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Employees Perception Towards Competency Mapping Practices In Insurance

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CONTENTS
Sr. Page
No. TITLE & NAME OF THE AUTHOR (S) No.
1. FORECASTING OF ELECTRICITY DEMAND USING SARIMA AND FEED FORWARD NEURAL NETWORK MODELS 1
CHANDRABHUSHAN KESAVABHOTLA, DR. V. V. HARAGOPAL & DR. A. VINAY BABU
2. FINANCIAL LITERACY FOR SUSTAINABILITY: A STUDY ON RURAL INDIANS WITH SPECIAL REFERENCE TO KARNATAKA 7
ANAND.M.B & DR. SREENIVAS D L
3. EMPLOYEES PERCEPTION TOWARDS COMPETENCY MAPPING PRACTICES IN INSURANCE SECTOR : AN EMPIRICAL STUDY 12
DR. D. S. CHAUBEY, NIDHI MAITHEL & VISHAL GUPTA
4. SIMULATION BASED PERFORMANCE ANALYSIS OF TCP VARIANTS 19
HITESH N. PARVADIYA, KETAN B. SHETH & RAHUL D. MEHTA
5. PERSONALIZED TERRITORIES ARE APPARENT COPING AGENT FOR STRESS AMONG CORPORATE EMPLOYEES: AN EMPIRICAL INVESTIGATION OF 23
CORPORATE WORKSTATIONS WITH REGIONAL CONTEXT
L.SAIKALA & A.SELVARANI
6. WORLD TOURISM SCENARIO AND CONTRIBUTION OF TOP 15 COUNTRIES IN INDIA’S FTA 28
DR. JASBIR SINGH
7. COLOR IMAGE SEGMENTATION USING IMPROVED HISTOGRAM BASED CLUSTERING AND QUADTREE DECOMPOSITION TECHNIQUE 39
SANGEETHA T.S, JAYALAKSHMI N & RAJKUMAR NALLAMUTHU
8. EVALUATING SMALL AND MEDIUM SCALE INDUSTRIAL DEVELOPMENT THROUGH INDUSTRIAL ESTATES OF DIFFERENT DISTRICTS AND DIVISIONS 42
OF BANGLADESH
ABDUL LATIF & KHANDAKER DAHIRUL ISLAM
9. A STUDY ON CONSEQUENCES OF CRM IN PRIVATE BANKS 47
N.RAJASEKARAN & DR. T. VANNIARAJAN
10. REDRESSAL AND SETTLEMENT OF EMPLOYEES GRIEVANCES - A STUDY OF SELECTED INDUSTRIAL UNITS 53
DR. SUPRIYA CHOUDHARY
11. STRESS AMONG FACULTY IN ENGINEERING AND ARTS COLLEGES IN NAMAKKAL DISTRICT -EMPIRICAL STUDY 58
DR. S. RAJARAJESWARI
12. AN EMBEDDED CORPORATE SOCIAL RESPONSIBILITY MATRIX: A WAY AHEAD FOR SUSTAINABLE AND EQUITABLE BENEFIT FOR THE FIRM AND 62
THE SOCIETY
M JOTHI & DR. S P MATHIRAJ
13. AN APPROACH TOWARDS RELATIONAL WEB MINING WITH CORRESPONDENCE OF LINK BREAKDOWN STRUCTURE 69
SM SARAVANAKUMAR & R SHANMUGAVADIVU
14. A STUDY ON FACTORS AFFECTING THE RISK PERCEPTION OF MUTUAL FUND INVESTORS 75
DR. NIDHI WALIA & RAVINDER KUMAR
15. PERCEPTIONS OF EFFECTIVE TEACHING PRACTICES AND INSTRUCTORS’ CHARACTERISTICS IN TEACHING AT UNIVERSITIES 79
DR. BIRHANU MOGES ALEMU
16. A STUDY ON EMPLOYEE ABSENTEEISM IN INFO SCIENCE LTD. 87
AKKUPALLI ANJANAIAH
17. CALENDAR ANOMALY IN CNX-AUTO, BANK AND FMCG INDEX FOR THE PERIOD OF JANUARY 2004 TO MARCH 2013 100
SHAILAJA P. YADAV
18. EMPLOYEES’ AWARENESS TOWARDS TNSTC LIMITED, VILLUPURAM REGION 109
DR. M. RAJARAJAN & S.ANANDARAJAN
19. THE CHANGING FACE OF RISK MANAGEMENT IN INDIAN COMMERCIAL BANKS 113
ASHA SINGH & DR. POONAM GUPTA
20. ESTIMATION OF ENERGY CONSUMPTION IN GRID BASED WIRELESS SENSOR NETWORKS 117
REECHA SOOD
21. EXPERIMENTAL INVESTIGATION ABOUT INFLUENCES OF PROCESSING PARAMETERS IN PLASTIC EXTRUSION PROCESS 121
SISAY G. WOLDEAREGAY, ACHAMYELEH A. KASSIE, M. NARASIMHA & R. REJI KUMAR
22. A STUDY ON CUSTOMERS PERCEPTION TOWARDS DTH SERVICES 129
R. SRIKANTH & V. PANNAGA
23. CUSTOMER SATISFACTION AND ELECTRONIC BANKING SERVICE ON SOME SELECTED BANKS OF ETHIOPIA 133
PHILIPOS LAMORE BAMBORE
24. INTERNET SURFING AMONG THE STUDENTS OF ASSAM UNIVERSITY, SILCHAR 139
DR. CHONGTHAM BEDA DEVI
25. AN ASCERTAINMENT OF EMPIRICAL AND THEORETICAL SACREDNESS OF SOCIAL SAFETY AND SECURITY OF READYMADE GARMENT WORKERS IN 146
BANGLADESH: A THRIVING COUNTRY NOUMENON
ABU ZAFAR AHMED MUKUL, MOHAMMAD TANJIMUL ISLAM & ABDULLAH ISHAK KHAN
26. BRAND SALIENCE AND BRAND ASSOCIATION, A TOOL TO GAIN TOURIST DESTINATION REVISITATION: DMO’s PERSPECTIVE 154
ASHAQ HUSSAIN NAJAR & PRIYA SINGH
27. ROLE OF EFFECTIVE LEADERSHIP ON INTERNET BUSINESS MODELS OF RELIANCE LIFE INSURANCE IN INDIA 157
SUBHRANSU SEKHAR JENA
28. THE PRACTICE OF TEACHERS PEDAGOGICAL SKILLS IMPROVEMENT PROGRAM AT ADAMA SCIENCE AND TECHNOLOGY UNIVERSITY 163
FEKADU CHERINET ABIE
29. THE IMPACT OF FIVE FACTOR MODEL OF PERSONALITY ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF NON-MANAGERIAL EMPLOYEES IN THE 168
BANKING SECTOR IN SRI LANKA
U.W.M.R. SAMPATH KAPPAGODA
30. CORPORATE SOCIAL RESPONSIBILITY IN BANKING INSTITUTIONS IN RELATION TO CLIENT SATISFACTION AND COMPETITIVE ADVANTAGE: A CASE 174
OF COMMERCIAL BANKS IN CHUKA
LENITY KANANU M., RAEL MWIRIGI & JOHN NJOROGE
182
REQUEST FOR FEEDBACK
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CHIEF PATRON
PROF. K. K. AGGARWAL
Chairman, Malaviya National Institute of Technology, Jaipur
(An institute of National Importance & fully funded by Ministry of Human Resource Development, Government of India)
Chancellor, K. R. Mangalam University, Gurgaon
Chancellor, Lingaya’s University, Faridabad
Founder Vice-Chancellor (1998-2008), Guru Gobind Singh Indraprastha University, Delhi
Ex. Pro Vice-Chancellor, Guru Jambheshwar University, Hisar

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LATE SH. RAM BHAJAN AGGARWAL
Former State Minister for Home & Tourism, Government of Haryana
Former Vice-President, Dadri Education Society, Charkhi Dadri
Former President, Chinar Syntex Ltd. (Textile Mills), Bhiwani

CO-
CO-ORDINATOR
DR. SAMBHAV GARG
Faculty, Shree Ram Institute of Business & Management, Urjani

ADVISORS
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Chancellor, The Global Open University, Nagaland
PROF. M. S. SENAM RAJU
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PROF. S. L. MAHANDRU
Principal (Retd.), MaharajaAgrasenCollege, Jagadhri

EDITOR
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Professor, Bharti Vidyapeeth University Institute of Management & Research, New Delhi

EDITORIAL ADVISORY BOARD

DR. RAJESH MODI
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PROF. PARVEEN KUMAR
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PROF. H. R. SHARMA
Director, Chhatarpati Shivaji Institute of Technology, Durg, C.G.
PROF. MANOHAR LAL
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Director, Asia Pacific Institute of Information Technology, Panipat

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DR. ASHWANI KUSH
Head, Computer Science, UniversityCollege, KurukshetraUniversity, Kurukshetra
DR. BHARAT BHUSHAN
Head, Department of Computer Science & Applications, GuruNanakKhalsaCollege, Yamunanagar
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Dean (Academics), Rajasthan Institute of Engineering & Technology, Jaipur
DR. SAMBHAVNA
Faculty, I.I.T.M., Delhi
DR. MOHINDER CHAND
Associate Professor, KurukshetraUniversity, Kurukshetra
DR. MOHENDER KUMAR GUPTA
Associate Professor, P.J.L.N.GovernmentCollege, Faridabad
DR. SAMBHAV GARG
Faculty, Shree Ram Institute of Business & Management, Urjani
DR. SHIVAKUMAR DEENE
Asst. Professor, Dept. of Commerce, School of Business Studies, Central University of Karnataka, Gulbarga
DR. BHAVET
Faculty, Shree Ram Institute of Business & Management, Urjani

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EMPLOYEES PERCEPTION TOWARDS COMPETENCY MAPPING PRACTICES IN INSURANCE SECTOR : AN
EMPIRICAL STUDY

DR. D. S. CHAUBEY
DIRECTOR
ROORKEE COLLEGE OF MANAGEMENT &. COMPUTER APPLICATIONS
ROORKEE

NIDHI MAITHEL
RESEARCH SCHOLAR
PACIFIC UNIVERSITY
UDAIPUR

VISHAL GUPTA
RESEARCH SCHOLAR
PACIFIC UNIVERSITY
UDAIPUR

ABSTRACT
Indian organizations are witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a
need for multi skill development. Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future
skill mapping through proper HRM initiatives. Human resource management is a process of bringing people and organizations together so that the goals of each
other are met. Human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element
and measure of human performance. Mapping is a process of identifying key competencies for an organization, the jobs and functions within it. Competency
mapping is important and is an essential activity. Every well-managed firm should have well defined roles and list of competencies required to perform each role
effectively. Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular
organization. Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills
and behaviour utilized to improve performance. With growing emphasis being placed on competencies as a means to increase organisation’s effectiveness, this
study seeks to determine if competencies are predictive of professional success in the organisation; understand how competencies vary by type of position within
organisation (manager, supervisor, workers and others); determine if there is a relationship between specific competencies and organisational tenure and
position in the organisation. Numerous areas are identified as gaps between competencies an employee should possess compared to current competencies
necessary to function effectively as strategic business partners.

KEYWORDS
Workforce diversity, HR challenges, Privatization, retention management, work culture Insurance industry. Competence, Competency Mapping, Performance.

INTRODUCTION

I n the present economic environment the competition is putting terrific pressure on organisations to provide a better quality service, to improve the speed
to market, and to improve organisational preparedness and innovation. As organisations try to meet these challenges, they need to be innovative to
produce the knowledge intensive services desired by their customers. As an organisation’s knowledge base comes to light, it is valued as both
organisational intellectual capital and a source of competitive advantage. Every industry in the present scenario is trying to achieve high efficiency and
effectiveness in order to survive in this cutthroat competition. With increased importance to operational efficiency, cost-reduction, higher productivity norms
and managing with fewer employees than before by corporate, brings competency as the most important yardstick for all Human Resource related decisions like
selection, assimilation, development, growth charting and promotion, etc. Competency Mapping is a process of identifies key competencies for an organization
and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization.
Competencies enable individuals to identify and articulate what they offer. Competency for a job can be defined as a set of human attributes that enable an
employee to meet and exceed expectations of his/her internal and external customers as well as the other stakeholders that are of great importance to any
organization. Competency plays a vital role in selecting, staffing and retaining the right people in the jobs. When the competency required for a particular
position is mapped, an accurate job profile is created. With the job profile well defined, the entire selection process becomes easier. The interviewers who
interview the resource are sure of what to look for in him/her. This increases the chances of retention as the employee and the company knows what to expect
from each other. Too often, ambiguity about the roles desired by the company and the expectations carried out by the employee is a cause of disappointment
for both the employee and the employer. Competency for any job position at a particular time is a unique set and as organization has many different job
positions, and managing Competency mapping is a great development tool for the employee. It assesses the inherent strengths and weakness of individual and
helps him/her develop. In organizational and business context, competency required for a particular job depends on many factors. The factors include social
culture, nature of business, business environment, organization culture, work environment, organizational structure, duties and responsibilities.
Finding the right fit for the right job is a matter of concern for most organizations especially in today’s economic crisis. The. HR role is day- by- day becoming
more challenging and strategic in growing fierce market competition. The major challenges ahead in front of HR manager is to retain the talented employees,
to recruit and attract new talented pool, deciding on competitive pay package, to prepare employees to accept changes, to properly manage workforce
diversity, designing appropriate methods of employee’s performance appraisal system, to facilitate healthy work culture for employee’s better performance.
HRD is neither a concept nor a tool, but is an approach using different personnel systems, depending upon the needs and priorities of the organization. The basic
assumption is the belief in human potential and its development by providing a suitable and congenial environment. Competencies are a combination of
knowledge, skills and behaviors that are required to achieve good performance in a specified area. They are generally evidenced by consistency, independence,
timeliness, accuracy and appropriateness of the work product. HR plays a very vital role in Insurance industry like in banking and other Services sectors. Human
resource is the most important & invaluable asset for an organization success. This research is based on LIC, a giant & market leader insurance company and its
major competitors like Max new life insurance, ICICI prudential, Birla sun life insurance and some other insurance companies in Uttarakhand state. Present
paper focus on the employees perception towards competency mapping practices in the insurance sector industries. The accessibility of researcher with he
employees of public and private sector insurance organisation of Dehradun area has motivated him to select them as the preferred choice of sample.

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REVIEW OF RELATED LITERATURE
Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part
of an organisation. The individual’s level of competency in each skill is measured against a performance standard established by the organization. It has emerged
as one of the most powerful tools aiding the improvement for the HR professionals in finding the right employee for a job and development of the employed
person in doing the assigned job effectively.
Eppler (2001) has pointed out in relation to the concept of mapping knowledge; that it generally consists of two parts: a ground layer which represents the
context for the mapping, and the individual elements that are mapped within this context. The ground layer typically consists of the mutual context that all
employees can understand and relate to. Such a context might be the visualised strategic model of an organisation, the competency areas of an organisation,
the supply chain of an organisation, or a simple organisational knowledge flow map. Michael Crozier shocked the management community by defining the
organization as imperfect social compromises .Far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of
competency. Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern competency movement
in industrial-organizational psychology actually dates from the mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might be cited as two landmark efforts that originally invented the concept of
competency. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim developed the concept map
into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of
thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.
David McClelland (Harvard Psychologist) pioneered the Competency Movement across the world and made it a global concept. His classic books on Talent and
Society, Achievement motive, The Achieving Society, Motivating economic achievement and power the inner experience brought out several new dimensions of
the competency. These competencies exposed by Mc .Cleland dealt with effective domain in Bloom’s terminology.
Richard Boyatzis. wrote the first empirically-based and fully-researched book on competency model developments. It was with Boyatzis that job competency
came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Boyatzis was explicit in
describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that “the
important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the person enable him or her to demonstrate
the appropriate specific actions”(Boyatzis, 1982, p. 12).
As founding developer of competency modelling in the United States, Boyatzis grounded competency interventions on documented behavioral indicators that
caused or influenced effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in collecting and analyzing examples of
the actual performance of individuals doing the work
It has been known from many research studies that the number one reason that people quit their jobs is dissatisfaction with their supervisors and not their
paychecks. It has also been seen that unhappy people are four times more likely to leave their jobs than those having nice bosses. There is a link between the
opportunities extended by the organization for employees’ professional development and employees’ commitment. Competency mapping is an important
resource in this environment, and is an addition to knowledge management and learning organization nitiatives. Competency refers to the intellectual,
managerial, social and emotional competency. Competencies are derived from specific job families within the organization and are often grouped around
categories such as strategy, relationships, innovation, leadership, risk-taking, decision making, emotional intelligence, etc.
Competency mapping identifies an individual’s strengths and weaknesses in order to help them better understand themselves and to show them where career
development efforts need to be directed. Lifelong learning will surely be one of the most important pieces in the set that employees will turn to again and again
on their path to meaningfulness and purpose.
Change is the order of the day. As Karl max said “Theory without Practice is futile and Practice without Theory is sterile.” This article would look at the new
concept of competency mapping and its relevance to the future as more research is being put in this field.

OBJECTIVES AND METHODOLOGY

The present research work is paper focuses on the Employees Perception towards Competency Mapping Practices in Insurance Sector. The objectives of the
study was to analyse an overview of the key concepts in competency-based management and to study the different attribute of competency like knowledge,
skill, talent, attitude of the employee and their perceived allocation. Another objective was to analyse the linkage between competency mapping practices and
association with the performance of the employees and their role. To achieve these objectives both quantitiave and qualitative methods were employed to
understand competency mapping practices opted by selected insurance organisation in Dehradun District of Uttarakhand state. . This research was conducted
in some selected insurance organisation located in Dehradun district. A random sample of employees from various departments / locations was selected which
included non-management, middle level management and senior management employees. Surveys along with a cover letter explaining the significance and the
need for conducting the same were sent to all 250 employees across different branches of public and private sector insurance companies located in Dehradun.
In order to ensure a good response rate, follow up telephonic calls were made in order to encourage respondents to complete and return the survey. After
follow-up 140 questionnaires were returned. After editing 121 responses were found suitable which was taken up for the proposed study? Table 1 shows the
demographic characteristics of the respondents
TABLE 1: DEMOGRAPHIC DETERMINANTS
Category Count Percentage
Age Upto 25 Years 19 15.7
26-35 Year 78 64.5
36-45 Years 5 4.1
46-55 Years 19 15.7
Gender Male 87 71.9
Female 34 28.1
Education level Graduate and Below 13 10.7
Post Graduate 41 33.9
Professional Qualification 67 55.4
Period of association with present organisation 0-03 Years 63 52.1
4-5 Years 36 29.8
6-10 Years 3 2.5
More than 10 Years 19 15.7
Position in the oragansation Manager 69 57.0
Supervisor 11 9.1
Worker 21 17.4
Others 20 16.5
Managers must understand, embrace, and leverage the demographic differences among their employees if they are to succeed in today's multicultural
organizations. Demographic variables, also known as personal characteristics, are frequently used to study the employees perception and attitude. Some of the
determinants were examined to have a direct impact on employees perception toward competency, such as age gender, marital status education qualification

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and tenure The data obtained through surveys reveals that sample is dominated by middle aged employees in the age group of 25-35 years, male and well
educated people. It also reveals that sample is the composition of person of less experience in the organisation as 52.1% employees shown that they were
having experience ranging from, 0-3 years. Remaining employees are having good experience with the organisation. Employees of management cadre account
for 57% in the sample.
TABLE 2: ORGANISATION BENCHMARK TO EVALUATE PROGRESS
FrequencyPercentValid Percent Cumulative Percent
Valid Yes 28 23.1 23.1 23.1
No 49 40.5 40.5 63.6
Do Not Know 44 36.4 36.4 100.0
Total 121 100.0 100.0
In today's rapidly changing business world, it is imperative strategy to improve quality and profitability must make sense, work quickly and pay off. If your
business needs an effective way to boost quality and maximize competitiveness, it has to benchmark its activity to monitor progress. With this in view, an
attempt was made to explore tha information whether organisation benchmark to evaluate its progress. Survey indicates that only 23.1% employees are sure
about the presence of such an evaluation benchmarks where as 40.5% have expressed that their organizations do not have any such parameter in place. It is
evident that there is a lack of proper knowledge about the necessity of benchmarking and most of them (36.4%) are seem to be unaware of such a system.

TABLE 3: ORGANISATIONAL STRATEGY FOR ENHANCING LEVEL OF COMPETENCY

FrequencyPercentValid Percent Cumulative Percent
Valid Yes 23 19.0 19.0 19.0
No 57 47.1 47.1 66.1
Do Not Know 41 33.9 33.9 100.0
Total 121 100.0 100.0
Competency management encompasses all activities carried out by the organization to maintain or enhance the employee’s functional, learning and career
competencies. In another word competency management sets the overall strategy and is kind of the umbrella under which a range of activities take place.
Competency development is one of these activities and contains all actions that we undertake to develop the competencies of our employees.” Within the
boundaries of competency management, organizations follow a clear outline in the development of employees’ competencies. The study indicates that 19.0%
employees are of the opinion that organisation follows an effective strategy to enhance the employees competency. In comparison to this 47.1% employees
were against to this . 33.9% employees were were shown their unawareness and were not in position to comment on this issue.

TABLE 4: DEVELOPMENT OPPORTUNITY

FrequencyPercentValid Percent Cumulative Percent
Valid Yes 33 27.3 27.3 27.3
No 67 55.4 55.4 82.6
Do Not Know 21 17.4 17.4 100.0
Total 121 100.0 100.0
Today, we live in a world that is continuously changing. We also see this in our customers as their demands continuously change. As a result, we need employees
that can easily change as well and adapt new competencies when needed. Therefore, it is important for our employees to keep on developing their
competencies, as new competencies are constantly needed in the organization.”The respondents comprises of more than 55.40% of the data clearly indicate
that there is absence of a system to create ample opportunity in favour of the employees for their development Only a small portion (27.3%) of the total
respondents agrees that their organizations provide the right developmental opportunity and apart from this about 17.4% of the respondents don’t clear in this
regard.

COMPETENCY MAPPING FACTORS: A DESCRIPTIVE STATISTICS

In order to outline the contributions and the benefits derived from the diverse nature of the employees at workplace various factors of competency are
developed on the basis of past studies. Employees are asked to rate the various competency factors on a scale of 1 to 5. The descriptive statistics for all the
variables under investigation are calculated with the help of SPSS software. From the mean, it can be conclude that the variable like “Organization sees
everything with a positive outlook by Inspiring and motivating others with enlightened insights” is the most important factor of employees competency. It has
scored the highest mean of 3.7934. However the higher standard deviation (1.50344) of the variable “Management Understand the business and have sound
knowledge of basic facts surrounding the business such as short and long term goals, product knowledge and the roles and relationships between various
departments.” Indicates that respondents’ view on this area is heterogeneous.

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TABLE 5: COMPETENCY MAPPING FACTORS: A DESCRIPTIVE STATISTICS
N Mean Std.
Deviation
Employees in this organization sees new possibilities to take the organization to a higher area 121 3.16531.13539
Organization sees everything with a positive outlook by Inspiring and motivating others with enlightened insights 121 3.7934.93021
Organization provides the opportunities for developing people by building team work, training people providing reward and recognition 121 3.31401.25852
establishing communication with people
People in this organization re having high Values and ethics by aligning themselves with company values 121 2.72731.07238
Employees in this organization takes ownership on the assigned responsibilities and widely trusted 121 3.1983.96281
The employees in this orgaisation Sets and achieves ambitious goals and drives for continuous improvement 121 3.40501.28827
Management Understand the business and have sound knowledge of basic facts surrounding the business such as short and long term 121 2.80171.50344
goals, product knowledge and the roles and relationships between various departments.
Management Know the background of management principles including planning, organizing controlling and directing 121 2.91741.46962
Management are Aware of what is going on and is perceptive and open to information; hard information such as figures and facts, and 121 2.91741.23549
soft information such as feeling of other people
Staff at managerial level are hacing Analytical, problem solving and decision-making skill they Weigh the pros and cons in an uncertain 121 3.15701.29105
and ambiguous situation, calling for a high level of judgment or taking appropriate decision without much delay
Staff in this organization are having Social skills and abilities. They Develop, negotiate, resolve conflict, persuade, use and respond to 121 3.08261.23549
authority and power so as to get things done
Management deal with emotional stress and strain that arises as consequence of working situations of authority, leadership, power, 121 3.23141.31504
targets and deadlines
Management respond to the needs of the instant situation, but while making such a response consider the long-term aims and goals and 121 2.95041.20313
the impact of immediate decision
Employees come up with unique ideas or solutions – either ones own ideas or ideas from another source 121 2.85951.16409
Management grasp problems quickly, think about several things at once, understand the whole situation quickly and ‘think on ones feet’ 121 3.52071.00083
Organisation promotes balanced learning habits and skills. Organization use a range of learning process including use of inputs like 121 3.13221.14704
teaching, discovery from one’s own personal experiences and reflection
Management are aware of one’s own beliefs, goals, values, feeling, behavior and the part they play in influencing their actions 121 2.9752.90795
Competency mapping is an effective tool to enhance the performance of employees” 121 3.12401.14434
Employees are been updated on a regular basis about the product and services of the company” 121 2.90081.17193
The employees are given proper training so that the company can maintain its competency level. 121 2.6942.99869
The job of the person is well defined during the recruitment and selection process. 121 2.72731.16190
The Strategic plans capable of handling the competition in the market. Help of motivation programs are taken to increase the morale of 121 2.56201.12467
the employees”
Valid N (listwise) 121
Observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors are needed for successful performance. Competencies and
competency frameworks are proven tools for translating the strategic vision of an organization into the behaviors, employees must display for the organization
to be successful. The various competency factor developed by the researcher in the questionnaire was grouped into seven area and are classified as, Job
Description & Specification, Competency And Learning Environment, Organisational Culture &Orientation, Social Skills & Emotional Intelligence, Employee
Participation &Continuous Improvement, Training &Development, Strategic Business Orientation. The composite mean of various factors are calculated with
the help of SPSS-15 software. The calculated mean of various competency factors across Different designation categories is presented in the table below.

TABLE 6: MEAN OF VARIOUS FACTORS OUTCOME PROMOTING JOB SATISFACTION OF WOMEN EMPLOYEES ACROSS DIFFERENT DESIGNATION CATEGORIES OF RESPONDENTS
Position in the Job Description Competency And Organisational Social Skills & Employee Training Strategic
organisation & Specification Learning Culture Emotional Participation &Development Business
Environment &Orientation Intelligence &Continuous Orientation
Improvement
Manager 2.9565 2.9807 3.4444 3.1014 3.0097 2.9227 2.5700
Supervisor 2.4242 2.6667 4.0606 3.4318 3.5758 3.3939 3.1212
Worker 3.7778 3.8889 3.1587 3.4008 3.4762 2.8889 2.8571
Others 2.2500 2.6667 3.2667 2.6625 3.0833 2.9833 2.7333
Total 2.9339 3.0579 3.4215 3.1109 3.1543 2.9697 2.6970
Mean of different variable constructed for identifying the employees perception toward competency factor like Job Description & Specification, Competency
And Learning Environment, Organisational Culture &Orientation, Social Skills & Emotional Intelligence, Employee Participation &Continuous Improvement,
Training &Development, Strategic Business Orientation across the Different designation categories of Respondents indicates that the mean of Competency
And Learning Environment factor has scored highest mean among the employees of worker class. However organisation culture and orientation has cored a
mean of 4.0606 among the employees of supervisor categories.

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TABLE 7: ONE WAY ANOVA WITH DIFFERENT CATEGORIES OF EMPLOYEES
Sum of Squares df Mean Square F Sig.
Job Description & Specification Between Groups 27.202 3 9.067 9.212 .000
Within Groups 115.158 117 .984
Total 142.360 120
Competency And Learning Environment Between Groups 19.658 3 6.553 6.482 .000
Within Groups 118.271 117 1.011
Total 137.928 120
Organisational Culture &Orientation Between Groups 6.459 3 2.153 3.041 .032
Within Groups 82.823 117 .708
Total 89.282 120
Social Skills & Emotional Intelligence Between Groups 6.925 3 2.308 3.475 .018
Within Groups 77.719 117 .664
Total 84.644 120
Employee Participation &Continuous Improvement Between Groups 5.674 3 1.891 2.153 .097
Within Groups 102.780 117 .878
Total 108.454 120
Training &Development Between Groups 2.273 3 .758 1.150 .332
Within Groups 77.060 117 .659
Total 79.333 120
Strategic Business Orientation Between Groups 3.657 3 1.219 1.918 .130
Within Groups 74.343 117 .635
Total 78.000 120
One-way ANOVA analysis was carried out with the assumption that employees opinion about mean of different factors of competency does not differ significant
across the designation of respondents. From the table 4, it is clear that calculated value of F is less than the tabulated value of F (2.60, α = .05) for the
competency mapping factor like Employee Participation &Continuous Improvement, Training &Development and Strategic Business Orientation. . Hence the
null hypothesis is accepted, indicating that there is no significant difference in the opinion of employee in rating the mean of different competency related
factors across the different designation category. How ever it is seen that calculated value of F is greater than the tabulated value of F(2.60, α = .05) for the
competency factor like Job Description & Specification, Competency And Learning Environment, Organisational Culture &Orientation, Social Skills & Emotional
Intelligence and hence null hypothesis is rejected indicating that there is significant difference in the opinion of employee in rating the mean of different
competency related factors across the different designation category

TABLE 8: MEAN OF VARIOUS FACTORS OUTCOME PROMOTING JOB SATISFACTION OF WOMEN EMPLOYEES ACROSS EMPLOYEES OF DIFFERENT TENURE IN THE ORGANISATIN
Job Description Competency And Organisational Social Skills & Employee Training Strategic
& Specification Learning Culture Emotional Participation &Development Business
Period of Environment &Orientation Intelligence &Continuous Orientation
Association Improvement
0-03 Years 3.1640 3.2593 3.3810 3.2606 3.2963 3.1587 2.8995
4-5 Years 2.9907 2.8611 3.7222 3.0694 3.1574 2.8333 2.3704
6-10 Years 2.4444 3.0000 3.8889 3.1667 3.0000 3.4444 2.7778
More than 2.1404 2.7719 2.9123 2.6842 2.7018 2.5263 2.6316
10 Years
Total 2.9339 3.0579 3.4215 3.1109 3.1543 2.9697 2.6970
Mean of different variable constructed for identifying the employees perception toward competency factor like Job Description & Specification, Competency
And Learning Environment, Organisational Culture &Orientation, Social Skills & Emotional Intelligence, Employee Participation &Continuous Improvement,
Training &Development, Strategic Business Orientation across the employees of different tenure in the organisation indicates that the mean of
Organisational Culture &Orientation factor has scored highest mean among all the employees and has cored a mean of 3.4215 in total.

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TABLE 9: ANOVA EMPLOYEES OF DIFFERENT TENURE IN THE ORGANISATION
Sum of Squares df Mean Square F Sig.
Job Description & Specification Between Groups 16.136 3 5.379 4.986 .003
Within Groups 126.224 117 1.079
Total 142.360 120
Competency And Learning Environment Between Groups 5.512 3 1.837 1.624 .188
Within Groups 132.416 117 1.132
Total 137.928 120
Organisational Culture &Orientation Between Groups 8.941 3 2.980 4.340 .006
Within Groups 80.341 117 .687
Total 89.282 120
Social Skills & Emotional Intelligence Between Groups 4.942 3 1.647 2.418 .070
Within Groups 79.702 117 .681
Total 84.644 120
Employee Participation &Continuous Improvement Between Groups 5.233 3 1.744 1.977 .121
Within Groups 103.220 117 .882
Total 108.454 120
Training &Development Between Groups 7.332 3 2.444 3.971 .010
Within Groups 72.001 117 .615
Total 79.333 120
Strategic Business Orientation Between Groups 6.524 3 2.175 3.560 .016
Within Groups 71.476 117 .611
Total 78.000 120
One-way ANOVA analysis was carried out with the assumption that employees opinion about mean of different factors of competency does not differ significant
across the employees of different organisational tenure. From the table 4, it is clear that calculated value of F is less than the tabulated value of F (2.60, α = .05)
for the competency mapping factor like Competency And Learning Environment, Social Skills & Emotional Intelligence, Employee Participation &Continuous
Improvement and . Hence the null hypothesis is accepted, indicating that there is no significant difference in the opinion of employee in rating the mean of
different competency related factors across the different organisational tenure How ever it is seen that calculated value of F is greater than the tabulated value
of F(2.60, α = .05) for the competency factor like Job Description & Specification, Organisational Culture &Orientation, Training &Development and Strategic
Business Orientation and and hence null hypothesis is rejected indicating that there is significant difference in the opinion of employee in rating the mean of
different competency related factors across the employees of different organisational tenure.

CONCLUSION
Today there is a cut throat competition in every industry more so in service industry like insurance industry. It is being crowded with not only national players,
but also with global giants. Each player, at regular intervals, is coming out with innovative products and innovative ideas to woo the investors. Insurance
companies apart from ensuring security are also offering a fair return to the policy holders and thus competition in the insurance industries has intensified and it
has become necessary for the organization to focus on enhancing the competency of the employees. The competency mapping practices has helped the
organisation in achieving its objective and prepare them self to remain competitive. Human factor plays an important role in every industry, more so in service
industry like insurance industry. Human beings are indispensable in insurance industry. Life Insurance Corporation (LIC) of India is one of the biggest service
organizations with huge manpower. Its units are spread throughout the length and breadth of the country. The scope of HRD is broad and hence, the main focus
of present study is HRD climate, training and development and performance appraisal system prevailing in the Life Insurance Corporation (LIC) of India. The
climate of any organization gains priority over other HRD sub systems. Training and HRD compliment each other since the former is one of the effective tools of
achieving the latter. In view of its importance, modest attempt is made to study the training and development extensively. Competency and its identification is
the buzz word in today’s corporate world. While organizations have always believed that it is important to have right person at the right time in the right job, it
has recently begun to evaluate the competencies. The importance of segregating competencies into different categories such as like Job Description &
Specification, Competency And Learning Environment, Organisational Culture &Orientation, Social Skills & Emotional Intelligence, Employee Participation
&Continuous Improvement, Training &Development, Strategic Business Orientation etc has gained momentum. The organizations wish to reduce the losses they
incur due to wrong allocation of work to the personnel. Hence, understanding the skills, motives, hidden potentials, traits of the persons working in the
organization is important. The organizations need to match the competencies of the people with that of the job requirements before allocating the tasks to
them. For the purpose, the organizations need to either follow the identified competency approach models that cater to their distinct businesses or need to
create their own specific models. On the basis of the prevailing policies, and available resources, the organizations need to evaluate or map the competencies by
using the various methods. As organizations turn flexible and change their attitude of valuing their employees, newer versions and models of mapping
competency will keep emerging.

REFERENCES
1. Bernardin, John H, 2003, Human Resource Management – An experiential approach, Tata McGraw Hill Publishing Company Limited, New Delhi.
2. Cascio, Wayne F, 2004, Managing Human Resource – Productivity, Quality of Work Life, Profits, Tata McGraw Hill Publishing Company Limited, New Delhi.
3. Competency Management- A practitioner’s Guide by R.Palaniappan, Specialist Management Resources
4. “Competency Mapping: A pre- requisite for HR Excellence - by Dr. Lovy Sarikal
5. “Competency Mapping”- by K. Murali Mohan
6. Daft, Richard L, 2000, Management, South – Western College Publishing, Bangalore.
7. David Decenzo & Stephen Robbins. Human recourse management
8. Dessler, Gary, 2005, Human Resource Management, Prentice Hall of India Private Limited, New Delhi
9. Ganesh Shermon ,Competency based HRM, ,1st edition.2004

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10. Ganguli, Sidhartha, 2009, Live Happily, Work Happily, Allied publishers Private Limited, New Delh
11. Hersey, Paul and Blanchard, Kenneth H, 1996, Management of Organizational Behavior Utilizing Human Resource, Prentice Hall of India Private limited,
New Delhi.
12. Ivanceich, John M, 2005, Human Resource Management, Tata McGraw Hill Publishing Company Limited, New Delhi.
13. Seema Sangvi ,A Hand book of Competency Mapping ,.2004
14. Strategic core competency by – Azhar Kazmi, Strategic management – Glueck
15. Sudipta, “Competency based HR”, Express Computer, 10 Jan 2005
16. “The Art and Science of Competency Mapping”- by T.V. Rao

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