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CHAPTER- I

1.1 INTRODUCTION

COMPETENCY MAPPING

Competence is a standardized requirement for an individual to properly perform a

specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve

performance. More generally, competence is the state or quality of being adequately or well

qualified, having the ability to perform a specific role.

Competency mapping is The ability to do something well

A competency mapping is description of skill, traits, experience and knowledge required

for a person to be effective in a job. For instance, management competency includes the traits of

systems thinking and emotional intelligence, and skills in influence and negotiation. A person

possesses a competence as long as the skills, abilities, and knowledge that constitute that

competence are a part of them, enabling the person to perform effective action within a certain

workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still

lose a competence if what is needed to do a job well changes.

THE COMPETENCIES HAVE FIVE CHARACTERISTICS

* Motives: Things a person consistently thinks about or wants that cause action, motives drive,

direct and select behavior towards certain actions. Example achievement motivation people

consistently set challenging goals for themselves, take responsibility for accomplishing them and

use the feedback to do better

* Traits: Physical characteristics and consistent responses to situations. Good eyesight is

physical traits of a pilot. Emotional Self Control and initiative are more complex consistent

responses to situations.

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* Self Concept: A person's attitude value or self-image. A person's values are reactive or

respondent motives that predict what a person would do in the short run. Example: A person who

values being a leader would be more likely to exhibit leadership behavior.

* Knowledge (Information a person has in a specific work area) Example: An accountant'sknowledge of various accounting procedures.

* Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency

includes analytical thinking. The ability to establish cause and affect relationship.

THE FOUR GENERAL COMPETENCES

Meaning Competence: Identifying with the purpose of the organization or communityand acting from the preferred future in accordance with the values of the organization or

community.

Relation Competence: Creating and nurturing connections to the stakeholders of the

primary tasks.

Learning Competence: Creating and looking for situations that make it possible to

experiment with the set of solutions that make it possible to solve the primary tasks and

reflect on the experience. Change Competence: Acting in new ways when it will promote the purpose of the

organization or community and make the preferred future come to life.

TYPES OF COMPETENCIES

1. Organizational competencies unique factors that make an organization

competitive.

2. Job/Role competenciesthings an individual must demonstrate to be effective in ajob, role, function, task or duty, an organizational level, or in the entire organization.

3. Personal competenciesaspects of an individual that imply a level of skill,

achievement, or output.

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Managerial

Competencies which are considered essential for staff with managerial or supervisoryresponsibility in any service or program area including directors and senior posts. Some

managerial competencies could be more relevant for specific occupations, however they are

applied horizontally across the Organization, i.e. analysis and decision-making, team leadership,

change management, etc.

Generic

Competencies which are considered essential for all staff, regardless of their function orlevel, i.e. communication, program execution, processing tools, linguistic, etc.,

Technical/functional

Specific competencies which are considered essential to perform any job in the

Organization within a defined technical or functional area of work, i.e. environmental

management, industrial process sectors, investment management, finance and administration,

human resource management, etc.

LEVELS OF COMPETENCY:

Practical competency - An employee's demonstrated ability to perform a set of tasks.

Foundational competence - An employee's demonstrated understanding of what and why

he / she is doing.

Reflexive competence (An employee's ability to integrate actions with the understanding

of the action so that he / she learn from those actions and adapts to the changes as and when

they are required.

Applied competence - An employee's demonstrated ability to perform a set of tasks with

understanding and reflexivity.

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APPLICATION LEVELS OF A COMPETENCY

Advanced: Demonstrate high level of understanding of the particular competency to

perform fully and independently related tasks. Frequently demonstrates application that

indicates profound level of expertise can perform adviser or trainer roles. Work activities

are carried out consistently with high quality standards.

Proficient: Demonstrate a sound level of understanding of the particular competency to

adequately perform related tasks, practically without guidance. Work activities are

performed effectively within quality standards

Knowledgeable: Demonstrates a sufficient understanding of the particular competency to

be used in the work place, but requires guidance Tasks or work activities are generally

carried out under direction.

COMPETENCY ASSESSMENT

Competency assessment is the assessment of the extent to which a given individual or a

set of individuals possess these competencies required by a given role or set of roles or levels of

roles. Assessment centers use multiple methods and multiple assessors to assess the

competencies of a given individual or a group of individuals.

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Competency based assessment is a system for assessing a persons knowledge and skills.

Assessment is based on actual skills and knowledge a person can demonstrate the workplace or

in other relevant contexts. Competency based assessment is also a system for providing portable

qualifications against company recognized competency standards.

In competency based assessment system, it is recognized that learning can come from a

variety of sources, both on the job and off the job, formal and informal. Recognition is given for

prior learning and for skills and knowledge which can already be show.

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A TYPICAL COMPETENCY-BASED ASSESSMENT PROCESS IS

ILLUSTRATED IN THE DIAGRAM BELOW

Self-assessment The process starts by the individual assessing themselves against thecompetency standard. At this stage the individual needs to compile a portfolio of evidence

containing items that show they can demonstrate competence such as reference, Letters,

certificates and so on

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1. Self-Assessment

1. Self-assessment

4. Job LearningDevelopment

5. Reassessment or

Certification

2. Work placeAssessment

3. Identification of

Competency Gaps

Competency based Assessment

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Workplace assessment Workplace assessment involves an assessor reviewing the

individuals self- assessment and portfolio of evidence. The assessor will interview the

individual and spend time observing those performing skills on the job.

Identify developmental needs The assessor provides feedback to the individuals andidentifies the areas needing development

On and off the job learning and development after a period of learning skills and gaining

Knowledge both on and off the job, the Individual is re assessed.

Re-assessment award qualification if the individual can then show competence against the

required competencies and performance criteria, the qualification is awarded.

OVER VIEW OF THE PROFILE1.2 INDUSTRY PROFILE

OVERVIEW:

The Indian retail industry is the fifth largest in the world. Comprising of organized and

unorganized sectors, India retail industry is one of the fastest growing industries in India,

especially over the last few years. Though initially, the retail industry in India was mostly

unorganized, however with the change of tastes and preferences of the consumers, the industry is

getting more popular these days and getting organized as well. With growing market demand, theindustry is expected to grow at a pace of 25-30% annually. The India retail industry is expected

to grow from ` 35,000 crore in 2004-05 to ` 109,000 crore by the year 2010.

In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9%

annually. The branded food industry is trying to enter the India retail industry and convert Indian

consumers to branded food. Since at present 60% of the Indian grocery basket consists of non-

branded items

GROWTH OF INDIAN RETAIL

It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion.

India retail industry is one of the fastest growing industries with revenue expected in 2007 to

amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is

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expected in the industry of retail in India by growth in consumerism in urban areas, rising

incomes, and a steep rise in rural consumption. It has further been predicted that the retailing

industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5

billion.

According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India

retail industry is the most promising emerging market for investment. In 2007, the retail trade in

India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009, it rose

to 12%. It is also expected to reach 22% by 2010.According to a report by Northbride Capita, the

India retail industry is expected to grow to US$ 700 billion by 2010. By the same time, the

organized sector will be 20% of the total market share. It can be mentioned here that, the share of

organized sector in 2007 was 7.5% of the total retail market

Major Retailers in India

Pantaloon:

Pantaloon is one of the biggest retailers in India with more than 450 stores across the country.

Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the

country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year

2010. In 2001, Pantaloon launched country's first hypermarket Big Bazaar. It has the followingretail segments:

Food & Grocery: Big Bazaar, Food Bazaar

Home Solutions: Hometown, Furniture Bazaar, Collection-i

Consumer Electronics: e-zone

Shoes: Shoe Factory

Books, Music & Gifts: Depot

Health & Beauty Care: Star, Sitara

E-tailing: Futurebazaar.com

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Entertainment: Bowling Co.

Tata Group

Tata group is another major player in Indian retail industry with its subsidiary Trent, which

operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest book

and music retailer in India Landmark in 2005. Trent owns over 4 lakh sq. ft retail space across

the country.

RPG Group

RPG Group is one of the earlier entrants in the Indian retail market, when it came into food &

grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the pharmacy and

beauty care outlets Health & Glow.

Reliance

Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh

stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales to

reach ` 90,000 crores by 2010.

AV Birla Group

AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis Phillipe,

Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other segments

of retail. It will invest ` 8000-9000 crores by 2010.

Retail formats in India

Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of

categories.

Mom-and-pop stores: they are family owned business catering to small sections;

they are individually handled retail outlets and have a personal touch.

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Departmental stores: are general retail merchandisers offering quality products

and services.

Convenience stores: are located in residential areas with slightly higher prices

goods due to the convenience offered.

Shopping malls: the biggest form of retail in India, malls offers customers a mix

of all types of products and services including entertainment and food under a

single roof.

E-trailers: are retailers providing online buying and selling of products and

services.

Discount stores: these are factory outlets that give discount on the MRP.

Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks

and other small items can be bought via vending machine.

Category killers: small specialty stores that offer a variety of categories. They are

known as category killers as they focus on specific categories, such as electronics

and sporting goods. This is also known as Multi Brand Outlets or MBO's.

Specialty stores: are retail chains dealing in specific categories and provide deep

assortment. Mumbai's Crossword Book Store and RPG's Music World are a

couple of examples.

Challenges facing Indian retail industry

The tax structure in India favors small retail business

Lack of adequate infrastructure facilities

High cost of real estate

Dissimilarity in consumer groups

Restrictions in Foreign Direct Investment

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Shortage of retail study options

Shortage of trained manpower

Low retail management skill

The Future

The retail industry in India is currently growing at a great pace and is expected to go up to US$

833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the year 2018 at a

CAGR of 10%. As the country has got a high growth rates, the consumer spending has also gone

up and is also expected to go up further in the future. In the last four year, the consumer spending

in India climbed up to 75%. As a result, the India retail industry is expected to grow further in

the future days. By the year 2013, the organized sector is also expected to grow at a CAGR of

40%.india retail industry is progressing well and for this to continue retailers as well as the

Indian government will have to make a combined effort.

Types of industry

Food and grocery retail

Apparel retail

Gems and jewellery retail

Pharmaceutical retail

Music retail

Book retail

Consumer durables retail

Retailing formats

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1.3 COMPANY PROFILE

HISTORY:

Future Group is Indias largest retailer and one of the leading business houses with a strong

presence in retail. Its founder and Group CEO is Mr. Kishore Biyani. Future Group India was

established in 1994 with a vision to provide diverse services in Indian and Global markets. The

business areas of Future Group cover BPO (Business Process Outsourcing), New Media,

Security Management, and Construction. Through their strategic investment and services, the

future of Future Group shows a rising star in the business sky of India.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million square feet of

retail space in 73 cities and towns and 65 rural locations across India. Headquartered in Mumbai

(Bombay), Pantaloon Retail employs around 30,000 people and is listed on the Indian stock

exchanges. The company follows a multi-format retail strategy that captures almost the entire

consumption basket of Indian customers. In the lifestyle segment, the group operates Pantaloons,a fashion retail chain and Central, a chain of seamless malls. In the value segment, its marquee

brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of Indian

bazaars with the choice and convenience of modern retail.

MISSION

Customers and stakeholders shall be served only by creating and executing future

scenarios in the consumption space leading to economic development

Trendsetters in evolving delivery formats, creating retail realty, making consumption

affordable for all customer segments for classes and for masses.

Infusion of Indian brands with confidence and renewed ambition.

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Efficient, cost- conscious and committed to quality

Ensure that our positive attitude, sincerity, humility and united determination shall be the

driving force to make successful.

Sone Ki Chidiya : To bring back the lost prosperity to india and make it sone ki chidiya

again

OUR UNIVERSE

Retail

Finance

Services

Partnership and services

Loyalty programs

RETAIL

Lifestyle

Value

Digital

FINANCE

Finance

SERVICES

Logistics and supply chain

Learning and development

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Media

Brands

Mobile telephony

PARTNERSHIP AND SERVICES

Collaboration

Assistance

Synergy

LOYALTY PROGRAMS

Pantaloons green card

Payback loyalty program

T24 program

LINES OF BUSINESS

The company is present across several lines of business which have various formats (stores)

operational under it. These include:

Food - Food Bazaar, Chamosa, Spoon, Brew Bar, Sports Bar & Sports Bar Express, Cafe

Bollywood,

Fashion - Pantaloons, Central, aLL, Brand Factory, Blue Sky, Top 10, Fashion Station,

Big Bazaar, Lee Cooper (JV),

General Merchandise - Big Bazaar, Shoe Factory, Navras, Electronics Bazaar, Furniture

Bazaar, KB'S FAIR PRICE

Home & Electronics - Home Town, eZone, Collection i

E-tailing (Online Shopping) - www.futurebazaar.com

Books & Music - Depot

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Leisure & Entertainment - Bowling Co., F123

Wellness - Star & Sitara, Tulsi

Telecom & IT - Gen M, M Bazaar, M-Port, ConvergeM

BOARD OF DIRECTORS

Mr. Kishore Biyani, Managing Director

Chief Executive Officer of Future Group.

Mr. Gopikishan Biyani, Wholetime Director

.Mr. Rakesh Biyani, Wholetime Director

Mr. Ved Prakash Arya, Director

Mr. Shailesh Haribhakti, Independent Director

Mr. S Doreswamy, Independent Director

Dr. D O Koshy, Independent Director

Ms. Anju Poddar, Independent Director

Ms. Bala Deshpande, Independent Director

Mr. Anil Harish, Independent Director.

MAJOR SUPPLIERS

Hindustan Unilever Limited

ITC

P& G

Reckit Bennister

Henkle

STATISTICS

Listed on: Bombay Stock Exchange

Stock Code: BOM:523574

Fiscal Year Ending: June

Major Industry: Retailing and Dept. Store Chains

Employees :35,000 (June, 2008)

Share Volume : 217,384

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Years High/Low Share Price : 475.95 252.05

Market Cap (Rs Cr) : 9620.26

Price to Earnings Ratio : 62.68

Earnings Per Share(Rs): 7.39

Sales (Rs cr) : 602.10

Net profit margin share : 2.1%

SUSTAINABILITY

Customer-orientation

Continuous-innovation

Collaborative transformation

FUTURE RETAIL:

The retails businesses of Future Group in India are divided into three main categories:

Retail forms the core business activity at Future Group and most of its businesses in the

consumption space are built around retail. Future Groups retail network touches the lives of

more than 200 million Indians in 73 cities and 65 rural locations across the country. The group

currently operates around 1,000 stores spread over 16 million square feet of retail space.

Present in the value and lifestyle segments, the groups retail formats cater to almost the entire

consumption expenditure of a wide cross-section of Indian consumers.

FUTURE PLANS:

The latest business activity of Future Group is an investment of Rs. 140 crores in the next

three years in cricket-related marketing. The CEO of Future Group Mr. Kishore Biyani has

planned out association with cricket and to encash the popularity of cricket in India and globally.

Future Group has also organized one-day international cricket series between India and Australia

called "The Future Cup".

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JOINT VENTURES WITH INTERNATIONAL BRANDS

Indus League Clothing that owns leading apparel brands like Indigo Nation, Scullers and

Urban Yoga

Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar

French retailer ETAM group, US-based stationary products retailer, Staples and UK-

based Lee Cooper.

Franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in

India

INDIAN JOINT VENTURE PARTNERS

Manipal Healthcare

Talwalkar's

Blue Foods

DESIGN OF THE STUDY

1.4 OBJECTIVE OF THE STUDY

1.4.1PRIMARY OBJECTIVE

To study on COMPETENCY MAPPING LEVEL OF THE EMPLOYEE in future value

retail Chennai

1.4.2 SECONDARY OBJECTIVE

To analyze the major factors affecting the employee competency.

To determine the relationship between employee skills and opportunity.

To analyze what are the areas need to improve the competency level.

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To analyze the motivating factor influence the competency of employee.

1.5 SCOPE OF THE STUDY

This study helps the company to procure human asset through their competency level

This study enables the employee to self-estimate their own competency level

Attempt to assess the macro-economic relationship with employee competency level.

Explore the future plan of private sector workforce that contributes to develop their

employee competency.

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The main motive for this study is to identify the key competencies which one

possesses and then mapping it with the job requirements to attain the standards

This mapping of competencies increase the level of proficiency required for the job

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1.6 NEED OF THE STUDY

There are several problem faced by the organization that become a challenge for HR as

how to manage problems, motivate employees and utilizes employee skills this

organization.

The study says relationship between employee skills and opportunity.

The focus of the problem is that how employee competence level top level will used in

this organization.

The study will identify the cause and need to fulfill the requirements of the employee.

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1.7 LIMITATION OF THE STUDY

The findings of the study are subjected to bias and prejudice of the respondents.

Area of the study is confined to the employees in future value retail Chennai only.

Time factor can be considered as a limitation.

There may be personal bias in the information provided ,as some employee like to

underestimate or appreciate their organization

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1.8 REVIEW OF LITERATURE

Competency mapping the Audit perspective by Smruti Patre, Assistant Professor

by HRM review ,IUP Publication ,April 2011He says that competency for any job is made up

of knowledge, skills and ability to perform that particular job efficiently. Today, most of the

competitive organization are practicing competency mapping to ascertain those aspects which

are vital for its apt working and success.

The emotional competence emerged and over again as a hallmark of star

performance by Goleman, 2000, He says that the most effective people sense others reaction

and find tune their own responses to move interaction in the best direction., particularly among

supervisors, managers and executives Spencer and Spencer, 1993.Creating an atmosphere of

openness with clear lines of communication is a key factor in organizational success. People who

exhibit their communication competence are effective in the give and - take of emotional

information, deal with difficult issues straight forwardly, listen well and welcome sharing

information fully and foster open communication and stay receptive to bad news as well as good.

Competence in developing others was found to be a hallmark of superior managers

by Spencer and Spencer, 1993, He says it typified those at the top of the field. Although this

ability was crucial for those managing, Front line works, it has also emerged as a vital skill for

effective leadership at high levels.

As founding developer of competency modeling in the United States by Boyatzis,

1982 He says that competency interventions on documented behavioral indicators that causedor 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

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doing during the incidents. The relationship management set competencies included essential

social skills.

A seminal article published by John Flanagan in (1954) established Critical

Incidents Technique, as a precursor to the key methodology used in rigorous competencystudies. Based on studies of US Air Force pilot performance, Flanagan concluded that the

principle objective of job analysis procedures should be the determination of critical

requirements. These requirements include those which have been demonstrated to have made the

difference between success and failure in carrying out an important part of the job assigned in a

significant number of instances. From here, critical incidents technique was originally

discovered.

Benjamin Bloom USA In mid-fifties he laid the foundation for identifying educational

objectives by defining (KSA), needed to be developed in education. The educational objectives

developed by them were grouped under the cognitive domain.

The competencies exposed by Mc .Cleland dealt with effective domain in Blooms

terminology, He pioneered the Competency Movement across the world and made it

a gl ob al concept. His classic books on Talent and Society, Achievement motive, The Achieving

Society, Motivating economic achievement and power the inner experience brought out several

new dimensions of the competency.

The Competency Mapping,Sanghi Competencies lie at the heart of every of every

successful activity. Organizations across the world are trying to understand and integrate

competencies in their organizational processes. Help managers and executives understand,

develop, manage competencies and also map them within their organizations. Assuming no prior

knowledge, this book introduces the reader to the concept of competencies and how they work.

Sraban Mukherjee Competency Mapping for Superior Results Competency

mapping is a technique that has been primarily adopted in large businesses. However, small and

medium sized businesses, not for profit organizations and Government agencies will also find the

techniques in this book equally effective and relevant

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1.9 RESEARCH METHODOLOGY

MEANING OF RESEARCH

Research methodology is a way systematically solves the research problem. It may be understand

as a science of studying how research is done scientifically. It is necessary for the researcher to

know not only the methods or techniques but also the methodology.

DEFINITION OF RESEARCH

According to Kothari c.rResearch is a systematic investigation to find solution to a problem.

OBJECTIVES OF RESEARCH

To gain familiarity with a phenomenon or to achieve new insights into it.

To test hypothesis of a causal relationship between variables.

To determine the frequency with which something occurs or with which it is associated

with something else.

RESEARCH DESIGN

A Research Design is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in procedure. The

study conducted is Descriptive in nature.

SAMPLE DESIGN

A Sample Design is definite plan for obtaining a sample from a given population. It refers to the

technique or procedure the researcher would adopt in selecting items for the sample. Sample

Design may as well lay down the number of items to be included in the sample.

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The basic idea of sampling is that by selecting some of the elements in a population we may

draw conclusions about the entire population. In the study conducted, the samples were selected

using convenient sampling without going through the rigor of sampling method. The research is

based on a convenient base by just limiting it to only in to select the required number of

samples.

POPULATION

The Population from which samples were collected was 4 employees.

SAMPLE SIZE

The Sample Size is 100. The sample was collected based upon the convenience

DATA COLLECTION METHOD

To search for answers to research question is called collection of data. Data are facts, and other

relevant materials, past and present, serving as bases for study and analyses.

There two types of data can be used for data collection.

Primary data

Secondary data

PRIMARY DATA

Primary sources are original sources from which the researcher directly collects data that have

not been previously collected. Primary data are firsthand information collected through various

methods such as observation; intervening, mailing etc. during the project primary was collected

through question method.

SECONDARY DATA

The secondary source consists of readily compendia and already complied statistical statements

and reports whose data may be used by researches for their studies. It is refers to use of

information already collected either published or unpublished, secondary data collected through

book periodical and annual report.

The collection of data makes the most important step of any research enquiry or statistical

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enquiry. If data collection is not correct, reliable and appropriate, one cannot obtain valid and

useful result from the enquiry.

STATISTICAL TOOLS USED FOR ANALYSIS

Percentage analysis

Chi-square

Correlation analysis

Sampling Technique

Sampling Design: Convenience sampling

Sampling unit: The sampling unit is limited to the employees of future

value retail.

Population:450

Sample Size:100

PERCENTAGE ANALYSIS

In these statistical tools method based on the opinions of the respondent, percentage and bar is

calculated for the respective scales for each factor.

FORMULA

No.of.respondent

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Simple percentage = .. X 100

Total.no.of.respondent

CHI-SQUARE TEST

As a non-parametric test chi-square can be used to determine if categorical data shows

dependency or the two classifications are indenpent.it is general used to test the significance of

association between two variables.

In chi-square test first a null hypothesis is formed that there is no significance relation between

the two given attributes .the calculated chi-square value is less than the theoretical value .we

accept the null hypothesis as valid .otherwise reject the null hypothesis and accept the alternative

hypothesis.

H0=null hypothesis H1=alternative hypothesis

Chi-square is a measure for comparing various studies

Formula

(O-E) 2

2 = ------------

E

Where

O=is the observed frequency, and E=is the expected frequency

Expected frequency (E) =row total*column total/grand total.

Degree of freedom=(R-1)*C-1)

Where

R=Number of Rows

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C= Number of Columns

CORRELATION ANALYSIS

Correlation analysis deals with the association between two or more variables. It does not tell

anything about cause and effect relationship. Correlation is classified in two types as

Positive and

Negative Correlation.

FORMULA

NXY-(X) (Y)

Correlation =

NX2 (X) 2 NY2 (Y) 2

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CHAPTER-II

2. DATA ANALYSIS TABLE FOR AGE INTERPRETATION

2.1 TABLE SHOWING FOR AGE OF THE RESPONDENTS

S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)

OF RESPONDENTS

1 Below 20 year 5 5

2 21-25 years 65 65

3 26-30 years 18 18

4 31-35 years 8 8

5 Above 35 4 4

TOTAL 100 100

Source: Primary data.

INTERPRETATION:

From the above table it is inferred that 65% of the respondents are in the age between 21-

25 years, 18% of respondents are in the age between 26-30 years, 8% of respondents are in the

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age between 31-35 years, 5% of respondents are age between below 20 years, 4 % of

respondents are age between above 35 years.

2.1 CHART SHOWING FOR AGE OF THE RESPONDENTS


INTERPRETATION:

From the above chart it is inferred that 65% of the respondents are in the age between 21-25

years, 4 % of respondents are age between above 35 years.

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2.2 TABLE SHOWING FOR GENDER OF THE RESPONDENTS

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Male 69 69

2 Female 31 31

TOTAL 100 100


INTERPRETATION:

From the above table it is inferred that 69% of the respondents are male, 31% of the

respondents are female.

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2.2 CHART SHOWING FOR GENDER OF THE RESPONDENTS


INTERPRETATION:

From the above table it is inferred that 69% of the respondents are male.

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2.3 TABLE SHOWING FOR QUALIFICATION OF THE RESPONDENTS


INTERPRETATION:

From the above table it is inferred that 61% of the respondents have done UG, 16% of the

respondents have done HSC, 9 % of the respondents are completed SSLC, 8% of the respondents

are completed PG and 6 % of the respondents are DIP

33

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 SSLC 9 9

2 HSC 16 16

2 DIP 6 6

3 UG 61 61

4 PG 8 8

TOTAL 100 100

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2.3 CHART SHOWING FOR QUALIFICATION OF THE ESPONDENTS

0

10

20

30

40

50

60

70

SSLC HSC DIP UG PG

9%

16%

6%

61%

8%

QUALIFICATION

RE

SPO

ND

ENT

S


INTERPRETATION:

From the above table it is inferred that 61% of the respondents have done UG, 6 % of the

respondents are DIP.

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2.4 TABLE SHOWING FOR EXPERIENCE OF THE RESPONDENTS


OF RESPONDENTS

1 Below one year 34 34

2 1-2 years 28 28

3 2-3 years 17 17

4 3-4 year 9 9

5

Above 4 year 12 12

TOTAL 100 100


INTERPRETATION:

From the above table it is inferred that 34% of the respondents have below one years of

experience, 28% of respondents are having 1-2year of experience, 17% of the respondents are

having 2-3 years experience, and 12% of respondents above 4years experience, 9% of the

respondents are having 3-4 years.

2.4 CHART SHOWING FOR EXPERIENCE OF THE RESPONDENTS

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0

5

10

15

20

25

30

35

Below oneyear

1-2 years 2-3 years 3-4 years Above 4years

34%

28%

17%

9%

12%

EXPERIENCE

R

ES

PON

DE

NTS


INTERPRETATION:

From the above table it is inferred that 34% of the respondents have below one years of

experience, 9% of the respondents are having 3-4 years.

2.5 TABLE SHOWING SALARY PACKAGE

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INTERPRETATION:

From the above table it is inferred that 60% of respondents has salary package received

from 6000-10000, 18% of respondents has salary package received from 11000-15000, 13% of

respondents has salary package received from 16000-20000, 5% of respondents has salary

package received from above 21000,4 % of respondents has salary package received from below

5000.

2.5 CHART SHOWING SALARY PACKAGE

37


OF RESPONDENTS

1

Below 5000 4 42

6000-10000 60 603

11000-15000 18 184

16000-20000 13 13

5 Above 21000 5 5

TOTAL 100 100

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INTERPRETATION:

From the above table it is inferred that 60% of respondents has salary package received from

6000-10000, 4 % of respondents has salary package received from below 5000.

2.6 TABLE SHOWING BASIS OF EMPLOYEE HAVE BE BEEN SELECTED

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INTERPRETATION:

From the above table it is inferred that 41% of the respondents have been selected

Product & marketing knowledge, 25% of the respondents have been selected Experience, 22% ofthe respondents have been selected communication, 19% of the respondents have been selected

Technical knowledge, 2% of the respondents have been selected Reference.

2.6 CHART SHOWING BASIS OF EMPLOYEE HAVE E BEEN SELECTED

39

S.NO PARTICULAR NO.RESPONDEN

TS

PERCENTAGE (%)

OF RESPONDENTS

1

Experience 9 92

Communication 17 173

Product & marketing knowledge 62 624

Technical knowledge 10 10

5 Reference 2 2

TOTAL

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INTERPRETATION:

From the above table it is inferred that 41% of the respondents have been selected Product &marketing knowledge, 2% of the respondents have been selected Reference.

2.7 TABLE SHOWING PERIOD OF WORK

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INTERPRETATION:

From the above table it is inferred that 77% of the respondents are confirmed employees,

23% of the respondents are probation employees.

2.7 CHART SHOWING PERIOD OF WORK

41


OF RESPONDENTS

1

Probation 23 232

Confirmed 77 77

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INTERPRETATION:

From the above table it is inferred that 77% of the respondents are confirmed employees,

23% of the respondents are probation employees.

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2.8 TABLE SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL


INTERPRETATION:

From the above it is inferred that 59% of the respondents are chosen the future retail

because of career development, 18%of respondents are chosen future value retail because

monetary, 10% of the respondents have future value retail because brand name, 8% of

respondents are chosen future value retail because of Appraisal system, 5%of respondents are

chosen future value retail because non-monetary benefits.

43


OF RESPONDENTS

1 Career development 59 59

2 Monetary 18 18

3 non-monetary benefits 5 5

4 Appraisal system 8 8

5

Brand name 10 10

TOTAL 100 100

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2.8 CHART SHOWING REASON TO CHOOSE FUTURE VALUE RETAIL


INTERPRETATION:

From the above it is inferred that 59% of the respondents are chosen the future retail because of

career development, 5%of respondents are chosen future value retail because non-monetary

benefits.

2.9 TABLE SHOWING EMPLOYEE SALARY SATISFACTION LEVEL

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INTERPRETATION:

From the above table it is inferred that 63% of the respondents are satisfied salary level,

37% of the respondents are not satisfied salary level.

45

S.NO PARTICULAR NO.RESPONDENTS PERCENTAGE (%)OF RESPONDENTS

1 YES 63 63

2 NO 37 37

TOTAL 100 100

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2.9CHART SHOWING EMPLOYEE SALARY SATISFACTION LEVEL


INTERPRETATION:

From the above table it is inferred that 63% of the respondents are satisfied salary level.

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2.10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE

VALUE RETAIL


INTERPRETATION:

From the above table it is inferred that 64% of the respondents are says the rules and procedure

followed in future value retail is average,27% of the respondents are says the rules and procedure

followed in future value retail is above average 6% of respondents are says that the rules and

procedure followed in future value retail is excellent , 3% of the respondents are says the rules

and procedure followed in future value retail is below average and .0% of respondents are says

that the rules and procedure followed in future value retail is poor.

2 .10 TABLE SHOWING RULES AND PROCEDURE FOLLOWED BY FUTURE

VALUE RETAIL

47

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Excellent 6 6

2 Above average 27 27

3 Average 64 64

4 Below Average 3 3

5 Poor 0 0

TOTAL 100 100

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INTERPRETATION:

From the above table it is inferred that 64% of the respondents are says the rules and procedure

followed in future value retail is average.

2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR

DEPARTMENT

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INTERPRETATION:

From the above table it is inferred that 63% of the respondents are says that the morale

and ethics followed in department at future value retail is average, 25%of the respondents saysthat the morale and ethics followed in department in future value retail above average, 9% of the

respondents are says that the morale and ethics followed in future value retail excellent, , 3%of

the respondents are says that the morale and ethics followed in future value retail below average,

0% of the respondents are says that the morale and ethics followed in future value retail poor.

2.11 TABLE SHOWING EMPLOYEE MORALE AND ETHICS FLOOWED IN YOUR

DEPARTMENT

49

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Excellent 9 9


3 Average 63 63

4 Below Average 3 3

5 Poor 0 0

TOTAL 100 100

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INTERPRETATION:

From the above table it is inferred that 63% of the respondents are says that the morale and ethics

followed in department at future value retail is average

2.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL

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INTERPRETATION:

From the above table it is inferred that 70% of the respondents are says that the

working environment factors affecting employee competence level, 23% of the respondents are

says that the job mismatch factors affected employee competence level, 7% of the respondents

are says that the job rotation factors affected employee competence level.

2.12 TABLE SHOWING FACTORS AFFECTING EMPLOYEE COMPETENCY LEVEL

51

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1

Work environment

23 23

2

Job mismatch

70 70

3

Job rotation

7 7

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INTERPRETATION:

From the above table it is inferred that 70% of the respondents are says that the working

environment factors affecting employee competence level, 7% of the respondents are says that

the job rotation factors affected employee competence level.

2.13 TABLE SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT

ROLE AS AN EMPLOYEE

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OF RESPONDENTS

1 Excellent 3 3


3 average 80 80

4 Below average 2 2

5

Poor 0 0

TOTAL 100 100


INTERPRETATION:

From the above it is inferred that 80% of the respondents says the work environment role

as an employee average, 15% of the respondents are says the work environment role as an

employee above average, 3% of the respondents are says the work environment is role as an

employee excellent 2 % of the respondents are says the work environment role as an employee

below average, no one can says work environment role as an employee.

2.13 CHART SHOWING HOW SUPPORTIVE WAS THE WORK ENVIRONMENT

ROLE AS AN EMPLOYEE

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INTERPRETATION:

From the above it is inferred that 80% of the respondents says the work environment role as an

employee average.

2.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING

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INTERPRETATION:

From the above it is inferred that 71 % of the respondents says the employee competence

measured is efficiency basis, 12% of the respondents says the employee competence measured is

innovation basis, 9% of the respondents says the employee competence measured is qualify

basis, 6% of the respondents says the employee competence measured is distinctive basis, 2% of

the respondents says the employee competence measured is responsiveness to customer basis.

2.14 TABLE SHOWING EMPLOYEE COMPETENCY LEVEL MEASURING

55

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Efficiency 71 71

2 Quality 9 21

3 innovation 12 26

4 Responsiveness to customer 2 19

5 Distinctive 6 9

TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 71 % of the respondents says the employee competence

measured is efficiency basis, 2% of the respondents says the employee competence measured is

responsiveness to customer basis.

2.15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE

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INTERPRETATION:

From the above it is inferred that 79 % of the respondents say the company make

recognition for employee product &market knowledge basis, 15% of the respondents says the

company make recognition for employee technical basis, 6 % of the respondents says the

company make recognition for experience basis.

2.15 TABLE SHOWING COMPANY MAKE RECOGNITION FOR EMPLOYEE

57

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Experience 6 6

2 Product & market knowledge 79 79

3 Technical knowledge 15 15

TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 79 % of the respondents say the company make

recognition for employee product &market knowledge basis, 6 % of the respondents says the

company make recognition for experience basis.

2.16 TABLE SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION

FOR THEIR ACHIEVEMENTS

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OF RESPONDENTS

1 YES 79 79

2 NO 21 21

TOTAL 100 100


INTERPRETATION:

From the above table it is inferred that 79% of the respondents are employee received

reward and recognition for achievements, 21% of the respondents are employee not received

reward and recognition for achievements.

.

2.16 CHART SHOWING EMPLOYEE RECEIVED REWARD AND RECOGNITION

FOR THEIR ACHIEVEMENTS

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INTERPRETATION:

From the above table it is inferred that 79% of the respondents are employee received reward and

recognition for achievements

2.17 TABLE SHOWING SKILL NEEDED FOR AN EMPLOYEE TO SERVICE IN THISORGANIZATION

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INTERPRETATION:

From the above it is inferred that 58% of the respondents says the Product & market

knowledge skill needed for an employee to service in this organization, 29 % of the respondents

say the communication skill needed for an employee to service in this organization, 13% of the

respondents says the Technical knowledge skill needed for an employee to service in this

organization.

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

ORGANIZATION

61

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Communication 29 29



TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 58% of the respondents says the Product & market

knowledge skill needed for an employee to service in this organization, 13% of the respondents

says the Technical knowledge skill needed for an employee to service in this organization.

2.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEECAREER

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INTERPRETATION:

From the above it is inferred that career 65% of the respondents says the Product &

market knowledge skill training develop employee career,24 % of the respondents say the

communication skill training develop employee ,11% of the respondents says the Technical

knowledge skill skill training develop employee career.

2.18 TABLE SHOWING WHICH AREA IS NEEDED TO DEVELOP EMPLOYEE

CAREER

63

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Commutation 24 24



TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that career 65% of the respondents says the Product & market

knowledge skill training develop employee career, 11% of the respondents says the Technical

knowledge skill skill training develop employee career.

2.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL

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INTERPRETATION:

From the above it is inferred in 87% of the respondents says skill develop employee opportunity

level, 13% of the respondents says skill develop employee opportunity level

65


OF RESPONDENTS

1

YES 87 872

NO 13 13

TOTAL 100 100

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2.19 TABLE SHOWING SKILL DEVELOPS YOUR OPPORTUNITY LEVEL


INTERPRETATION:

From the above it is inferred in 87% of the respondents says skill develop employee opportunity

level.

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2.20 TABLE SHOWING EMPLOYEE CAREER, GROWTH DEVELOPMENT FOR

CURRENT JOB


INTERPRETATION:

From the above it is inferred that 69% of the respondents says the strongly agree

employee career, growth development for current job, 21% of the respondents are says the agree

employee career, growth development for current job, 10% of the respondents are says the

partially agree employee career, growth development for current job, no one can says disagree

and strongly disagree employee career, growth development for current job

2.20 TABLE SHOWING EMPLOYEE CAREER, GROWTH DEVELOPMENT FOR

CURRENT JOB

67

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Agree 21 21

2 Strongly agree 69 69

3 Partially agree 10 10

4 Disagree 0 0

5 Strongly disagree 0 0

TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 69% of the respondents says the strongly agree employee

career, growth development for current job.

2.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETAIL

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INTERPRETATION:

From the above it is inferred that 59% of the respondents say the salary

opportunities provided by future valve retail, 27%of the respondents say the promotion

opportunities provided by future valve retail.14% of the respondents say the reward opportunities

provided by future valve retail.

2.21 TABLE SHOWING OPPORTUNITIES PROVIDED BY FUTURE VALUE RETIAL

69

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Promotion 27 27

2 Salary 59 59

3 Reward 14 14

TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 59% of the respondents say the salary

opportunities provided by future valve retail, 14% of the respondents say the reward

opportunities provided by future valve retail.

2.22 TABLE SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE

COMPETENCY LEVEL

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INTERPRETATION:

From the above it is inferred that 65% of the respondents says the strongly agree toplevel guidance to improve employee competency level, 21% of the respondents are says the

agree top level guidance to improve employee competency level, 14% of the respondents are

says partially top level guidance to improve employee competency level, no one can says

disagree and strongly disagree top level guidance to improve employee competency level job

2.22 CHART SHOWING TOP LEVEL GUIDANCE TO IMPROVE EMPLOYEE

COMPETENCY LEVEL

71

S.NO PARTICULAR NO.

RESPONDENTS

PERCENTAGE (%)

OF RESPONDENTS

1 Agree 21 21

2 Strongly agree 65 63

3 Partially agree 14 14

4 Disagree 0 0


TOTAL 100 100

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INTERPRETATION:

From the above it is inferred that 65% of the respondents says the strongly agree top level

guidance to improve employee competency level.

2.23 TABLE SHOWING EMPLOYEE SATISFIED WITH THE FACILITIESPROVIDED BY COMPANY


OF RESPONDENTS

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1

YES 89 892

NO 11 11

TOTAL 100 100


INTERPRETATION:

From the above table it is inferred that 89 % of the respondents are says employee

satisfied with the facilities provided by company, 11%of the respondents are says employee not

satisfied with the facilities provided by company.

2.23 CHART SHOWING EMPLOYEE SATISFIED WITH THE FACILITIES

PROVIDED BY COMPANY

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INTERPRETATION:

From the above table it is inferred that 89 % of the respondents are says employee satisfied with

the facilities provided by company.

2.24 TABLE SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING

PROCESS IS OUR ORIGINATION

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OF RESPONDENTS

1 YES84 84

2 NO

16 16TOTAL 100 100


INTERPRETATION:

From the above table it is inferred that 84% of the respondents are says employee

satisfied with decision making process is our origination, 16%of the respondents are says

employees not satisfied with decision making process is our origination.

2.24 CHART SHOWING EMPLOYEE SATISFIED WITH DECISION MAKING

PROCESS IS OUR ORIGINATION

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INTERPRETATION:

From the above table it is inferred that 84% of the respondents are says employee satisfied with

decision making process is our origination.

CHI-SQUARE TEST

To test the significant association between the basis of employee selection and gender of

the employees in FUTURE VALUE RETAIL LTD.

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HYPOTHESIS

H0 = There is no significant association between the basis of employee selection and

gender of the employees in Future value retail ltd.

H1 = There is a significant association between the basis of employee selection and

gender of the employee in Future value retail ltd.

TABLE

Employee

selection /gender

Male Female Total

Experience 5 4 9Communication 11 6 17

Product &marketing

knowledge

47 15 62

Technical knowledge 5 5 10Reference 1 1 02

Total 69 31 100

By using the below formula we calculated expected frequency

(Row total)*(column total)

E= ..

(Grand total)

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O E (O-E) (O-E)2 (O-E)2 / E

5 6.21 -1.21 1.46 0.2411 11.73 -0.73 0.53 0.0447 42.78 4.22 17.81 0.425 6.9 -1.9 3.61 0.521 1.38 -0.38 0.14 0.104 2.79 1.21 1.46 0.526 5.27 0.73 0.53 0.1015 42.78 -27.78 771.72 18.035 3.1 1.9 3.61 1.161 1.38 -0.38 0.14 0.10

Total 21.23

Calculation for degree of freedom

V = (r-1) (c-1)

= (5-1) (2-1)

= 4 * 1

= 4

The table value for 4 degree of freedom at 5% level of significance is 9.49

Calculated value (2) =21.23

Tabulated value (2) = 9.49

Calculated value (2) >Tabulated value (2)

Therefore the null hypothesis is rejected and alternative hypothesis is accepted.

INTERPRETATION

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Hence there is significant association between the basis of employee selection and gender

of the employees in Future value retail ltd.

ANALYSIS USING CORRELATION ANALYSIS

Let X be HRguidance improve employee competency level

S. No Qualification No of respondents Percentage of respondents

(%)1 Agree 23 23

2 Strongly Agree 57 57

3 Partially Agree 20 20

4 Disagree 0 0


Total 100 100

Let Y be current job helps in improving your career, growth and development

S. No Qualification No of respondents Percentage of respondents

(%)

1 Agree 36 362 Strongly Agree 42 42

3 Partially Agree 22 22

4 Disagree 0 0


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Total 100 100

particulars X Y xy X2 Y2

Highly Satisfied 23 36 828 529 1296

Satisfied 57 42 2394 3249 1764

Neutral 20 22 440 400 484

Dissatisfied 0 0 0 0 0

Highly dissatisfied 0 0 0 0 0

total 100 100 3662 4178 3544

FORMULA

NXY-(X) (Y)

Correlation =

NX2 (X) 2 NY2 (Y) 2

CALCULATION

5*3662- 100*100

Correlation =

5*4178 (100) 2 5*3549 (100) 2

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18310- 10000

Correlation =

20890-10000

17745-10000

8310

Correlation =

104.35* 88.01

8310

Correlation =9183.84

Correlation = 0.905

INTERPRETATION

From the above value obtained is positive, respondents are feeling good HR guidance

improve employee competency level and current job helps in improving your career, growth and

development is 0.905.

CHAPTER-III

FINDINGS & SUGGESTIONS & CONCLUSIONS

3.1-FINDINGS

Most of the responses are given positive results

65% of the respondents belongs to the age of 21-25 years

69%% of respondents are male while the remaining is Female.

61% of the respondents did the under graduate

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http://www.citehr.com/

Documents

FINAL COPY 2003-2007