Concepts of Competencies to the Jobs Essay

1.How relevant argon the concepts of competencies to the jobs in a chicken-processing plant?1.How relevant are the concepts of competencies to the jobs in a chicken-processing plant? hirsagar had been with Horizon for over twenty years. Starting morose as a substitute mill-hand in the paint crap at one of the companys manufacturing facilities, he had been made permanent on the job five years later. He had no formal education. He felt this was a handicap, but he made up for it with a willingness to learn and a certain enthusiasm on the job. He was soon pronounced by the works manager as someone to watch out for. Simultaneously, Kshirsagar also came to the attention of the president of the Horizon Employees Union who drafted him into union activities. Even spell he got promoted twice during the period to become the head colour mixer last year, Kshirsagar had gradually moved up the union hierarchy and had been thrice elected secretary of the union. Labour-management relations at Hori zon were not al counsellings cordial.This was largely because the company had not been recording a consistently good performance. There were stag cuts in production every year because of go-slows and strikes by workmenmost of them related to wage hikes and bonus payments. With a view to ensuring a better understanding on the part of labour, the problems of company management, the Horizon come on, led by chairman and managing director Aninash Chaturvedi, began to toy with idea of taking on a workman on the board. What started off as a hesitant move snowballed, after a series of brainstorming sessions with executives and meetings with the union leaders, into a situation in which Kshirsagar found himself catapulted to the Horizon board as work-man-director. It was an untested ground for the company.But the novelty of it all excited both the management and the labour force. The board membersall functional heads went out of their way to make Kshirsagar comfortable and the latter also r esponded quite well. He got used to the ambience of the boardroom and the sense of power it conveyed. Significantly, he was soon at theme with the perspectives of top management and began to see each issue from both sides. It was smooth going until the union presented a week before the monthly board meeting, its remove of demands, one of which was a 30 per cent across-the board hike in wages.