1.

1 INTRODUCTION
Competency management is the practice of identifying the key skills
necessary for an employee to reach target performance in their specific role, and then
developing and optimizing those skills to best align with the business strategy of an
organization.

Competent management can be defined as the ability to meet organizational

objectives, use available resources efficiently, maintain high levels of employee
performance and professionalism, and provide excellent service to customers.

Competency management facilitates the integration of organizational human resources (HR)

planning with business planning by facilitating competency based assessment of Human
capital and comparing them with the capacity needed to achieve the vision, mission and
business goals of the organization. This would facilitate the development of focused human
capital management
strategies, plans and programs to address gaps (talent acquisition, development and
management).Competency management offers organizational employees an opportunity to
further personnel development and adapt to challenges thrown by the socio-economic-
political environment.

The primary advantages:

1. Increase the general employability, employee engagement

and employee development in organizations in a
transactionary phase.
2. Enhance employee productivity through competency
Development.
3. Improve employee job satisfaction.
4. Enhance employee loyalty leading to increased
organizational efficiency.
5. Decreased focus on function and task orientation and
thus create a more flexible attitude.
6. Promote a cultural change and nurturing result oriented.

What is Competence
The Cambridge Advanced Learner’s Dictionary defines
competence as “the ability to do something well”. The Collins Dictionary defines
‘competence’ as “Having qualifications required by the work in hand” as well as an
‘ability or status’ to perform the task in hand. Wikipedia defines competence as “A
standardized requirement for an individual to properly perform a specific job”. The
second and third definitions are apt from an organizational perspective. Competence
relates to superior performance leading to efficient and optimal accomplishment of
organizational goals.

1
1.2 Classification of Competencies

Competencies can broadly be classified into two categories – Core (Intrinsic) and
Professional (Acquired) Competencies. Core competencies refer to the base competencies
that are inherent in all individuals with only a variation in their degree of existence. For
example, problem solving is a competency that exists in every individual but in varying
degrees. Professional competencies supplement the basic competencies, are job related,
and are acquired through specialized or professional education, work experience or a
combination of the two. For example, Effective handling of a sales call is a pre-requisite
competency for any sales
personnel. Competencies can therefore be summarized as.

Competency Mapping

Competency Mapping is a process of identifying key competencies for an organization,

including the jobs and functions within it, and incorporating those competencies
throughout the various processes (talent acquisition, development evaluation, training and
retention). Competency mapping (Figure 4.2) is important and an essential exercise for
organizations irrespective of their sector. Every well managed firm should have well
defined roles and list of competencies required to perform each role effectively. These set
of competencies should be the basis for
recruitment, performance management, promotions, placement and training needs
identification. Competency Management helps an organization in the following areas
(Kotwal, 2006)

2
Competency models define what performance success should look like within the organization
for each individual job. The model is applied to recruitment practices, talent management,
Training and performance assessment.

 Sets a concrete direction for workforce performance that aligns with organizational
goals and strategies.

 Enables HR to have a concrete understanding of all employee abilities and skills.

 Enables HR and Training to more accurately identify learning & development (L&D)
needs.

 Allows employees to take ownership of the skills and behaviors required of them in
their roles.

1.3 Benefits of Competency Modeling

 Draft high-quality job descriptions.

 Promote communication and understanding across the organization.
 Pinpoint L&D needs for more effective training.
 Align business goals and strategies to set performance trajectories.
 Promote self-sufficiency among team members.
 Ensure consistency for performance evaluations.
 Build a well-oiled talent retention plan.

3
4
 In this method it is important to give to the competency of an organization rather than the
environment in which it function . So it is rather a method that looks inward into the organization
. therefor this theory will be useful to understand the abilities of an organization that help it to
achieve competitive advantage .it is considered to be based on four pillars namely dynamic,
systemic , cognitive and holistic aspects of competences of the organization to attain competitive
advantage .Objectives set out both the general and definite intents of the organization . strategy is
thus formed by the objectives . over all objectives identify the following :

 The intention of the organization

 Long and short –term aspirations and ambitions of the organization
 The decision –making structure of the organization
 The foreseen results of its plans and action

Competency management –strategy and purpose :

Competence based management is comparatively a modern method to find on the means by
which firms achieve excellent performance and also more important sustain that good
performance. The significance of this method lies in the fact that it can provide a theoretical
explanation about the way in which firms will be able attain and also sustain competitive
advantage . This management approach provides the theoretical approach that can explain this
method in a methodical approach and ordered manner.

The benefits of competency management are optimising training and development needs ,
building organisational success , enhancing core business operation , enjoying streamlined on
boarding processes and enabling growth opportunities and enabling growth opportunities with
mentorship and coaching programmes .

1. Job Evaluation.
2. Talent Acquisition.
3. Talent Development.
4. Performance Management and Performance Diagnostics.
5. Succession Planning.
6. Employee Potential Appraisal (for promotions).
7. Learning and Development.
8. Self-Development Initiatives.

5
1.4 Competency Management - Need & Benefits
In recent years a number of studies have been carried out by psychologists to understand why
some people are successful in their careers while others are not. They have investigated the
causes for lack of positive correlation between Intellectual Quotient (IQ) and Job performance
and tried to arrive at an alternative to the traditional aptitude and intelligent testing that would
predict performance. After a number of studies, David McClelland -Professor of Psychology -
recognized internationally for his expertise on human motivation and entrepreneurship, arrived at
such an alternate variable which he labelled as Competency. Competency can be defined as a
reliably measurable, relatively enduring characteristic of an individual which is casually related
to and statistically predicts effective or superior performance in a job. The following outcomes of
a study by Hunter, Schmidt and Judiesch further bolstered the effectiveness of competency based
Human Resources (HR) practices and made the following important conclusions (Hunter,
Schmidt and Judiesch, 1990):

1. Recruitment & Selection based on competencies can shift the performance curve of employees
by 10-30% resulting in increased Economic Value Added (EVA).
2. Competency-based Training & Development (T&D) and Performance Management shift the
performance curve of employees positively by an average of 30- 60%.
3. The number of organizations that have adopted competency as the basis to integrate their
Human Resources Systems is steadily increasing. A recent study suggests that more than 60% of
the Fortune 500 companies have their HR practices based on competency.
4. Increased awareness of the importance of organizational Human capital and the associated
organizational tangible Benefits.

Competency Matrix

A competency matrix is a traditional approach that was used to identify

competence gaps for a specific job/job role/position in an organization. The matrix
consisted of a list of job roles, allied competence and a mapping of individuals to the
roles. The differences in the individual competencies and the role competence would
provide the skills or behaviour that an individual needs to acquire, through suitable
interventions, in the near, medium and long term.

6
1.5 INDUSTRY PROFILE

1952 Lambretta 125 D Scooter Motorcycle design varies greatly to

suit a range of different purposes: long-distance travel, commuting, cruising, sport (including
racing), and off-road riding. Motorcycling is riding a motorcycle and being involved in other
related social activities such as joining a motorcycle club and attending motorcycle rallies.

The 1885 Daimler Reitwagen made by Gottlieb Daimler and Wilhelm Maybach in Germany was
the first internal combustion, petroleum-fueled motorcycle. In 1894, Hildebrand & Wolfmüller
became the first series production motorcycle

Globally, motorcycles are comparably popular to cars as a method of transport. In 2021,

approximately 58.6 million new motorcycles were sold around the world,[6] fewer than the 66.7
million cars sold over the same period.

In 2022, the top four motorcycle producers by volume and type were Honda, Yamaha, Kawasaki,
and Suzuki.[8] In developing countries, motorcycles are considered utilitarian due to lower
prices and greater fuel economy. Of all the motorcycles in the world, 58% are in the Asia-Pacific
and Southern and Eastern Asia regions, excluding car-centric Japan.

According to the US Department of Transportation, the number of fatalities per vehicle mile
traveled was 37 times higher for motorcycles than for cars.

1.6 Advantages of Motorcycle industry:

Fuel Efficiency:
Motorcycles typically achieve higher fuel efficiency compared
to cars, making them cost-effective for daily commuting.
Low Operating Costs:
Maintenance and repair costs for motorcycles are often lower
than those for cars, contributing to overall affordability.
Traffic Manuverability:
Motorcycles can navigate through congested traffic more easily,
reducing travel time and enhancing urban mobility.
Parking Convenience:
Motorcycles require less parking space, making it easier to find parking in
crowded areas, and sometimes enabling free parking in certain locations.

7
Lower Initial Cost:
Purchasing a motorcycle is generally less expensive than buying a car, making
it an accessible transportation option for a broader demographic.

Environmental Impact:
Motorcycles tend to have lower carbon emissions compared to cars, promoting
a more environmentally friendly mode of transportation.

Reduced Traffic Congestion:

The smaller size of motorcycles helps alleviate traffic congestion, especially
in densely populated urban areas.

Versatility:
Motorcycles can navigate various terrains, providing access to remote or
challenging locations where traditional vehicles may struggle.

Ease of Maintenance:
Motorcycles often have simpler mechanical systems, making maintenance and
repairs more straightforward and cost-effective.

Fuel Diversity:
Motorcycles can run on a variety of fuels, including gasoline, diesel, or
electricity, offering flexibility based on regional fuel availability

8
Disadvantages of Motorcycle industry:

Safety Risks:
Motorcycles are inherently riskier than cars, with riders being more exposed to
accidents. The lack of protective barriers increases the likelihood and severity of injuries in case
of a collision.

Weather Exposure:
Riders are exposed to the elements, facing rain, extreme temperatures, and wind,
which can be uncomfortable and may impact health, especially during prolonged rides.

Limited Passenger Capacity:

Most motorcycles are designed for single riders, limiting their suitability for
transporting passengers or families compared to cars.

Cargo Constraints:
Motorcycles generally offer limited cargo space, restricting their capacity for
transporting goods or larger items compared to cars.

Noise Pollution:
Motorcycles can contribute to noise pollution, especially when equipped with
loud exhaust systems, potentially causing disturbances in residential areas.

Limited Protection:
Unlike cars, motorcycles lack the protective structure of an enclosed cabin,
making riders more vulnerable in the event of a crash or collusion .Limited Utility in Inclement
Weather:

9
1.7 COMPANY PROFILE

SHRI GMR MOTORS established in the year 2000 in the name GMR MOTERS at Mogappair
we were selling all type of two wheelers of a multi-branded showroom outlet in Mogappair.

we were reaching up to 150 to 200 customers per month. we were accepting full cash payment
and subsequently we also helping with finance services tied up with bank finance services and
private finance services to help customers through EMI bases

At the time in year 2000 we are only multi-branded two wheelers showroom from Mogappair to
Vanagaram .

In the year 2002 we have started one more outlet NERKUNDRAM as Authorized HERO-
HONDA sales and services center . in the showroom we used to sell up to 200 to 250 two
wheelers per month by full payment and EMI bases tired up with private finance and bank
finance services , and regularly we use to service up to 10 to 15 vehicles per day in the outlet .

in this showroom we use to conduct festival offers our showroom from Nerkundram to
Vanagaram in the name GMR MOTORS as a multi-branded showroom in sales and service
activities in this outlet we have two mechanics in services department and three employee in
sales department and it's fully automated workshop.

OUR VISION

To serve our customers better to always be relevant in the lives and to from
lifelong relationships. To create a better travelling experiences for everyday life to many people
through GMR MOTERS.

OUR MISSION

Our mission as a growing organization we continuously strive for excellence and to

provide our customers ‘value for money ‘ solution ,products and support service.

10
2.1 INDIAN CONTEXT
Aparna S G ,Jaya Bharathi S , A study on the competency based HR newline Practices
adopted by information technology companies in Coimbatore Newline aims to analyze the
competency level of employees working in information newline technology companies in
Coimbatore. Competency management performance management newline compensation and
rewards management empowerment employees and newline work life balance were analyzed
socio economic factors of the respondents newline. Their relationship with competency level of
employees were also newline analyzed the study has brought out that majority of the employees
in newline information technology companies.

Dr. RK Premarajan , Gaurav goyal In today’s increasingly competitive business environment,

organizations are increasingly more aware of the need for human capital whose capabilities,
attitudes and behaviour’s align with and support the organizations specific business objectives.
However, a fundamental managerial problem is to develop human competence at work in a way
that enables an organization to remain competitive. Competency is defined as those underlying
characteristics of individuals causally related to effective or superior performance in a job. The
qualities include knowledge, skills, traits ,motivation ,attitudes and abilities. The superior
performance one standard deviation above the mean over the last decade.

Kaushiki Tripathi , Manisha Agarwal In today’s and global environment it has become
crucial for every organization to retain competent employee for survival. The success of an
organization depends not only on how the organization makes the most of human competences,
but also how it stimulates commitment., together with a competent workforce seems to be of
decisive importance for an organization to be able to compete in quality and available literature
on competency based management and its uses in the organizational sector.
Xiaoman wang,.Metthew Martin Schmidt 1998 The purpose of this study was to explore the
competencies of those professionals working in the nascent area of learning experience design
(LXD) .following systematic procedures and inspiration from our conceptual framework of LXD
that emphasizes knowledge, skill. And ability statement (KSA), we collected and coded N =388
UNI.
Chaitali Shah, Dr. Ramkumar Balyan Today s complex and cutthroat selling environment
combined with rapid technological changes and globalization has raised a concern for superior
performance. Firms are becoming increasingly aware of the need to have competent employees
for survival and long term sustainability. All types of organizations irrespective of their size,
structure and age are talking about competencies. Pharmaceutical industry has emerged as one of
the significant industries and one of the top contributing industries to economic growth of India.
It necessitated the identification of important competencies both for sales staff and HR
professionals for enhanced organization effectiveness. Newline The aim of the study was to
measure the competency levels of sales staff of Pharmaceutical industry. Eight competency
groups, i.e., technical, personal, Client orientation, time management, Interpersonal, team player

11
and presentation competency groups and their linkages to the organization effectiveness were
analyzed using the statistical software SPSS. Altogether 8 competency groups and 6 factors of
organization effectiveness items were analyzed.

Fotis Draganidis,1976 Purpose – Aims to review the key concepts of competency management
(CM) and to propose method for developing competency method. Design/methodology/approach
– Examines the CM features of 22 CM systems and 18 learning management systems. Findings –
Finds that the areas of open standard (XML, web services, RDF), semantic technologies
(ontologies and the semantic web) and portals with self‐service technologies are going to play a
significant part in the evolution of CM systems. Originality/value – Emphasizes the beneficial
attributes of CM for private and public organizations.

Mariana Lopes de Araújo , Studies have identified the interference of contextual factors that
inhibit the effective implementation of Competency-based Management (CM) under the National
Personnel Development Policy (NPDP) in the Brazilian public sector, though organizations have
overcome these factors through various initiatives. This article proposes an integrated model that
relates the factors that interfere with CM implementation with the initiatives adopted by public
organizations to circumvent and overcome them. This qualitative study through documental
research and interviews with those responsible for implementing CM in six organizations within
the Brazilian public sector. Pre and post-categorical analysis have enabled the establishment of a
relationship between the 20 categories identified and divided into four kinds of interfering
factors and the 20 adopted initiatives identified in seven categories. It was identified that the
organizational and departmental factors are the ones that most interfere with the implementation
of CM in the public sector.

Annie Hondeghem, Sylvia Horton, Sarah Scheepers In the Human Resources Management
(HRM) literature, competency management ideas are very widespread. In the last decade this
new approach to personnel management has been introduced into the public sector in Europe,
although at a different pace in each country. Competency management is leading to new ways of
looking at careers in the public sector. Traditionally careers have been based on qualifications,
examinations and seniority. In a competency-based system careers are linked to personal skills,
attitudes and behaviour’s, which are required in the job and people are seen as ‘Assets’ to be
developed, motivated and used. In this article we first describe the origins of the competency
movement and clarify some conceptual issues. Second, we examine two examples of different
systems of competency-based management: the British senior civil service and the Belgian
federal civil service. Third, we discuss the added value of competency management (for the
public sector) and deal with some problems, which have been encountered in practice.

Jaya Sil, Nikhil Ranjan Banerjea Competency Based Management has become the key tool
for every firm to be in a strategically sustained advantageous position. The role of Competency
Based Management System (CBMS) is to identify relevant and important competencies for
successful accomplishment of desired tasks. In this article a holistic framework is proposed to
review the Competency Based approach that will be practically feasible for organizational
settings.

12
2.2 FOREIGN CONTEXT

It was described by Hornby and Thomas (1989) as the capacity to carry out management
related tasks in a professional setting. The most important competencies for organizational
success can be identified by looking at competencies from an organizational perspective.
According to Gaspar (2012), the competency-based selection approach is sound, organised and
thorough. Candidates are judged according to the skills they must possess in order to be accepted
into the organisation. The competency system and performance management identify the
employees' unmet training and development needs and it aids HR executives in assisting
employees with decisions like promotions and transfers.
In 2004, Rothwell discussed competency initiatives in the USA. According to him these
programs now serve as a connecting factor between strategy of the organisation and one’s own
performance, shifting the emphasis from distinctions between best workers and effective
workers. Competency-based approaches are becoming more popular to increase the performance
in the work field and align the skills of the workers with organizational core competencies.
In his reflection on the leadership development of American healthcare CEOs, Rice (2006)
claims that competency-based leadership development purposefully focuses on defined
professional ambitions rather than merely letting it happen naturally. Meanwhile, he has
emphasized that a structured approach to career development would improve the effectiveness of
the organization.
According to Hogg B (1989), a manager's competencies are the traits that enable the exhibition
of skills and talents, which in turn results in effective performance within a particular
occupational field. Competency includes the ability to transfer knowledge and skills from one
domain to another.
Gilbert (1996) defined competence as having the capacity to reliably deliver the results (the
deserving outcomes of behavior ) necessary for the most effective and efficient accomplishment
of the most important organisational goals.

According to Dubois (1998), competencies are those traits – knowledge, skills,

mindsets, thought processes and the like – that, when applied singly or in different
combinations, lead to successful performance.

13
The abilities, knowledge and understanding, traits and attributes, sets of
values,beliefs and attitudes that result in effective managerial performance in a
particular environment, circumstance or function are defined as competency by
Woodall and Winstanley (1998).
According to Hunter and Hunter (1984), it has been repeatedly shown that
cognitive capacity is a major and useful predictor of job performance. According to
Evarts (1987), a manager's higher performance on the job is caused by a
fundamental quality that the manager possesses.

Competency was defined by Jacobs (1989) as an apparent capacity or skill to carry

out a managerial activity successfully. Competency is the demonstrable capacity to
carry out managerial responsibilities successfully.

14
3.1 INTRODUCTION

Research is defined as human activity based on intellectual application

and the investigation of matter the primary purpose for applied research in discovering and
development of method in scientific matter of our world and the universe

DEFINITION

Research in common parlance refers to a search for knowledge . One can also define
research as a scientific and systematic search for pertinent information on a specific topic.
Research is an academic activity and the term should be used in a technical sense.

 William Emory define Research is “ any organized enquiry designed and carried out to
provide information for solving a problem .
 The new oxford English dictionary defines research is “ the scientific investigation in to
and study of materials , source et . In order to establish facts and reach new Conclusions
”.
 Redman and more Defined , research as “ a systematized effort to gain new knowledge
”.
 “ A careful investigation or inquiry especially through search for new fact in my branch
of knowledge ” Advanced Leaner’s Dictionary .

FOLLOWING THE STEPS OF RESEARCH PROCESS

 Formulation of research problem

 Choice of research of design
 Determining source of data
 Designing data collection forms
 Descriptive vs. fundamental
 Applied vs. qualitative
 Quantitative vs. qualitative
 Conceptual vs. empirical

15
3.2 DESCRIPTIVE RESEARCH :

It provides an accurate position of a particular aspect of the market environment .the purpose of
descriptive research together is quantified measurement of a specific research. It is structured
most of the data that we needed where gathered in some form of direct and indirect questions
whish future will depend upon .

 Nature of questions .
 Time frame of study
 Funds available
 Kinds of respondents

The project is totally based on survey i.e., people and a lot of research on the wed so far that
DESCRITIVE type of research desing was used . Descriptive research provides an accurate
position of particular aspects of the market condition . the purpose of this research is together
quantified measurement of a specific type of reaction . it is a structure most the data we collected
from the filed are gathered in some form of direct or indirect questions .

3.3 DESIGNING THE QUESTION

While designing the questionnaires, certain things were kept in
mind such as simplicity , length , clarity

DATA COLLECTION TOOLS

The primary data are those which are collected afresh and for the first time
and thus happen to be original in character .

The secondary data are those which have been collected by

someone else and which already have been passed through statistical process .

Data has been collected by the research of primary source such a questionnaire and
personal interview . it include 20 question and we suggestion and 50 employee were given the
questionnaires and response was taken. Charts and graphs will be used for the presentation of
data for easy understanding and interpretation .

QUESTIONNAIRE
16
 In this study, the researcher has used a questionnaire consisting of 20 multiple
choice based question

PILOT SURVEY
A pilot survey is a strategy used to test the questionnaire using a smaller
sample compared to the planned sample size. In the phase of conducting a survey, the
questionnaire is administrated to a percentage of the total sample population or in more in formal
cases jest to a convenience sample .

PERIOD OF STUDY
The time duration for the study is one-month date: ( 02/01/2024)-
(02/02/2024)

3.4 STATISTICAL TOOLS

Percentage analysis give the ratio of the respondents in each category which reveals
the people responding to each question with their unique answer where they fall into the
categories. It helps in identifying the numbers of people in each category. It is calculated with the
following formula .

PERCENTAGE (%)= NO.of respondents in the category

Total no. of respondents

CORRELATION
Correlation is a statistic that measures the degree to which tow variable
move in relation to each. Correlation can measure the movement of a stock with that of a
benchmark index,such a . Correlation measures association, but doesn’t show if x causes y or
vice versa . Or if the association is caused by a third perhaps unseen factors .

R=1-6∑D2
n(n2-1)
D=difference between the two ranks of each variables

17
N= number of variables

3.5 Objectives of the study

 To understand the level of awareness regarding competency management among the
employees.
 To create an awareness regarding the importance of competency for the organization.
 To determine whether a person can do a task or group of tasks and well they can do them.
 To identify the critical factors for successful implementation of competency based HRM.
 To ascertain the extent of involvement of different levels of management in
implementation and integration of competency.

3.6 Scope of the study

 Identifying the specific competencies required for each role within the organization
through detailed job analysis.

 Developing comprehensive competency frameworks that outline the skills, knowledge,

behaviors, and attributes required for success in different roles.

 Using competency-based approaches to recruit and select candidates who possess the
necessary skills and competencies for the job.

 Integrating competencies into performance management systems to evaluate employee

performance against predefined competency standards.

3.7 Need of the study

 Explosive growth of the information and communications technology.
 Increased innovation and reduced cycle times.
 Deployment of organizational knowledge management
 systems and effective knowledge sharing techniques.
 Ensures that the skills and capabilities of employees align with the strategic objectives
and goals of the organization.
 Facilitates adaptability to changing market conditions and technological advancements by
ensuring that employees have the necessary skills to meet evolving demands.

18
  Ensures that employees possess the required competencies to adhere to regulatory
requirements and mitigate risks associated with non-compliance.
 Fosters a culture of continuous learning and development, leading to higher levels of
employee engagement, satisfaction, and morale.

RESEARCH INSTRUMENT :

 Questionnaires
 Interviews
 Observations tests

TABLE NO 4.4.1 CLASSIFICATION BASED ON GENDER WISE

19
 S.NO PARTICULARS No OF PERCENTAGE
RESPONDENTS
%

1 Male 7 41

2 Female 10 59

TOTAL 17 100

CHART NO 4.1.1 CLASSIFICATION BASED ON GENDER WISE

Male Female

INTERPRETATION: From the above table, it can be interpreted that 41% of

the respondents are Male and the remaining 59% are Females .

TABLE NO 4.1.2 CLASSIFICATION BASED ON AGE WISE

20
 S.NO PARTICULARS NO.OF PERCENTAGE
(age in years)
RESPONDENTS %

1 18-20 3 18

2 21 – 25 10 58

3 26– 30 2 12
4 31- 35 2 12

Total 17 100
CHART NO 4.1.2 CLASSIFICATION BASED ON AGE WISE

12

10

0
1 8 above 20-25 years 25-30 years

INTERPRETATION: From the above table it can be interpreted that age of the
respondents 18% are categorized under eighteen to twenty and 70% are
categorized under the twenty one to twenty five and 12% are categorized under the
twenty six to thirty

TABLE 4.1.3 CLASSIFICATION BASED ON EDUCATION WISE

21
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS %

1 UG 4 24

2 PG 5 29

3 OTHERS 8 47

Total 17 100

CHART NO 4.1.3 CLASSIFICATION BASED ON EDUCATION WISE

9
8
7
6
5
4
3
2
1
0
UG PG others

INTERPRETATION: From the above table it can be interpreted that the

respondents of 24% are under graduate and 29% are post graduate the remaining
47% belongs to other category .

TABLE NO 4.1.4 CLASSIFICATION BASED ON MARITAL STATUS

22
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS %
1 SINGLE 6 35

2 MARRIED 11 65

Total 17 100

CHART NO 4.1.4 CLASSIFICATION BASED ON MARITAL STATUS

12

10

0
SINGLE MARRIED

INTERPRETATION: From the above table it can be interpreted that the

respondents of 35 % are single and 65% are under married category

TABLE NO 4.1.5 CLASSIFICATION BASED ON YEARS OF EXPERIENCE

23
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS %
1 0 -1 8 44

2 2–3 5 31
3 4–6 1 6

4 7 – 10 1 6
5 10 above 2 12

Total 17 100

CHART NO 4.1.5 CLASSIFICATION BASED ON YEARS OF EXPERIENCE

9
8
7
6
5
4
3
2
1
0
0-1 2-3 4-6 7-10 10 above

INTERPRETATION : From the above table it can be interpreted that the

respondents of 44% are preferring to 0-1 age group and 31% are preferring to two
year to

TABLE N0 4.1.6 CLASSIFICATION BASED NO IDEA ABOUT THE COMPETENCY

MANAGEMENT

24
S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly agree 3 18

2 Agree 8 47

3 Neutral 5 29

4 Strongly Disagree 0 0

5 Disagree 1 6

Total 17 100

CHART NO 4.1.6 CLASSIFICATION BASED IDEA ABOUT THE COMPETENCY

MANAGEMENT

9
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Strongly Disagree Disagree

INTERPRETATION : : From the above table it can be interpreted that the

respondents of 47% are agreed the remaining 29% are neutral on competency
management based awareness on the organization
TABLE NO 4.1.7 CLASSIFICATION BASED ON THE AWARENESS PROGRAM
CONDUCTED

S.NO PARTICULARS NO.OF PERCENTAGE

25
 RESPONDENTS %
1 YES 12 71

2 NO 5 29

Total 17 100

CHART NO 4.1.7 CLASSIFICATION BASED ON THE AWARENESS PROGRAM

CONDUCTED
14

12

10

0
YES NO

INTERPRETATION : : From the above table it can be interpreted that the

respondents of 71% are yes the remaining 29% are said no that the awareness
program to be conducted in the organization

TABLE NO 4.1.8 CLASSIFICATION BASED ON OPINION ON THE PROCESS AND

BASIC THINGS IN COMPETENCY MANAGEMENT

26
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly agree 4 24

2 Agree 10 59

3 Neutral 3 17

4 Strongly Disagree 0 0

5 Disagree 0 0

Total 17 100

CHART NO 4.1.8 CLASSIFICATION BASED ON OPINION ON THE PROCESS AND

BASIC THINGS IN COMPETENCY MANAGEMENT
12

10

0
Strongly agree Agree Neutral Strongly Disagree
Disagree

INTERPRETATION : : From the above table it can be interpreted that the

respondents of 59% are agreed the remaining 24% are strongly agreed that the
importance and basics should be known by the employees in the organisation

TABLE NO 4.1.9 CLASSIFICATION BASED ON THE IMPORTANCE TO THE

COMPETENCE MANAGEMENT

27
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Highly Satisfied 8 47

2 Highly 2 12
Dissatisfied
3 Satisfied 7 41

4 Dissatisfied 0 0

TOTAL 17 100

CHART NO 4.1.9 CLASSIFICATION BASED ON THE IMPORTANCE TO THE

COMPETENCE MANAGEMENT

9
8
7
6
5
4
3
2
1
0
Highly Satisfied Highly Dissatisfied Satisfied Dissatisfied

INTERPRETATION: From the above table it can be interpreted that the

respondents of 47% are highly satisfied the remaining satisfied their The
organization gives more importance to the competency managemen
TABL NO 4.1.10 CLASSIFICATION BASED ON THE OPINION THAT MANAGEMENT
MUST IMPROVE IN THEIR COMPETENCY

28
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly agree 3 18

2 Agree 9 53

3 Neutral 3 17

4 Disagree 0 0

5 Strongly Disagree 2 12

TOTAL 17 100

CHART NO 4.1.10 CLASSIFICATION BASED ON THE OPINION THAT MANAGEMENT

MUST IMPROVE IN THEIR COMPETENCY
10
9
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION: From the above table it can be interpreted that the

respondents of 53% are agreed the remaining 18% are strongly agreed that the
Management must improve in their competency

29
TABLE NO 4.1.11. CLASSIFICATION BASED ON ARE THE TASKS COMPLETED ON
TIME BY THE EMPLOYEES IN YOUR ORGANIZATION

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
%
1 Highly Satisfied 4 23
2 Highly 1 6
Dissatisfied
3 Satisfied 12 71
4 Dissatisfied 0 0
TOTAL 17 100

CHART NO 4.1.11 CLASSIFICATION BASED ON ARE THE TASKS COMPLETED ON

TIME BY THE EMPLOYEES IN YOUR ORGANIZATION

14

12

10

0
Highly Satisfied Highly Dissatisfied Satisfied Dissatisfied

INTERPRETATION: From the above table it can be interpreted that the

respondents of 71% are satisfied the remaining 23% are highly satisfied that ON
Are the tasks completed on time by the employees in your organization

30
TABLE NO 4.1.12. CLASSIFICATION BASED ON THE CRITICAL COMPETITION

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
%
1 Highly Satisfied 4 23

2 Highly 2 12
Dissatisfied
3 Satisfied 10 59

4 Dissatisfied 1 6
TOTAL 17 100

CHART NO 4.1.12 CLASSIFICATION BASED ON THE CRITICAL COMPETITION

12

10

0
Highly Satisfied Highly Dissatisfied Satisfied Dissatisfied

INTERPRETATION: From the above table it can be interpreted that the

respondents of 59% are satisfied the remaining 23% are highly satisfied that When
there is any critical competition in the management between the employees will
they.

31
TABLE NO 4.1.13 CLASSIFICATION BASED THERE ON THE OPINION ON THE
INTEGRATION

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
%
1 Strongly agree 3 17
2 Agree 9 53
3 Neutral 0 0

4 Disagree 3 18
5 Strongly Disagree 2 12
TOTAL 17 100

CHART NO 4.1.13 CLASSIFICATION BASED THERE ON THE OPINION ON THE

INTEGRATION

10
9
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION: From the above table it can be interpreted that the

respondents of 53% are agreed the remaining 18% are disagreed that be
integration between employees to be successful in the organization.

32
TABLE NO 4.1.14 CLASSIFICATION BASED ON THE IMPORTANCE OF COMPETENCY
MANAGEMENT IN HR

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
%
1 Yes 15 88

2 No 2 12

TOTAL 17 100

CHART NO 4.1.14 CLASSIFICATION BASED ON THE IMPORTANCE OF

COMPETENCY MANAGEMENT IN HR
16

14

12

10

0
yes No

INTERPRETATION: From the above table it can be interpreted that the

respondents of 88% are yes the remaining 12% are no competency management is
important in HR

TABLE NO 4.1.15 CLASSIFICATION BASED ON THE NEED TO IMPROVE THE SKILLS

33
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly agree 7 41

2 Agree 7 41

3 Neutral 0 0

4 Disagree 2 12
5 Strongly Disagree 1 6

TOTAL 17 100

CHART NO 4.1.15 CLASSIFICATION BASED ON THE NEED TO IMPROVE THE

SKILLS
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION: From the above table it can be interpreted that the

respondents of 41% are strongly agreed and 41% are agreed the remaining 12%
are disagreed ON In the organization the employees must improve their skills to do
their tasks in the competency management

TABLE NO 4.1.16 CLASSIFICATION BASED ON THE OPINION ON THE NEED FOR

THE ORGANIZATIONS EXTENDED INVOLVEMENT

34
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly agree 6 35
2 Agree 8 47
3 Neutral 0 0
4 Disagree 1 6
5 Strongly Disagree 2 12
TOTAL 17 100

CHART NO 4.1.16 CLASSIFICATION BASED ON THE OPINION ON THE NEED FOR

THE ORGANIZATIONS EXTENDED INVOLVEMENT
9
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION : From the above table it can be interpreted that the

respondents of 47% are agreed the remaining 35% are strongly agreed that
organization must add extended involvement in the competency

TABLE NO 4.1.17 CLASSIFICATION BASED ON THE AWARENESS OF BENEFITS OF

COMPETENCY MANAGEMENT AMONG EMPLOYEES

S.NO PARTICULARS NO.OF PERCENTAGE

35
 RESPONDENTS %
1 Yes 14 82
2 No 3 18
Total 17 100

CHART NO 4.1.17 CLASSIFICATION BASED ON THE AWARENESS OF BENEFITS

OF COMPETENCY MANAGEMENT AMONG EMPLOYEES

16

14

12

10

0
Yes No

INTERPRETATION : From the above table it can be interpreted that the

respondents of 82% are yes and 18% no are must be know to the employee

TABLE NO 4.1.18 CLASSIFICATION BASED ON THE INFORMATION SHARED

S.NO PARTICULARS NO.OF PERCENTAGE

36
 RESPONDENTS %
1 Yes 13 76

2 No 4 24

Total 17 100

CHART NO 4.1.18 CLASSIFICATION BASED ON THE INFORMATION SHARED

14

12

10

0
Yes No

INTERPRETATION : From the above table it can be interpreted that the

respondents of 76% are 24% no the information must be shared to all the
employee in the organization .

TABLE NO 4.1.19 CLASSIFICATION BASED ON FEEDBACK AND RECOGNITION

S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
37
 %
1 Strongly Agree 7 41
2 Agree 9 53
3 Neutral 0 0

4 Disagree 0 0

5 Strongly Disagree 1 6
Total 17 100

CHART NO 4.1.19 CLASSIFICATION BASED ON FEEDBACK AND RECOGNITION

10
9
8
7
6
5
4
3
2
1
0
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION : From the above table it can be interpreted that the

respondents of 53% are agree and 41% are strongly agree there feedback and
recognition are provided based on demonstrated competencies

TABLE NO 4.1.20 CLASSIFICATION BASED ON FAIR AND UNBIASED EVALUATION

OF COMPETENCIES

38
 S.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
%
1 Strongly Agree 3 18

2 Agree 11 64

3 Neutral 0 0

4 Disagree 2 12
5 Strongly Disagree 1 6

Total 17 100

CHART NO 4.1.20 CLASSIFICATION BASED ON FAIR AND UNBIASED

EVALUATION OF COMPETENCIES
12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION : From the above table it can be interpreted that the

respondents of 64% are agree and 18% strongly agree on There Feedback and
recognition are provided based on demonstrated competencies
4.1.22 CORRELATION:
Correlation is a statistical measure that indicates the extent to which two or more variables
fluctuate in relation to each other. A positive correlation indicates the extent to which those
39
variables increase or decrease in parallel; a negative correlation indicates the extent to which one
variable increases as the other decreases.

NULL HYPOTHESIS:
There is no association between the age factor of the employee and the awareness of
competency management .

ALTERNATE HYPOTHESIS:
There is association between the classification based on age factor of the employee and
awareness of competency management .

TABLE NO 4.1.23 BASED ON THE AGE WISE

PARTICULARS NO.OF. RESPONDENT RANK (X)
18- 20 3 2
21-25 10 1
26-30 2 3
31-35 2 4

TABLE NO 4.124 AWARENESS OF COMPETENCY MANAGEMENT

PARTICULARS NO.OF. RESPONDENT RANK (Y)
Highly Satisfied 6 1
Satisfied 5 2
Dissatisfied 4 3
Highly Dissatisfied 2 4

TABLE NO 4.1.25 CALCULATION OF CORRELATION

X Y D D2
40
 (X-Y)
2 1 1 1
1 2 -1 1
3 3 0 0
4 4 0 0
∑D2=2

R=1- 6∑D2
n(n2 -1)
1-6(2)
4(16-1)
=0.8
INTERPRETATION:
Since the value between 0 to +1 there is positive correlation. Thus
null hypothesis is rejected, it shows the classification based on age factor of the employee and
and awareness of competency management.

5.1.1 FINDINGS :
1. .The findings shows maximum number of respondents of 41% of the respondents are Male
and the remaining 59% are Females .
41
2. The findings shows maximum number of respondents of 18% are categorized under eighteen
to twenty and 70% are categorized under the twenty one to twenty five and 12% are categorized
under the twenty six to thirty
3. The findings shows maximum number of respondents of 18% are categorized under eighteen
to twenty and 70% are categorized under the twenty one to twenty five and 12% are categorized
under the twenty six to thirty
4. The findings shows maximum number of respondents of 24% are under graduate and 29%
are post graduate the remaining 47% belongs to other category
5. The findings shows maximum number of respondents of 35 % are single and 65% are under
married category
6. . The findings shows maximum number of respondents of 44% are preferring to 0-1 age
group and 31% are preferring to two year to
7. The findings shows maximum number of respondents of 47% are agreed the remaining 29%
are neutral on competency management based awareness on the organization
8. The findings shows maximum number of respondents of 71% are yes the remaining 29% are
said no that the awareness program to be conducted in the organization
9. The findings shows maximum number of respondents of 59% are agreed the remaining 24%
are strongly agreed that the importance and basics should be known by the employees in the
organisation
10. The findings shows maximum number of respondents of 47% are highly satisfied the
remaining satisfied their The organization gives more importance to the competency
management
11. The findings shows maximum number of respondents of 53% are agreed the remaining
18% are strongly agreed that the Management must improve in their competency
12. The findings shows maximum number of respondents of 71% are satisfied the remaining
23% are highly satisfied that ON Are the tasks completed on time by the employees in your
organization
13. The findings shows maximum number of respondents of 59% are satisfied the remaining
23% are highly satisfied that When there is any critical competition in the management between
the employees will they

14. The findings shows maximum number of respondents of 53% are agreed the remaining
18% are disagreed that be integration between employees to be successful in the organization
15. The findings shows maximum number of respondents of 88% are yes the remaining 12%
are no competency management is important in HR

42
16. The findings shows maximum number of respondents of 41% are strongly agreed and 41%
are agreed the remaining 12% are disagreed ON In the organization the employees must
improve their skills to do their tasks in the competency management
17. The findings shows maximum number of respondents of 47% are agreed the remaining 35%
are strongly agreed that organization must add extended involvement in the competency
management
18. The findings shows maximum number of respondents of 82% are yes and 18% no are must
be know to the employee .
19. The findings shows maximum number of respondents of 76% are 24% no the information
must be shared to all the employee in the organization .
20. The findings shows maximum number of respondents of 53% are agree and 41% are
strongly agree there feedback and recognition are provided based on demonstrated competencies

5.1.2 SUGGESTION:
Clearly outline the key competencies required for various roles within the
organization. This might include technical skills, soft skills, and behavioral attributes. It can be

43
suggested that the organization should increase the basic knowledge about competency
management to the employees
The organization give more importance to the competency management in our employee in
awareness to how we approach in organization . Develop or adopt assessment tools to evaluate
employees' competency levels. These could be interviews, tests, or performance evaluations.
having your employees work in core business, assigning a buddy during on boarding and
providing internal and external resources for development. Offer targeted training and
development programs to help employees acquire and improve the competencies they need for
their roles. This could include workshops, courses, or on-the-job training.

Incorporate competencies into performance management processes, such as goal setting,

performance reviews, and recognition programs. Use competency-based approaches in
recruitment and selection processes to ensure that candidates possess the necessary skills and
attributes for the job. Identify and develop employees with the potential to take on more senior
roles within the organization based on their competencies.

44
5.1.3 CONCLUSION:

The level of awareness regarding competency management among employees is crucial

for organizations striving to implement effective talent development strategies. By gauging
employees' understanding of competency-based approaches, organizations can identify
areas for improvement and tailor communication and training initiatives accordingly. This
insight enables organizations to enhance employee engagement, alignment with
organizational goals, and overall performance. Moreover, fostering awareness of
competency management empowers employees to take ownership of their professional
development and contribute more effectively to the organization's success.

By highlighting how competencies align with job success and organizational goals,
employees gain a deeper understanding of their roles and how they contribute to the
organization's success. This awareness not only enhances individual performance but also
cultivates a culture of continuous improvement and adaptability. As employees recognize
the value of competency development, they become more motivated to invest in their own
growth, leading to increased productivity, innovation, and overall organizational
effectiveness.
the process of determining an individual's ability to perform specific tasks or a group of
tasks is critical for ensuring efficiency, productivity, and overall organizational success. By
assessing skills, knowledge, and capabilities accurately, organizations can make informed
decisions about task assignment, training needs, and resource allocation. This evaluation
enables organizations to leverage employees' strengths, address weaknesses, and optimize
task performance across teams. Moreover, by regularly evaluating task performance,
organizations can identify opportunities for improvement, facilitate skill development, and
enhance overall operational effectiveness.
competency-based management is a holistic approach that aligns talent management
practices with organizational objectives to drive performance, development, and success.
By identifying and defining the key competencies required for job roles, organizations can
effectively recruit, assess, develop, and retain top talent. This approach not only enhances
individual and team performance but also fosters a culture of continuous learning,
innovation, and adaptability. Moreover, competency-based management enables
organizations to strategically allocate resources, improve decision-making, and maintain a
competitive edge in today's dynamic business environment. By embracing competency-
based management, organizations can unlock the full potential of their workforce, achieve
sustainable growth, and thrive in the ever-evolving marketplace.

45
5.1.4 BIBLIOGRAPHY:
Hornby and Thomas (1989) IOSR Journal of Business and Management (IOSR-JBM) e-
ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 16, Issue 1. Ver. I (Jan. 2014), PP 14-22
www.iosrjournals.org
Annie Hondeghem, Sylvia Horton, Sarah Scheepers .Texto originalmente public ado n Revue
Françaised Administration Publique, no 116/2005, com o título Modeles de gestion des
competences en Europe.
Hogg B (1989), Understanding Competencies and Competency Modeling A Literature
Survey.IOSR Journal of Business and Management 16(1):1422DOI:10.9790/487X -16111422
Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of
performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp.
35–70). San Francisco: Jossey-Bass
Gaspar Robert (2012). A Study on the Perception of Human Resource Executives On
Competency Mapping for the Superior Results. International Journal of Social Science
Tomorrow, 1(8).
Boyatzis, R. (1996). Competencies for HR professionals: An interview by A.K. Yeung. Human
Resource Management, 35, 35 - 51.
Campion, M.A., Fink, A.A., Ruggeberg, B.J., Carr, L., Phillips, G.M., & Odman, R.B.
(2011). Doing competencies well: Best practices in competency modeling. Personnel
Psychology, 64, 225-262.
Evarts H. (1988). The Competency Programme of the American Management Association.
Journal of Management Development, 7, 48-56.
Page C. and Wilson (1994). Management Competencies in New Zealand. On the inside looking
in Wellington. Ministry of Commerce – 5.
Strebler M, Robinson D. & Heron P. (1997). Getting the Best Out of Competencies. Institute of
Employment Studies Report, 334, Brighton.
Whitley, R. (1989). On the Nature of Managerial Tasks and Skills: Their Distinguishing
Characteristics and Organization. Journal of Management Studies, 26(3): 209-224.
Powers, Edward A."Enhancing Managerial Competence: the American Management
Association Competency Programme." Journal of Management Development 6, no. 4 (April
1987): 7–18. http://dx.doi.org/10.1108/eb051649

Ashkezari M J D, Aeen M N. Using Competency Models to Improve HRM.

46
Ideal Type Of Management 2012 ; 1(1): 59-68

Cook, Kevin, Bernthal, Paul. Job/Role Competencies Survey report.HR

benchmark Group .Pittsburgh,PA: development Dimensions International
1998;4(1).

Draganidis, Mentzas. Competency Based Management; a review of Systems

and approaches. Information Management & Computer Security 2006;
14(1):51- 64.

Greengard, Samuel. Make smarter business decisions: Know what employees

can do. Workforce 2001; 80(11):42

Sparrow P. Organizational Competencies- a valid approach for the future.

International Journal of Selection and Assessment 1995; 3(3):168-77.

Pickett, L. Competencies and managerial effectiveness: Putting competencies

to work. Public Personnel Management 1998; 27(1):103–115.

Ozcelik, Ferman. Competency Approach to Human Resource Management

Outcomes and Contributions in a Turkish Cultural Context. Human Resource
Development Review 2006; 5(1) :72-91

McClelland. Testing for competence rather than intelligence. American

Psychologist1973:1- 14.

Addams, J. (2004). The public school and the immigrant child. In D. Flinders & S. Thornton,
(Eds.), The curriculum studies reader. Second edition (pp. 25-28). New York: Rutledge Falmer.

47
QUESTIONNAIRE :
1. Gender ?
a) Male b) Female c) Others
2. Age?
a)18 above b) 20-25 c) 26-30
3. Education ?
a)UG b) PG c) Graduated
4. Marital status?
`a)Married b)Single
5. Year of Experience?
a)0-1 b) 1-3 c) 4-6 d) 7-10
6.Do you have any idea about the competency management?
a)Strongly agree b) Agree c) Neutral d) Strongly disagree e) Disagree
7. Has any awareness program been conducted in your organization with regard to competency
management?
a) Yes b) No
8. The process and basic things in competency management should be known by the employees.
a) Strongly agree b) Agree c) Neutral d) Strongly disagree e) Disagree
9. The organization gives more importance to the competency management.
a) Highly Satisfied b) Highly Dissatisfied c) Satisfied d) Dissatisfied
10. Management must improve in their competency.
Strongly agree b) Agree c) Neutral d) Strongly disagree e) Disagree
11.Are the tasks completed on time by the employees in your organisation?
a) Highly Satisfied b) Highly Dissatisfied c) Satisfied d) Dissatisfied
12. When there is any critical competition in the management between the employees will they
complete it with successful implementation?

48
a) Strongly agree b) Agree c) Neutral d) Strongly disagree e) Disagree
13. There should be integration between employees to be successful in the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagree
14. Do you think that competency management is important in HR?
a) Yes b) No
15. In the organization the employees must improve their skills to do their tasks in the
competency management.
a) Strongly agree b) Agree c) Strongly disagree d) Disagree
16. You think that organization must add extended involvement in the competency management?
a) Strongly agree b) Agree c) Strongly disagree d) Disagree
17. The benefits of competency management must be known to the employees.

a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagree

18. The information must be shared to all the employees in the organization.
a) Yes b) No
19. Feedback and recognition are provided based on demonstrated competencies.
a) Strongly agree b) Agree c) Strongly disagree d) Disagree
20. Fair and unbiased evaluation of competencies is carried out in performance reviews and
promotions.
a) Strongly agree b) Agree c) Strongly disagree d) Disagree

49
50
51
52