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ZENITH

International Journal of Multidisciplinary Research


Vol.2 Issue 1, January 2012, ISSN 2231 5780

COMPETENCY MAPPING OF EMPLOYEES IN THE POWER SECTOR


WITH SPECIAL REFERENCE TO CHENNAI
MRS. B. R. CELIA*; MR. M. KARTHICK**
*Assistant Professor, Department of Management Stuides,
Vel Rangarajan Sakunthala College of Management & Science, Avadi, Chennai - 62.
**Lecturer, Department of Management Stuides,
Vel Rangarajan Sakunthala College of Management & Science, Avadi, Chennai - 62.

ABSTRACT
The electricity sector is predominantly controlled by the Government of Indias public sector
undertakings (PSUs). India is worlds 6th largest energy consumer, accounting for 3.4% of global
energy consumption. Due to Indias economic rise, the demand for energy has grown at an
average of 3.6% per annum over the past 30 years. In June 2010, the installed power generation
capacity of India stood at 162,366 MW while the per capita energy consumption stood at 612
KWH. The Government of India has an ambitious mission of POWER FOR ALL BY 2012. This
mission would require that the installed generation capacity should be at least 200,000 MW by
2012 from the present level of 164,800 MW. Power requirement will double by 2020 to 400,
000MW. The power sector functions with the objectives of; sufficient power to achieve GDP
growth rate, reliable power, quality power, optimum power cost, commercial viability of power
industry, power for all.

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A study was carried out with a view of measuring the competency level of employees in
the power sector. It gives a brief description of the employees competencies attributes,
interdepartmental competencies and suggestions given to enhance their competency level. The
major idea is to find out the existing competency level of the employees, the competency
assessment focuses on six behavioral segments namely, Knowledge, communication,
development of people, team orientation, achievement orientation and client orientation, samples
of 300 employees were selected from a population using stratified random sampling. The data
were analyzed & interpreted using the statistical tools namely, Percentage analysis method,
spearmens rank correlation, ANOVA

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A competency contains knowledge, skills and behaviors that staff members or members
of a specific category need to demonstrate in order to carry out their task and responsibility
successfully. Competencies are the foundation for effective performance in any job or position.
A competency profile can include core competencies, which identify those core values that all
staff members should demonstrate, managerial competencies, relevant for management positions
and functional/technical competencies that are specific to functional areas. Competency is the
ability of an individual to perform a job properly. Some scholars see competence as a
combination of knowledge, skills and behavior used to improve performance; or as the state or
quality of being adequately or well qualified, having the ability to perform a specific role.

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

The study has revealed that the competency level of all the departments are correlated
and has been suggested that peer group training could be conducted , recognition & rewards may
be given to the employees on performance `and continuous measure an competency may be
enhanced to improve employees skills. Hence these measures that are fundamental factors to
competency would obviously lead to enhanced performance of companies.
______________________________________________________________________________
1. INTRODUCTION
The electricity sector in India is predominantly controlled by the Government of India's public
sector undertakings (PSUs). India is world's 6th largest energy consumer, accounting for 3.4% of
global energy consumption. Due to India's economic rise, the demand for energy has grown at an
average of 3.6% per annum over the past 30 years.[1] In June 2010, the installed power
generation capacity of India stood at 162,366 MW[2] while the per capita energy consumption
stood at 612 kWH.[3] The country's annual energy production increased from about 190 billion
kWH in 1986 to more than 680 billion kWH in 2006. The Government of India has an ambitious
mission of POWER FOR ALL BY 2012. This mission would require that the installed
generation capacity should be at least 200,000 MW by 2012 from the present level of 164,800
MW. Power requirement will double by 2020 to 400,000MW.[26]

Sufficient power to achieve GDP growth rate of 8%

Reliable power

Quality power

Optimum power cost

Commercial viability of power industry

Power for all

1.2 STRATEGIES

Power Generation Strategy with focus on low cost generation, optimization of capacity
utilization, controlling the input cost, optimisation of fuel mix, Technology upgradation and
utilization of Non Conventional energy sources

Transmission Strategy with focus on development of National Grid including Interstate


connections, Technology upgradation & optimization of transmission cost.

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1.1 OBJECTIVES

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

Distribution strategy to achieve Distribution Reforms with focus on System upgradation, loss
reduction, theft control, consumer service orientation, quality power supply
commercialization, Decentralized distributed generation and supply for rural areas.

Regulation Strategy aimed at protecting Consumer interests and making the sector
commercially viable.

Financing Strategy to generate resources for required growth of the power sector.

Conservation Strategy to optimise the utilization of electricity with focus on Demand Side
management, Load management and Technology upgradation to provide energy efficient
equipment / gadgets.

Communication Strategy for political consensus with media support to enhance the general
public awareness.

2. HUMAN RESOURCE
The term human resource can be thought of as the total knowledge, skills, creative
abilities, talents and aptitudes of an organizations workforce, as well as the value, attitudes and
beliefs of the individuals involved. Human resource concentrated on getting the people who can
make an organization. Enabling those people to acquire required capabilities to make a
successful organization. Motivating them to contribute their resources continuously for running
the organization successfully .the term human resources can also be explained in the sense that it
is resource like any natural resources. It does mean that the management can get and use the
skill, knowledge, ability etc. Through the development of skills, tapping and utilizing them again
by developing a positive attitude among employees. The aspect of attitude among the human
resources aspects gained significance along with globalization. Positive attitude make an
organization. The process of liberalization, globalization and the consequent competition made
the business organization to realize that the persons with positive attitude have self commitment
and motivation and are loyal to the organization. They see the positive aspects and serve the
customer. The organization having employees with positive attitude have become market leader.

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Competency is the ability of an individual to perform a job properly. Some scholars see
"competence" as a combination of knowledge, skills and behavior used to improve performance;
or as the state or quality of being adequately or well qualified, having the ability to perform a
specific role. For instance, management competency might include systems thinking and
emotional intelligence, and skills in influence and negotiation. Competency is sometimes thought
of as being shown in action in a situation and context that might be different the next time a
person has to act. In emergencies, competent people may react to a situation following behaviors
they have previously found to succeed. To be competent a person would need to be able to
interpret the situation in the context and to have a repertoire of possible actions to take and have
trained in the possible actions in the repertoire, if this is relevant. Regardless of training,

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2.1 MEANING OF COMPETENCY

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

competency would grow through experience and the extent of an individual to learn and adapt. A
competency contains knowledge, skills and behavior that staff members or members of a specific
category need to demonstrate in order to carry out their task and responsibilities successfully.
Competencies are the foundation for effective performance in any job or position. A competency
profile can include core competencies, which identify those core values that all staff members
should demonstrate; managerial competencies, relevant for management positions and
functional/technical competencies that are specific to functional areas.
2.2 COMPETENCIES IN AN ORGANIZATION
In order to carry out an organization's business in a superior manner, it needs to identify
the competencies it's managers and all other employees should possess, further improve and
practice to improve their job performance towards achieving it's goals.
2.3 COMPETENCY IS NOT A TASK STATEMENT
Competency is a combination of an underlying capability, a characteristic or an ability
with knowledge and skills that results in an effective performance. If competencies are
improved, they will give still more effective or superior performance.
Competencies are knowledge and skills statements and not task statements. For example:
conducting the meetings is a task. In order to do so, one needs required competency.
Therefore, in this case the required competency is the combination of skills to make an
agenda, to promote a healthy group process, to resolve conflicts, to manage time etc.
2.4 INVENTORY OF COMPETENCIES AND DEVELOPING COMPETENCY MATRIX
1. An organization should develop an inventory of all the competencies it will need from its
people in order to run its business as per its vision, mission, objectives and strategies.
2. These identified competencies then should be classified and grouped together accordingly.
The following classifications can be made:

Technical competencies/hard competencies


There could be other alternate ways for classifying competencies as given below:
Competencies for individual excellence or for managing self.
Competencies for interpersonal relations.

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Managerial competencies

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Behavioural or soft competencies.

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

Managerial competencies which can be further classified as: 1. Organizational. 2. Role


related and 3. People related.
Functional or technical competencies.
Information related competencies.
3. Each competency, in turn, will have its levels of proficiencies. They should be identified.
4. Clear explanations of each level of each competency should be written down. These levels are
given different labels by different organizations as per their needs. Some examples are given
below:
In one organization, these proficiency levels for each competency are graded as: oh-oh,
so-so, good and great.
In other organization, they are termed as: baseline, collaborative productivity, ownership,
managing complexity and expert.
In another organization, they simply put them as: level 1, level 2, level 3 and level 4.
5. Also, for each job or each position which competencies of which proficiency level are
required should be determined. This is called developing a "competency matrix".
2.5 COMPETENCY MAPPING
Having created competency matrix for every job/position, the job incumbent's current
competencies are evaluated against the desired competencies and their level of proficiency. This
is mapping the competencies of a job holder against the desired competency matrix for that job.

4. RESEARCH METHODOLOGY
The descriptive study on the competency mapping of the employees in the power sector was
undertaken to identify the existing competency level of the employees, to find out whether the
high level of competency is equally distributed among the departments and to suggest measures

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Competency mapping in the power sector helps to identify the talent and skill level of he
employees. The power sector being a major industry should be given due consideration as it
plays a vital role. In the nations income and if left unnoticed may even lead to economic crisis
and both house holds and business units would suffer due to power shortage. The success of any
industry lies in the efficiency of its human resource. Thus the competency of the human resource
in the power sector has to be measured and identified in order to develop the power sector and
enable the employees to develop the talent and skills in the required area. Thus a study on
competency mapping was required to be done in the power sector.

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3. NEED FOR THE STUDY

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

for improving the competency level. 300 samples were selected on a stratified random basis for
the study. The data was collected through a structured questionnaire and was analysed with the
help of simple percentage method, two way analysis and spearmans rank correlation.
5. DATA ANALYSIS AND INTERPRETATION
The competency of employees has been measured with the help of certain factors namely:
communication, knowledge, development of people, client orientation, achievement orientation,
team orientation.
5.1 PERCENTAGE ANALYSIS
Percentage Analysis has been made for each element to measure the competency of the
employees in the power sector. A five point scale, Failed to Attain (FA), Almost Attained (AA),
Attained (A), Surpassed (S), Greatly Exceeded (GE) has been used to measure the competency
level of the employees.
TABLE NO :1 COMMUNICATION SKILLS OF EMPLOYEES
Description

FA
(%)

AA
(%)

A
(%)

S
(%)

GE
(%)

Clear Sense of Direction for the team

12

28

32

28

Delivers Consistent Messages

16

30

26

28

Tailors Communication
Audience

14

28

30

28

Promotes
Open
communication

14

24

34

28

Encourage Open Discussion

12

28

34

26

Gives Timely and Specific Feed Back

14

36

24

26

suits
candid

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Source: Survey Data

and

that

312

S.N
o

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

TABLE NO: 2 KNOWLEDGE LEVELS OF THE EMPLOYEES


S.N
o

Description

FA(% AA(
)
%)

A
(%)

S
(%)

GE(
%)

Works to create practical solutions to problem.

30

18

28

24

Produce
Sound
Recommendations

46

14

22

18

Facing Challenging Problems and Getting


Assistance
0

20

22

32

26

Applies Experts to Perform the Job Effectively

26

18

26

30

Deal with Complex Information

36

20

22

22

Seeks Information
knowledge.

36

14

28

22

Conclusions

to

Maintain

and

Current

Source: Survey Data

Description

FA(%
)

AA(%
)

A
(%)

S
(%)

GE
(%)

Positively communicates vision or goals

16

32

22

26

Helps people learn from previous experiences

10

44

20

26

Offers suggestions to help people to find


solutions
0

12

22

40

26

Refers individuals to available resources

12

32

28

28

Documents a special development plan to


achieve
0

20

34

22

24

Recognize people's work

16

24

34

26

Source: Survey Data

313

S.N
o

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TABLE NO: 3 DEVELOPMENT OF PEOPLE

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

TABLE NO: 4 CLIENT ORIENTATION


S.N
o

Description

FA(%
)

AA(%
)

A
(%)

S
(%)

GE(%
)

Gets Information from clients to identify


need
0

14

28

36

22

Provides timely and effective Information

16

32

28

24

Responds to client concern

14

30

22

24

Explains the rationale for decisions

14

32

32

22

Offers innovative solutions

14

24

30

32

Meets and
expectations

18

30

24

28

strives

to

exceed

client

Source: Survey Data

Description

FA(%
)

AA(%
)

A
(%)

S
(%)

GE(%
)

Achieves the Individual performance target

14

26

34

24

organise own work to stay in track

12

30

32

26

organise people and allocates task

12

34

30

24

Accepts accountability for action

12

22

40

24

Receptive to feedback from others

18

32

26

24

Inspires and encourages others to do their


best
0

16

32

24

28

Source: Survey Data

314

S.N
o

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TABLE NO: 5 ACHIEVEMENT ORIENTATION

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

TABLE NO: 6 TEAM ORIENTATION


S.N
o

Description

FA(
%)

AA(
%)

A(
%)

S(
%)

GE(
%)

Create team Identity

18

34

20

28

Actively contributes individual Experience

16

26

32

26

Recognition to Team Members for achievement

16

26

26

32

Facilitates and actively supports team decision

18

20

36

26

Raises difficult situations with the team and gives


suggestions
0

16

24

30

28

Maintaining positive attitude

10

26

44

20

Source: Survey Data


Table no 1 indicates that the employees have consistently good communication skills. It also
reveals the fact that the employees should develop the skills pertaining to the timely and specific
feedback and also delivering consistent feedback. The other factors relating to communication
skills such as clear sense of direction, encouraging open discussions also need to reach the level
of surpassed or greatly expected.

5.2. SPEARMANS RANK CORRELATION COEFFICIENT


The coefficient of rank correlation is based on the various values of the varieties and is denoted
by R. it is applied in the problems in which data cannot be measured quantitatively but

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Table no 3 portrays the level of development the people. The aspect of preparing development
plans to achieve have to be improved so that the employees would reach the level of greatly
exceeded. This would benefit the employees and the organization at large. Further table 4 shows
the client orientation of the employees reveals the fact that the employees must develop the skills
of getting information from clients about their needs and explain the rationale for decision
making. In the case of achievement orientation depicted in Table No 5 the employees need to
develop the receptiveness to receive feedback from the others. The team orientation (table No 6)
has revealed the fact that the employees need to maintain and also strive to greatly exceed in
attaining a positive attitude among in the team.

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Table No 2 depicts the level of knowledge of the employees in this sector. The level of
knowledge has to be improved in most of the factors. Factors such as Works to create practical
solutions to problem, Produce Sound Conclusions and Recommendations, Deal with Complex
Information, Seeks Information to Maintain Current knowledge need to be given attention as
most of the employees are only at the level of almost attained.

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

qualitative assessment is possible such as beauty, honesty etc. In the case of best individuals is
given rank number 1, next rank 2 and so on. The coefficient of rank correlation is given by the
formula
R = 1 6D2/n (n21)
Where D2 is the square of the difference of corresponding ranks, and n is the number of pairs of
the observation
TABLE NO: 7 RANK CORRELATION BETWEEN KNOWLEDGE AND
ACHIEVEMENT ORIENTATION OF THE EMPLOYEES IN THE VARIOUS
DEPARTMENTS
S. No

Departments

Rank correlation

1.

Department of Marketing

0.9150

2.

Department of human resource

0.8212

3.

Department of production

0.8090

4.

Department of finance

0.6425

5.

Department of purchase

0.6210

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From the above calculation we infer that there is a positive correlation between the aspects of
knowledge and achievement orientation in the entire departments. But the degree of correlation
differs from one department to another. By comparing the rank correlation between the
departments, the marketing is ranked 1, they have high positive correlation between knowledge
and achievement human resource is ranked 2, rank 3 is production, rank 4 and 5 is scored by
finance and purchase departments respectively.

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Source: Survey Data

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

5.3 ANALYSIS OF VARIANCE


The technique of analysis of variance is referred to as ANOVA . a table showing the source of
variation, the sum of squares , degrees of freedom, mean square and the formula or f-ratio is
known as ANOVA table. Analysis of variance is a method of splitting the total variation of a
data into constituent parts which, measures different source of variation. Variation within the
subgroups of samples. Variation between the subgroups of the samples. This analysis has been
carried out to see if there is any difference between the departments on the competency of the
employees ranked at different levels.
TABLE NO 8 RESULTS OF TWO WAY ANALYSIS OF VARIANCE
S.no

Ranks

Inference

1.

Rank 1

Ho Accepted

2.

Rank 2

Ho Accepted

3.

Rank 3

Ho Rejected

4.

Rank 4

Ho Accepted

5.

Rank 5

Ho Rejected

Source: Survey Data


The analysis of variance has portrayed the fact that among the employees those who are ranked
first, second and fourth have no difference department wise on their level of competency. It also
declares the fact that employees ranked third and fifth have a difference in their level of
competency department wise.
6. FINDINGS OF THE STUDY

Almost 34% of the employees consistently demonstrated knowledge, skill and behavior
which surpass to provide information and exchange of ideas in a way that promotes open
and candid communication and understanding
More than 34% of the employees consistently and greatly demonstrated their knowledge,
skill and behavior and also represents one of the best examples of this behavior that the
ratter has witnessed

317

Most of the employees (32%) consistently demonstrated knowledge, skill and behavior in
providing a clear sense of direction for the team and co-workers

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6.1. COMMUNICATION

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

6.2. KNOWLEDGE
30% of the employees partially demonstrated the behavior required towards create
practical solutions to problems and do not produce sound conclusions and
recommendations that contributes to effective decision making
In application of the expertise to perform the job effectively 26% of the employees
inconsistently and consistently demonstrated knowledge, skill and behavior
36% of the employees consistently demonstrated their behavior in seeking source of
information/subject matter experts to maintain current knowledge.
6.3. DEVELOPMENT OF PEOPLE
In communicating the vision/goals of the department 4% of the employees did not
sufficiently demonstrated knowledge, skill and behavior.
Most of the employees i.e. 40% consistently demonstrated the behavior by offering
suggestion that helps people find solutions to their problems.
6.4. CLIENT ORIENTATION
36% and 14% of the employees partially and consistently demonstrated the behavior
respectively by drawing out information from clients to identify need and set realistic
expectation
18% of the employees partially demonstrated in current assignment to exceed the clients
expectation
6.5. ACHIEVEMENT ORIENTATION

16% of the employees do not possess the quality of inspiring and encourages others to do
their best by providing constructive feedback.
6.6. TEAM ORIENTATION
34% of the employees regularly demonstrated knowledge, skill and behavior in creating
team identity by developing a shared vision. mission jointly with the team.

318

Almost equal percentage (14%, 13% & 16%) of the employees inconsistently, surpassed
and greatly exceeded the behavior in accepting accountabilities for actions and relied
upon to keep commitments.

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Most of the employees 34% and 24% consistently and effectively demonstrated the
behavior in setting and achieves individual performance target aligned with the business
plan

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

In giving praising and recognisition to team members 32% of the employees effectively
demonstrated their knowledge ,skill and behavior
7. SUGGESTIONS
The overall aspect of communication can be developed by Initially understanding ,counseling
and judging of the employees Appointing mentors for, Effective usage of the words, improving
the listening skills, by making them expose to several public meetings seminars and workshops
Continuous training and assessment and follow up can be implemented. The over all aspect of
knowledge can be improved. As it is a manufacturing sector, making them aware of the product
the company manufactures, job knowledge to do their job with involvement and updating recent
trends, understanding the interdepartmental activities and procedures. The overall aspect of the
development of people can be improved by Giving counseling and changing the overall
personality of an employee Peer group training is a vital aspect required for the betterment.The
overall aspect o client orientation can be improved by making them understand customer is
god. Meeting customer expectation is to be thought, satisfaction, delight and ecstasy concept is
to be familiarized.Finally making them realize customer is revenue.The overall aspect of
achievement orientation can be developed Only through recognition and rewards the
performances can be improved. The overall aspect of team orientation can be improved by
Making them understand the concepts of togetherness and sense of belongings. Art of delegation
and art of assisting can be practiced.

REFERENCES
Articlebase.com/dating article
Business Research Methods-8th Edition Tata Mcgraw-Hill Publications Isbn-0-07053247-8

319

Competency in the power sector has proved to be fine to a certain extent only that a few of the
factors need to be considered by the employees for attainment of excellency in this sector. This
could for sure pave way for achievement of the goals set to be achieved. As rightly said We are
what we repeatedly do.Excellence, then, is not an act, but a habitAristotle. Hence Inculcating
habits would help in attaining perfection and enhanced productivity. Habits are powerful factors
in our lives. Because they are consistent, often unconscious patterns, they constantly, daily
expressed and produce our effectiveness Work or job is not only making money and making
ends meet, but the work itself should give an individual the purpose of life, usefulness to others.
Be proactive, put first things first, begin with an end in the mind, and understand before being
understood, sharpen the axe, the synergies effect, finally think win-win these are the aspects
which are considered to be seven habits of highly effective people and these are the fundamental
factors to competencies which leads obviously to the path of success.

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8. CONCLUSION

ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 1, January 2012, ISSN 2231 5780

Encyclopedia.com/doc10119
Gary Desslar Human Resource Management, 7th Edition. 1997 Prentice Hall, New Jersey
Page-353-365 ISBN-81-203-1230-5
Indira Gandhi National Open University School Of Management Studies Organizational
Development And Change Ms-10 Page-86-98

320

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Subba Rao Personnel And Human Resource Management Page-1-11 ISBN-81-74937773

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