Ei=Expected frequency
The calculated value of the chi square is compared with that table value of the chi square for
given degrees of freedom at specified level of significance.

2.5 LIMITATIONS OF THE STUDY

The time constraint is more important.

The sample size is up to 130.

The employees are not responded because of their busy schedule.

The project is limited to Apollo Hospitals Karur.

CHAPTER-III
3. DATA ANALYSIS AND INTERPRETATION
TABLE NO 3.1
AGE GROUP OF THE EMPLOYEE
SERIAL NO

AGE GROUP

NO OF EMPLOYEE

PERCENTAGE

1
2
3
4
5

20 Above 25
26 Above 30
31 Above 35
36 Above 40
41 Above

60
43
15
9
3
130

46
33
12
7
2
100

Total
INTERPRETATION

From the above table, it is cleared that 46% of the employee belong to the age group
between 20 Above 25 years, 33 % of the employee belong to the age group between 26 Above 30
years, 12% of the employee belong to the age group between 31 Above 35 years, 7% of the
employee belong to the age group 36 Above 40 and 2% of the employee belong to the age group
41 Above.

CHART NO 3.1

TABLE NO 3.2
MARITAL STATUS OF THE EMPLOYEE
SERIAL NO

MARITAL STATUS

NO OF EMPLOYEE

PERCENTAGE

1
2

Married
Unmarried
Total

43
87
130

33
67
100

INTERPRETATION
From the above table, it is cleared that 33% of the employees are married and 67% of the
employees are unmarried.

CHART NO 3.2

TABLE NO 3.3
GENDER OF THE EMPLOYEE
SERIAL NO
1
2

GENDER
Women
Men
Total

NO OF EMPLOYEE
86
44
130

PERCENTAGE
66
34
100

INTERPRETATION
From the above table, it is cleared that 66% of the employee are Men and 34% of the
employee are Women.

CHART NO 3.3

TABLE NO 3.4
ADAPTABILITY
SERIAL.NO

STANDARDS

NO. OF EMPLOYEE

PERCENTAGE

1
2
3
4

Highly Acceptable Standards

Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

27
69
26

21
53
20

3
130

2
100

INTERPRETATION
From the above table, it is cleared that 27% of the employee Adaptability level is Highly
Acceptable Standards, 53% of the employee Adaptability level is Acceptable Standards, 20% of

the employee Adaptability level is Meet Requirements, 4% of the employee Adaptability level is
Not Quite up to Acceptable Standards, 2% of the employee Adaptability level is Fails to Meet
Acceptable Standards.

CHART NO 3.4

TABLE NO 3.5

STRESS TOLERANCE
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

NO OF EMPLOYEE

PERCENTAGE

23
63
34

18
48
26

4
130

3
100

INTERPRETATION
From the above table, it is cleared that 18% of the employee Stress Tolerance level is
Highly Acceptable Standards, 48% of the employee Stress Tolerance level is Acceptable

Standards, 26% of the employee Stress Tolerance level is Meet Requirements, 5% of the
employee Stress Tolerance level is Not Quite up to Acceptable Standards, 3% of the employee
Stress Tolerance level is Fails to Meet Acceptable Standards.

CHART NO 3.5

TABLE NO 3.6
SELF - MOTIVATED
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

NO OF RESPONDENTS

PERCENTAGE

27
57
34

21
44
26

3
130

2
100

INTERPRETATION
From the above table, it is cleared that 21% of the employee Self - Motivated level is
Highly Acceptable Standards, 44% of the employee Self - Motivated level is Acceptable

Standards, 26% of the employee Self - Motivated level is Meet Requirements, 7% of the
employee Self - Motivated level is Not Quite up to Acceptable Standards, 2% of the employee
Self - Motivated level is Fails to Meet Acceptable Standards.

CHART NO 3.6

TABLE NO 3.7
HONESTY
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

31
57
33

24
44
25

2
130

2
100

From the above table, it is cleared that 24% of the employee Honesty level is Highly
Acceptable Standards, 44% of the employee Honesty level is Acceptable Standards, 25% of the
employee Honesty level is Meet Requirements, 5% of the employee Honesty level is Not Quite
up to Acceptable Standards, 2% of the employee Honesty level is Fails to Meet Acceptable
Standards.
CHART NO 3.7

TABLE NO 3.8
CREATIVITY
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

31
57
33

20
45
30

2
130

0
100

From the above table, it is cleared that 20% of the employee Creativity level is Highly
Acceptable Standards, 45% of the employee Creativity level is Acceptable Standards, 30% of the
employee Creativity level is Meet Requirements, 5% of the employee Creativity level is Not
Quite up to Acceptable Standards, 0% of the employee Creativity level is Fails to Meet
Acceptable Standards.
CHART NO 3.8

TABLE NO 3.9
INFORMATION COLLECTION
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

31
57
35

24
44
27

4
130

3
100

From the above table, it is cleared that 24% of the employee Information Collection level
is Highly Acceptable Standards, 44% of the employee Information Collection level is Acceptable
Standards, 27% of the employee Information Collection level is Meet Requirements, 2% of the
employee Information Collection level is Not Quite up to Acceptable Standards, 3% of the
employee Information Collection level is Fails to Meet Acceptable Standards.
CHART NO 3.9

TABLE NO 3.10
ANALYTICAL SKILL
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

23
63
32

18
48
25

10

2
130

2
100

From the above table, it is cleared that 18% of the employee Analytical Skill level is
Highly Acceptable Standards, 48% of the employee Analytical Skill level is Acceptable
Standards, 25% of the employee Analytical Skill level is Meet Requirements, 8% of the
employee Analytical Skill level is Not Quite up to Acceptable Standards, 2% of the employee
Analytical Skill level is Fails to Meet Acceptable Standards.
CHART NO 3.10

TABLE NO 3.11
DETICATION
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

36
53
34

28
41
26

1
130

1
100

From the above table, it is cleared that 28% of the employee Dedication level is Highly
Acceptable Standards, 41% of the employee Dedication level is Acceptable Standards, 26% of
the employee Dedication level is Meet Requirements, 5% of the employee Dedication level is
Not Quite up to Acceptable Standards, 1% of the employee Dedication level is Fails to Meet
Acceptable Standards.
CHART NO 3.11

TABLE NO 3.12
SELF MANAGEMENT
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO.OF RESPONDENTS

PERCENTAGE

24
61
35

18
47
27

3
130

2
100

From the above table, it is cleared that 18% of the employee Self - Management level is
Highly Acceptable Standards, 47% of the employee Self - Management level is Acceptable
Standards, 27% of the employee Self - Management level is Meet Requirements, 5% of the
employee Self - Management level is Not Quite up to Acceptable Standards, 2% of the employee
Self - Management level is Fails to Meet Acceptable Standards.
CHART NO 3.12

TABLE NO 3.13
TIME MANGEMENT
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

31
62
29

24
48
22

130

100

From the above table, it is cleared that 24% of the employee Time Management level is
Highly Acceptable Standards, 48% of the employee Time Management level is Acceptable
Standards, 22% of the employee Time Management level is Meet Requirements, 5% of the
employee Time Management level is Not Quite up to Acceptable Standards, 2% of the employee
Time Management level is Fails to Meet Acceptable Standards.
CHART NO 3.13

TABLE NO 3.14
COMMAND ON BASIC FACTS
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO.OF RESPONDENTS

PERCENTAGE

32
49
39

25
38
30

3
130

2
100

From the above table, it is cleared that 25% of the employee Command on Basic Facts
level is Highly Acceptable Standards, 38% of the employee Command on Basic Facts level is
Acceptable Standards, 30% of the employee Command on Basic Facts level is Meet
Requirements, 5% of the employee Command on Basic Facts level is Not Quite up to Acceptable
Standards, 2% of the employee Command on Basic Facts level is Fails to Meet Acceptable
Standards.
CHART NO 3.14

TABLE NO 3.15
QUALITY CONSCIOUSNESS
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

NO OF RESPONDENTS

PERCENTAGE

25
62
34

19
48
26

0
130

0
100

INTERPRETATION
From the above table, it is cleared that 19% of the employee Quality Consciousness level
is Highly Acceptable Standards, 48% of the employee Quality Consciousness level is Acceptable
Standards, 26% of the employee Quality Consciousness level is Meet Requirements, 7% of the
employee Quality Consciousness level is Not Quite up to Acceptable Standards, 0% of the
employee Quality Consciousness level is Fails to Meet Acceptable Standards.
CHART NO3.15

TABLE NO 3.16
ORGANIZATIONAL AWARENESS
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

35
51
34

27
39
26

10

0
130

0
100

From the above table, it is cleared that 27% of the employee Organizational Awareness
level is Highly Acceptable Standards, 39% of the employee Organizational Awareness level is
Acceptable Standards, 26% of the employee Organizational Awareness level is Meet
Requirements, 8% of the employee Organizational Awareness level is Not Quite up to
Acceptable Standards, 0% of the employee Organizational Awareness level is Fails to Meet
Acceptable Standards.
CHART NO3.16

TABLE NO 3.17
IDENTIFYING BOTTLENECKS & RECTIFYING
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

21
59
39

16
45
30

4
130

3
100

From the above table, it is cleared that 16% of the employee Identifying Bottlenecks &
Rectifying level is Highly Acceptable Standards, 45% of the employee Identifying Bottlenecks &
Rectifying level is Acceptable Standards, 30% of the employee Identifying Bottlenecks &
Rectifying level is Meet Requirements, 5% of the employee Identifying Bottlenecks &
Rectifying level is Not Quite up to Acceptable Standards, 3% of the employee Identifying
Bottlenecks & Rectifying level is Fails to Meet Acceptable Standards.
CHART NO 3.17

TABLE NO 3.18
KNOWLEDGE
SERIAL NO

STANDARDS

Highly Acceptable
Standards
Acceptable Standards
Meet Requirements
Not Quite up to Acceptable
Standards
Fails to Meet Acceptable
Standards
Total

2
3
4
5

INTERPRETATION

NO OF RESPONDENTS

PERCENTAGE

33
52
31

25
40
24

12

2
130

2
100

From the above table, it is cleared that 25% of the employee Knowledge level is Highly
Acceptable Standards, 40% of the employee Knowledge level is Acceptable Standards, 24% of
the employee Knowledge level is Meet Requirements, 9% of the employee Knowledge level is
Not Quite up to Acceptable Standards, 2% of the employee Knowledge level is Fails to Meet
Acceptable Standards.
CHART NO 3.18

CHAPTER-IV
4. FINDINGS, SUGGESTIONS & CONCLUSION

4.1 FINDINGS:
Through my analysing i found following level of employees skill performance
In ADAPTABILITY, ( 53%) Majority of the employees comes under the Acceptable
standards.
In STRESS TOLERANCE, ( 48%) Majority of the employees comes under the
Acceptable standards.
In SELF-MOTIVATED, ( 44%) Majority of the employees comes under the Acceptable
standards.

 In HONESTY, ( 44%) Majority of the employees comes under the Acceptable standards.
In CREATIVITY, ( 45%) Majority of the employees comes under the Acceptable
standards.
In INFORMATION COLLECTION, ( 44%) Majority of the employees comes under the
Acceptable standards.
In ANALYTICAL SKILL, ( 48%) Majority of the employees comes under the Acceptable

standards.
In DETICATION, ( 41%) Majority of the employees comes under the Acceptable
standards.
In SELF MANAGEMENT, ( 47%) Majority of the employees comes under the
Acceptable standards.
In TIME MANAGEMENT, ( 48%) Majority of the employees comes under the
Acceptable standards.
In COMMAND ON BASIC FACTS, ( 38%) Majority of the employees comes under the
Acceptable standards.
In QUALITY CONSCIOUSNESS, ( 48%) Majority of the employees comes under the
Acceptable standards.
In ORGANIZATIONAL AWARENESS, ( 39%) Majority of the employees comes under
the Acceptable standards.
In IDENTIFYING BOTTLENECKS & RECTIFYING, (45%) Majority of the employees

comes under the Acceptable standards.

In KNOWLEDGE, (40%) Majority of the employees comes under the Acceptable

standards.

4.2 SUGGESTIONS:
1) Provide more training to the non performing employees.
2) Guide the peoples who are all struggling to perform better.
3) HR department peoples should take necessary steps to maintain man power in
organization.
4) Conduct some effective workshops for developing employees creativity.
5) Weekly once or Thrice help desk should be conducted.

4.3 CONCLUSION:
One should never say that will never work, and that is not what we are saying here.
Failure is a phenomenal educator, so if we learn from past mistakes, maybe we can construct a
better solution in the future. Many organizations have tried competencies; many organizations
have failed.

From the above study it can be concluded that Competency Mapping is definitely a new
era In the field of HR. It promises economical use of the most important resource, Human
Capital by ensuring the best suitable job to the person. It also ensures Individuals growth and
development. An individual can map his or her competencies and find the job which suits him
the most.

Bibliography
BIBLIOGRAPHY:
Following Website links and Books were referred in the course of data collection

REFERENCE BOOKS:
1) K Aswathappa - Human Resource Management, Seema Sanghi - The
Handbook On Competency mapping.
2) Kumar, Ranjit - Research Methodology-A Step-by-Step Guide for
Beginners, 2nd edition 2005 , Pearson Education.

WEB LINKS:
1) http://www.careertrainer.com/Request.jsp?lView=ViewArticle&Article=OID%
3A112409&Page=OID%3A112412

2) http://www.indianmba.com/Faculty_Column/FC346/fc346.html

3) http://www.e-hresources.com/Samples/sample1.html

4) http://www.thehindujobs.com/thehindu/jobs/0511/2005113000730500.htm

5) http://www.expresscomputeronline.com/20050131/technologylife01.shtml
6) http://www.citehr.com

APPENDIC
ES
APPENDICES
Questionnaire
Name

Age

Marital Status

Gender

Designation

Department

Objective
This is sent to you as a part of my MBA project I am undertaking in this organization on
the topic competency mapping from Human Resource perspective.
From the organizational point of view this questionnaire is a part of development exercise
to know the strength and the areas needing improvements in terms of various
competencies at various levels.
(Please return the completed questionnaire to me on or before)
Please rate each competency using the 5-point rating scale
5 - Highly Acceptable Standards, 4 - Acceptable Standards, 3 Meet Requirements,
2 Not Quite up to Acceptable Standards, 1 Fails to Meet Acceptable Standards.

1. Personal competencies

Adaptability: Conform and adjust to changing

circumstances and work environments.

Stress tolerance: Cope up with work strain that arises as

a consequence of working situations of targets, deadlines,
work load and pressure from superiors.

Self-motivated: Able to work with limited supervision.

Honesty: Honest and sincere towards the work and

responsibility.

Creativity: Come up with unique ideas or ideas from

another Source.

2. Job related skills/ competencies

6

Information collection: Gather relevant data from

different sources that are needed to perform the job

Analytical skill: Use relevant facts, data and analytical

tools to draw accurate and meaningful conclusion

Dedication: Involvement in work oriented tasks.

Self-management: Exercise the expected professional

duties without repeated guidance and monitoring

10 Time management: timely plan the works and complete

them as scheduled.

3. Knowledge level competencies

11 Command of basic facts: Understand the service
holistically and have a sound knowledge of the basic
facts of hospitality.

12 Quality consciousness: Work always with quality

awareness.

13 Organizational awareness: Have wide knowledge about

the organization, its departments and functions.

14 Identifying bottlenecks and rectifying them:

Recognize situations that retards work progress and gives

immediate attention and rectification to the problem.
15 Knowledge on service Concepts, standards and
specification.

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