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Asia Pacific Journal of Marketing & Management Review
Vol.1 No. 3, November 2012, ISSN 2319-2836

A STUDY ON COMPETENCY MAPPING IN ADECCO SERVICE
ORGANIZATIONS, CHENNAI
S. BALAJI*; D. VIMALA**

*Assistant Professor,
School of Management Studies,
Surya Group of Institutions,
Vikravandi, Villupuram, Tamil Nadu, India.
**School of Management Studies,
Surya Group of Institutions,
Vikravandi, Villupuram, Tamil Nadu, India.

ABSTRACT

This Study makes a lucid attempt to Study the Competency Mapping in Adecco Service
Organizations at Chennai. Competency may be defined as an ability of an individual to do a job
properly. Competency Mapping is a process of identifying the gap of an individual’s
performance or job related skills in order to fill those gaps through effective training. The
primary aim of this Study is to identify the difference between the performance of Employee of
Adecco Service Organization at Chennai and the secondary aim is to identify the competency
gap of employee based on the 11 dimensions taken for Competency Mapping. To fulfill this
Researcher has designed questionnaire (1-SDA to 5-SA) comprising 11 dimensions and the same
was distributed to 50 sample and 48 are found to be valid. The Nature of Study is Descriptive
and Simple Random Sampling was used to collect the data. T Test was used to identify the
difference between the performance of Employee and Radar Chart was used to identify the
competency gap of employee in each dimension of Competency Mapping. The Period of Study
is July 2012 to August 2012. Some Suggestions were given to bridge the gap between the two
extremes.

KEYWORDS: Competency, Competency Mapping, Employee’s Performance, Competency
Gap.
_________________________________________________________________________

INTRODUCTION www.indianresearchjournals.com
A competency model is a descriptive tool that identifies the competencies needed to operate in a
specific role within job, occupation, organization, or industry. The fast changes happening in the
demography and social systems thereof have given chance for various HR practices enhancing
the employee productivity and growth. One of the most commonly used HR practice is
competency mapping for development of the employees. Identifying and development of the
competencies in organization enable better performance management as well as reward and
recognition systems leading to career and succession planning programs. This Study is
conducted in Adecco Service Organization, one of the leading HR Services at Chennai.
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OBJECTIVES OF THE STUDY

To identify the difference between the Performance of Employee of Adecco Service
Organization at Chennai.

To identify the Competency Gap of Employee based on the 11 dimensions.

REVIEW OF LITERATURE

A Competency is the capability of applying or using knowledge, skills, abilities,
behaviors, and personal characteristics to successfully perform critical work tasks, specific
functions, or operate in a given role or position. Personal characteristics may be
mental/intellectual/cognitive, social/emotional/attitudinal, and physical/psychomotor attributes
necessary to perform the job (Dubois, 1993; and Lucia & Lepsinger, 1999). Boyatzis (1982)
described competencies as underlying characteristic of an individual, which are causally related
to effective job performance.

RESEARCH METHODOLOGY

The Nature of Study is Descriptive Research, Simple Random Sampling Technique was
used and Data was majorly collected from the Primary Source; The Population of this Study was
more than 100 and hence 50 questionnaires were distributed to the sample from which 48
Sample was found to be valid.

Pre-determined Questionnaire was constructed with 5 Point Rating Scale (1-SDA, 2-DA,
3-N, 4-A, and 5-SA) to Collect the Data. The Period of Study is from July 2012 to August 2012.
Statistical Tools like T Test was used to identify the difference between the performance of
employee and Radar Chart was used to identify the competency gap of employee in each
dimension of Competency Mapping.

RESULTS AND DISCUSSION

TABLE 1: TABLE SHOWING THE PROFILE OF THE SAMPLE

www.indianresearchjournals.com
PROFILE OF THE SAMPLE

Variables Category Numbers Percentage

20 - 24 16 33%

25 - 29 21 44%
Age
30 - 34 9 19%

35 - 39 1 2%
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40 - 44 1 2%

Total 48 100%

Male 31 65%

Gender Female 17 35%

Total 48 100%

0 to 1 9 19%

2 to 4 13 27%

5 to 7 11 23%
Experience
8 to 10 9 19%

> 11 6 12%

Total 48 100%

Married 15 31%

Marital Single 33 69%

Total 48 100%

TABLE 2: TABLE SHOWING THE ONE SAMPLE T TEST

Null Hypothesis (H0): There is no difference among the Performance of Employee of
Adecco Service Organization.

Alternative Hypothesis (H1): There is a difference among the Performance of Employee
of Adecco Service Organization.

ONE-SAMPLE STATISTICS

N Mean Std. Deviation Std. Error Mean

Performance of Employee 48 164.2500 19.13168 2.76142
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ONE-SAMPLE TEST

Test Value = 176
95% Confidence Interval of
the Difference
Mean
t df Sig. (2-tailed) Difference Lower Upper

Performance of -4.255 47 .000 -11.75000 -17.3053 -6.1947
Employee

By using SPSS, it is found that the Mean is 164.25, Standard Deviation is 19.13 and the
Significance value is 0.00 which is less than 0.05, hence the Null Hypothesis (H0) is rejected and
it can be concluded that there is a difference among the Performance of Employee of Adecco
Service Organization. The Test Value taken here is 176 based on the assumption (The Maximum
Score is 220 for an individual and the test value is 4/5 of 220 = 176)

TABLE 3: TABLE SHOWING THE COMPETENCY GAP

VARIABLES ACTUAL EXPECTED COMPETENCY GAP

Vision & Purpose 723 960 237

Developing People 729 960 231

Values & Ethics 716 960 244

Commitment 722 960 238

Performance 704 960 256

Basic Knowledge 727 960 233

Job Related Skills 703 960 257

Meta Qualities 708 960 252

Personal Competence 711 960 211

Communication Skills 723 960 237

Leadership 719 960 241
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CHART 1: RADAR CHART SHOWING THE COMPETENCY GAP

From the above Radar Chart, it is clear that the gap is spread more or less equally in all
the dimension of Competent Factors. Specifically if we refer the above table the Competency
Gap is found to be little higher in Job Related Skills (257), Performance (256) and Meta
Qualities (252) of Employees of Adecco Organization.

FINDINGS OF THE STUDY

From the Analysis, it is found that the Significance value of t test is 0.00 which is less
than 0.05, hence the Null Hypothesis (H0) is rejected and it can be concluded that there is
a difference among the Performance of Employee of Adecco Service Organization.

From the Radar Chart, the Competency Gap for all the dimensions is clearly shown.

SCOPE OF THE STUDY

 This study is to bring out the importance of Competency Mapping.

 This study may also be extended to other Geographical Areas.

 It helps to find the difference among the Performance of Employees of Adecco
Organization with respect to competent factors.
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 It also helps to find the Competency Gap of each dimension of Competent Factors.

LIMITATIONS OF THE STUDY

 The research findings cannot be generalized to other organization.

 The response of some of the respondents may be biased.

 The respondents were often in a hurry to respond due to the nature of the work.

 Due to time constraint, in-depth study could not be carried out.

CONCLUSION OF THE STUDY

Thus the Study has made an attempt to identify the difference among the Performance of
Employee of Adecco Organization and the Competency Gap of each dimension of Competent
Factors by using Statistical Tools like t Test and Radar Chart respectively. A total of 11
dimensions have been used to assess the performance level and identify the gaps.

It is found that the competency levels of Adecco Employees are found to be different
among the employees. The Competency Gaps are found to be higher in Job Related Skills,
Performance and Meta Qualities of employees of Adecco Organization. These could be
developed by giving training specifically on Job Related Skills and Meta Qualities to the
employees in order to the improve the Performance better.

REFERENCES

Adelaide Wilcox King, Sally Fowler W. and Carl Zeithaml P. Managing organizational
competencies for competitive advantage: The middle-management edge, The Academy
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Adrian Furnham, a Question of Competency, Personnel Management (1990), Vol.22,
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Alessandro Margherita and Giustina Secundo, Competency management in support of

organizational change, International Journal of Manpower (2009), Vol.28, No.3/4,
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Amir Aczel D. and Jayavel Sounderpandian, Complete Business Statistics, Sixth Edition,
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Anderson T.W., Introduction to Multivariate Analysis, John Wiley, New York (1998).
Andrew May, Developing management competencies for fast – changing organization,
Career Development International (1999), Vol.4, No.6, pp.336-339.
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Anne Lara E., Using competency management as foundation for employee development
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Aswathappa, Organisational Behaviour, Seventh Edition, Himalaya Publishing House
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Bai-Chuan Yang, Bing-Eng Wu, Pei-Gi Shu and Ming-Hsien Yang, On establishing the
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Industrial Management and Data Systems (2006), Vol.106, No.1, pp.60-80.
Bergenhenegouwen G.J., Ten Horn H.F.K. and Mooijman E.A.M., Competence
development – a challenge for HRM professionals: core competences of organizations as
guidelines for the development of employees, Journal of European Industrial Training
(1996), Vol.20/9, pp.29-35
Boyatzis, R. E. (1982). The competent manager: A model for effective performance New
York:
Wiley. Dubois, D. D. (1993). Competency-based performance improvement: A strategy
for organizational change Amherst, MA: HRD Press, Inc.
Lucia, A. D., & Lepsinger, R. (1999). The art and science of competency models:
Pinpointing critical success factors in organizations New York: Pfeiffer.

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