Chapter IV MANPOWER PLANNING, RECRUITMENT, SELECTION AND PLACEMENT 1.
2.
Manpower planning 1.1
Meaning and importance of manpower planning
1.2
Manpower planning process
1.2.1
Anticipating manpower needs
1.2.2
Preparing job analysis and job description
1.2.3
Selecting adequate sources of requirement
1.3
Number of new units and posts created
Recruitment 2.1
Meaning of recruitment
2.2
Sources of recruitment
2.3 3.
a.
Internal sources
b.
External sources
Ranking to sources of recruitment by respondents from sample unit
Selection and placement 3.1
Meaning of selection
3.2
Selection process 3.2.1
Advertisement
3.2.2
Scrutiny of applications
3.2.3
Examination and trade test
3.2.4
Interview
3.2.5
Ratification of a panel of successful candidates
3.2.6
Appointment of successful candidates
3.2.7
Officiating appointment
3.2.8
Physical fitness examination
3.2.9
Duty joining report
3.2.10 Placement
Human resource is the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s work-force as well as the values, attitudes and benefits of an individual involved. Human resource is the most valuable assets of an organisation, not money or physical equipment. An organisation’s performance and resulting productivity are directly proportional to the quality and quantity of human resources. An organisation on the bases of its requirements plans for right number and skills of human force to suit its present and future needs and after planning manpower requirement, recruitment and selection process can begin. After selecting an employee by an organisation as a member of its personnel function, the next step is i s to place him on the right job and orienting him to the organisation. Proper selection and placement of human resources would not only contribute to achievement of objectives and smooth running of an organisation but also offer significant potential for future development. Therefore building and maintaining effective human resources is very important function of human resources management. Now we shall discuss in detail different aspects of manpower planning, Recruitment, selection and placement with special reference to PGVCL in the following pages.
Human resource is the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s work-force as well as the values, attitudes and benefits of an individual involved. Human resource is the most valuable assets of an organisation, not money or physical equipment. An organisation’s performance and resulting productivity are directly proportional to the quality and quantity of human resources. An organisation on the bases of its requirements plans for right number and skills of human force to suit its present and future needs and after planning manpower requirement, recruitment and selection process can begin. After selecting an employee by an organisation as a member of its personnel function, the next step is i s to place him on the right job and orienting him to the organisation. Proper selection and placement of human resources would not only contribute to achievement of objectives and smooth running of an organisation but also offer significant potential for future development. Therefore building and maintaining effective human resources is very important function of human resources management. Now we shall discuss in detail different aspects of manpower planning, Recruitment, selection and placement with special reference to PGVCL in the following pages.
1. Manpower Planning
[1.1] Meaning and importance importance of manpower planning: Manpower planning is determination of right number and right skills of human force to suit present and future needs. Manpower planning is defined by stainer “strategy for the requisition, utilization, improvement and preservation of an
enterprise’s human resource. It relates to establishing job specifications or the quantitative requirements of jobs determining the number of personnel required and developing sources of manpower. ” Manpower planning is a process determining requirements of right number and right kind of human force at right place and right time. Objectives of manpower planning are to ensure optimum use of human resources currently employed. To assess future skills requirement, to provide control measures to ensure that necessary resources are available as and when required, to determine requirement level, to anticipate redundancies and avoid unnecessary dismissals and assess training and development needs.
Each organisation needs manpower planning. An organisational unit is started to accomplish certain goals. Which requires human resources with necessary qualification?
These
are
provided
through
effective
manpower
planning.
Comprehensive manpower planning helps to optimise effectiveness of human resources. In an organisation, employees who have grown old or who resign, retire, die or become incapacitated because of mental or physical ailment have to be replaced and new employees have to be recruited. This can be done through manpower planning. It is also needed for identifying surplus or shortage manpower areas and there by balancing manpower. In short manpower planning provides right size and structure of human resources which provides the basic infrastructure for smooth functioning of an organisation. It minimizes the cost of employment and nullifies the effects of disruptions in developing and utilizing the human resources.
[1.2] Manpower Planning process:
Manpower planning process of PGVCL includes three steps 1.2.1
Anticipating manpower needs.
1.2.2
Preparing job analysis and job description
1.2.3
Selecting adequate sources of recruitment
1.2.1 Anticipating manpower needs: Anticipating manpower needs provide basic premises on which the manpower planning is built in PGVCL this function is undertaken by establishment section-GM (HRD) Under this step manpower requirements are forecasted annually or sometimes two yearly, for which heads of different units of the PGVCL are asked to present annually or two yearly data in prescribed forms about current manpower available of different categories of personnel number of vacant posts- whether sanctioned or not, requirement of new posts to be filled with reasons for arising such new posts etc. to the G.M. (HRD) at head office. In this way an inventory of the existing manpower of different units, vacant posts and new posts to be filled is taken. PGVCL has set up various standards for sanction of staff of the PGVCL’s various units under G.S.O. issued in establishment section viz resolution Approval by the state govt. letter no. GUV-10-2009-126-k dated 1-7-2009. Now the inventory of current manpower sent by various units is compared with standards set up for sanction of staff under under G.S.O. which will indicate shortage or surplus of staff? In In case of surpluses it is decided how these surpluses will be dealt and in case of shortage , by considering data about number of vacant posts and new posts to be filled it is decided how many human resources are needed and how to t o meet these shortages. In addition to this, as and when there is requirement of manpower, the concerned unit prepares a proposal of required manpower. In the proposal, particulars about total manpower requirements place of work, nature of work, reasons for arising such vacancies etc. are mentioned and it is sent to G.M. (HRD) if the proposal is as per standards set up for sanction of staff under G.S.O. it is accepted otherwise rejected. Now the proposal needs to be sanctioned by the chairman and PGVCL members.
After sanctioning the proposal, a resolution for filling the posts of the proposal is passed and the posts are released for filling.G.S.O.
The researcher made an attempt to collect respondents view (class I and II from sample unit) regarding sanction vacancies to fill up for different pay scales as per G.S.O. The details are shown in table 4.1 Table 4.1 Shows the across the pay scales. 1. According 14.20 percent respondents (average) vacancies of different pay scale are always sanctioned to fill up as per G.S.O. 2. 53.70 % of the respondents (average) feel that vacancies of different pay scales are not always sanctioned to fill up as per G.S.O. 3. 8.64 % respondents (average) are of the opinion that vacancies of different pay scales are never sanctioned to fill up as per G.S.O. Majority of the respondents are of the opinion that vacancies of different pay scales are not always sanctioned to fill up as per G.S.O. The PGVCL has imposed ban on recruitment especially non technical class III and IV posts since long time. Hence all vacancies are not always sanctioned to fill up as per G.S.O. Respondents opined during interview that sometimes vacancies already sanctioned are not released to fill or are delayed in releasing and instead of releasing the sanctioned vacancies to fill simultaneously; they may be released one by one i.e. in piece-meal, which may result in duplication in fulfilling the procedural formalities. In this regard it can be suggested that vacancies once sanctioned should be released to fill simultaneously and practices of releasing vacancies to fill in piece – meal should be stopped in order to reduce duplication in fulfilling the procedural formalities.
Table 4.1 Respondents view regarding sanctioning vacancies to fill as per GSO (class I and II)
Sr.no.
Respondents opinion regarding sanctioning vacancies to fill up Pay-scale Rs. Always Sanctioned
1
54700-77000
2
48590-75900
3
41200-70270
4
27000-44710
5
21900-43350
6
21200-42000
7
17300-38610
8
13600-31300
66 (20.37) 60 (18.52) 26 (8.02) 104 (32.10) 28 (8.64) 26 (8.02) 24 (7.41) 22 (6.79)
Number of respondents /Percentage Most of the some times Occasionally times Sanctioned Sanctioned Sanctioned 124 28 24 (38.27) (8.64) (7.41) 120 44 22 (37.04) (13.58) (6.79) 100 82 32 (30.86) (25.31) (9.88) 110 0 36 (33.95) (0.00) (11.11) 104 74 32 (32.10) (22.84) (9.88) 98 66 44 (30.25) (20.37) (13.58) 78 66 50 (24.07) (20.37) (15.43) 78 66 46 (24.07) (20.37) (14.20)
Sr.no.
Never Sanctioned
No opinion
Total
70 (21.61) 70 (21.61) 72 (22.23) 68 (20.99) 68 (20.99) 66 (20.37) 72 (22.23) 72 (22.23)
324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00)
Never Sanctioned
No opinion
Total
28 (8.64) 38 (11.73)
66 (20.37) 132 (40.74)
324 (100.00) 324 (100.00)
42 (12.96) 44 (13.58) 42 (12.95) 48 (14.81)
134 (41.36) 70 (21.61) 70 (21.61) 68 (20.99)
324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00)
12 (3.70) 8 (2.46) 12 (3.70) 6 (1.85) 18 (5.55) 24 (7.41) 34 (10.49) 40 (12.34)
Respondents opinion regarding sanctioning vacancies to fill up Pay-scale Rs.
9
11300-22470
10
10100-22000
11
9700-21710
12
8800-20940
13
8100-19870
14
7300-17940
Number of respondents /Percentage Always Most of the some times Occasionally Sanctioned times Sanctioned Sanctioned Sanctioned 36 74 70 50 (11.11) (22.84) (21.61) (15.43) 36 64 0 54 (11.11) (19.75) (0.00) (16.67) 24 (7.41) 36 (11.11) 44 (13.58) 92 (28.40)
Note : Figures in brackets are percentage to total Source : Questionnaire A, Qu. No. 3
76 (23.46) 70 (21.61) 70 (21.61) 64 (19.75)
10 (3.08) 66 (20.37) 52 (16.05) 0 (0.00)
38 (11.73) 38 (11.72) 46 (14.20) 52 (16.05)
Sr.no.
Respondents opinion regarding sanctioning vacancies to fill up Pay-scale Rs. Always Sanctioned
9
11300-22470
10
10100-22000
11
9700-21710
12
8800-20940
13
8100-19870
14
7300-17940
36 (11.11) 36 (11.11)
Number of respondents /Percentage Most of the some times Occasionally times Sanctioned Sanctioned Sanctioned 74 70 50 (22.84) (21.61) (15.43) 64 0 54 (19.75) (0.00) (16.67)
24 (7.41) 36 (11.11) 44 (13.58) 92 (28.40)
76 (23.46) 70 (21.61) 70 (21.61) 64 (19.75)
10 (3.08) 66 (20.37) 52 (16.05) 0 (0.00)
38 (11.73) 38 (11.72) 46 (14.20) 52 (16.05)
Never Sanctioned
No opinion
Total
28 (8.64) 38 (11.73)
66 (20.37) 132 (40.74)
324 (100.00) 324 (100.00)
42 (12.96) 44 (13.58) 42 (12.95) 48 (14.81)
134 (41.36) 70 (21.61) 70 (21.61) 68 (20.99)
324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00)
Note : Figures in brackets are percentage to total Source : Questionnaire A, Qu. No. 3
1.2.2 Planning job analysis and job description: After having decided how many human resources would be needed, next important step is planning job analysis and job description. In order to fill up a post for the job, information about the duties to be performed in that job is essential. Hence under this step, requirements of the duties to be performed in a particular job are planned, which demands job analysis and job description. Job analysis is detailed and systematic study of information relating to the tasks, operations and requirements of a specified job i.e. complete study of nature of job. In other words, it reference to the anatomy of the job. Job description is a written record of the duties, skills, responsibilities and conditions of a particular job. It contains a statement describing the job in such terms as its title, location, duties, working conditions, hazards, and relationship with other departments. Supervision to be exercised etc. By study of job analysis and job description selection committee can clearly know the type of person to be selected. So job analysis and job description provide a realistic basis for recruitment and selection. The PGVCL has prepared job analysis and job description for various categories of job. In job description generally information about title of job category
1.2.2 Planning job analysis and job description: After having decided how many human resources would be needed, next important step is planning job analysis and job description. In order to fill up a post for the job, information about the duties to be performed in that job is essential. Hence under this step, requirements of the duties to be performed in a particular job are planned, which demands job analysis and job description. Job analysis is detailed and systematic study of information relating to the tasks, operations and requirements of a specified job i.e. complete study of nature of job. In other words, it reference to the anatomy of the job. Job description is a written record of the duties, skills, responsibilities and conditions of a particular job. It contains a statement describing the job in such terms as its title, location, duties, working conditions, hazards, and relationship with other departments. Supervision to be exercised etc. By study of job analysis and job description selection committee can clearly know the type of person to be selected. So job analysis and job description provide a realistic basis for recruitment and selection. The PGVCL has prepared job analysis and job description for various categories of job. In job description generally information about title of job category of job, requirements education and experience pay scale and allocation at work are described. But it does not contain information about relationship with other departments and supervision to be exercised. So job description may not be comprehensive. The PGVCL should prepare comprehensive job description describing all matters about nature of job suggested by 34.57 percent respondents from the survey of 324 sample units. (Please see table no. 4.12 page no.108)
1.2.3 Selection adequate sources of recruitment: After determining manpower requirements and preparing job analysis and job description, the PGVCL selects different sources of recruitment. There are two sources of recruitment: A. Internal sources: Internal sources refer to the employees who are already
on the pay roll of an organisation. Major internal sources are promotion, transfer and demolition.
B. External sources: Major external sources are advertisement, employment
exchange deputation, educational institution, professional and trade association, badly workers, friends and relatives of present employees etc. The PGVCL uses internal and external both the sources of recruitment as discussed under point no.2.2 [1.3] Number of new units and posts created
In order to meet the growing demand of electricity in the state, the PGVCL expands its activity by creating new units of power generation, transmission and distribution as per requirement. When new units are created, accordingly new posts are created and sanctioned by the establishment section. New units and posts created and sanctioned by the PGVCL during 2005-06 to 2009-10 are presented in table no. 4.2
Table 4.2 Number of units and posts newly created Sr. no .
1
Name of units
O&M
Year
Year
Year
Year
Year
2005-06
2006-07
2007-08
2008-09
2009-10
No
No
No
No
No
No of
No
No
No
No
of
of
of
of
of
post
of
of
of
of
units
post
units
post
units
units
post
units
post
3
99
3
201
3
1
68
2
19
1
5
146
Division 2
O & M Sub division
3
O&M Circle
4
Transmissio
3
86
2
110
1
n Circle 5
Transmissio
1
6
n Division 6
400 KV Sub
1
54
station 7
220KV Sub
3
54
2
34
3
77
2
58
5
148
2
11
1
20
3
62
1
14
2
37
station 8
132 KV Sub station
9
66 KV Sub
15
97
33
240
9
137
59
590
79
20
200
23
252
8
83
station 10
O&M Substation
11
Sub Division
2
12
Sectional
1
2
off. 13
Construction
1
Division 14
Construction
2
Sub Division 15
Civil Sub
2
Div Total
25
280
51
718
80
1118
26
351
40
520
Source: Administrative Report of PGVCL Analysis of data presented in table 4.2 shows: 1.
During 2005-06 to 2006-07 number of new units created increased by 218.75 % and new posts created increased by 146.43%.
2.
During 2006-07 to 2007-08 number of new units created increased by 56.86 % and new posts created increased by 55.71%
3.
During 2007-08 to 2008-09 number of new posts are created declined by 67.50 % and new posts created declined by 68.60 %
4.
During 2008-09 to 2009-10 number of new units created increased by 53.85% and new posts created increased by 48.15%
5.
During 2005-06 to 2009-10 total number of new units created increased by 150% and new posts created increased by 85.70%.
6.
During 2007-08 maximum number of new units was created 80units and during this year maximum number of new posts was created 1118 posts.
All these observations show that even though the PGVCL has imposed ban on recruitment, in order to meet the need of expansion of the PGVCL activities new units and posts are created as requirement.
2. Recruitment:
[2.1] Meaning of recruitment: Any organisation is merely a blue print for human activity and requires people in order to function. The mere passage of time causes some people to grow old, to retire, to die or to become incapable. Seasonal and cyclical fluctuations in business cause a constant ebb and flow in the work force. Hence employees constantly need to be replaced. Once determination of human resources requirements has been made, recruitment and selection process can begin. The acquisition of human resources can be brought about through recruitment and selection. To recruitments to obtain fresh supplies. Recruitment means discovering applicants for present or future jobs in an organisation. Accordingly to Edwin B. Flippos “Recruitment is process of searching for prospective employees and stimulating them to apply for jobs in the organisation.” Recruitment may also be described as art of attracting applicants from whom the most suitable one may be selected. the purpose of recruitment is to provide a large number of candidates so that the organisation will be able to select the qualified employees it needs.
[2.2] source of recruitment: Manpower planning indicates possible vacancies. Now it is determined which of these vacancies will have to be filled. In order to fill these vacancies, various sources of recruitment are selected. As discussed under point no. 1.2.3, the PGVCL uses internal and external both the sources or recruitment. The chairman has been delegated the power to decide the manner of filling the posts and the PGVCL has prescribed minimum qualifications and experience for different categories of posts. A. Internal Sources
The PGVCL uses following internal sources of recruitment
i.
Promotion: Generally class II, III and IV vacancies are filled by promoting an employee
from lower cadre to higher cadre as per the PGVCL’s promotion policy. The PGVCL promotion policy is discussed in chapter VI
ii.
Transfer: the PGVCL fills class I, II and III vacancies by transferring employees from
one department/unit to another department/unit as per its transfer policy. The PGVCL transfer policy is discussed in chapter VI
iii.
Demotion: This source of recruitment is used as a punitive measure only when there are
serious breaches of duty on the part of an employee and is preliminary to dismissal. In demotion and employee is demoted to a job of lower rank.
B. External sources: The PGVCL uses following external sources of recruitment.
i.
Employment exchange: employment exchanges Act, 1950 (Compulsory notification of vacancies
Act.1959) has been passed to bring employers and work seekers together. According to this act all vacancies up to the level of supervisory/non-gazetted positions should be notified first to the nearest employment exchange for filling. Presently there are a number of private and public employment agencies who register candidates for employment and furnish a list of registered candidates who qualify on the minimum requirements given by the organisation from their date bank. Before filling vacant posts by direct recruitment, a list of suitable candidates is invited by the PGVCL from public employment exchanges. Though public employment exchanges are well regarded, particularly in the fields of unskilled, semi skilled and skilled operative job. Hence for technical and professional area the PGVCL has to go for other source.
ii.
Advertisement: advertisement is the most widely used method for generating application. Its
reach is very wide. The PGVCL places advertisement of required human resources in newspapers to generate a large number of relevant applications. Newspaper for advertisement is selected from the list of approved national and local news papers. The news papers for advertisement of various posts are selected as below.
(a)
For all posts which need country wide publicity:
One English daily news paper each from Bombay, Delhi, Calcutta, and Madras is selected. Where a news paper is published simultaneously from two center, the advertisement is so arranged that same news paper does not get the same advertisement for two centers. One Gujarati news paper each from Rajkot, Ahmedabad, Vadodara and Bombay is selected.
(b)
For all posts which need state wide publicity:
one English daily news paper of Bombay is selected and one Gujarati daily news paper each from Rajkot, Ahmedabad, Vadodara and Bombay is selected.
(c)
For all posts which need region wide publicity: Two Gujarati, daily newspaper are selected. A copy of advertisement is sent in every unit of the PGVCL.
Advertisement for a vacancy is given in such a way that vacancy is known to a large number of people and the opportunities the PGVCL offers. The PGVCL also tries to attract candidates through advertisement –highlighting the demands of job in terms of knowledge (technical-non technical), challenges and future prospect offered by the PGVCL. The researcher attempted to collect respondents opinion regarding researching and attracting a large number of candidates to apply for the job in the PGVCL by the existing recruitment systems (class I and II from sample unit). Which are shown in table 4.3
Table 4.3 Respondents opinion regarding searching and attracting a large number Of candidates to apply for the job by existing recruitment system (class I and II)
Sr.no.
1
Respondents opinion regarding searching and attracting a large number Of candidates to apply for the job by existing recruitment system
Number of respondents / percentage
Head office
Strongly agree
10 (31.25) 2 Agree 18 (56.25) 3 Neither agree nor disagree 0 (0.00) 4 Disagree 2 (6.25) 5 Strongly disagree 2 (6.25) 6 Total 32 (100.00) Note: Figures in brackets are percentage to total Source: Questionnaire A, Qu. No. 5
Rajkot
Jamnagar
Junagadh
Porbandar
Amreli
Total
12 (22.22) 28 (51.85) 4 (7.41) 10 (18.52) 0 (0.00) 54 (100.00)
20 (20.00) 70 (70.00) 4 (4.00) 4 (4.00) 2 (2.00) 100 (100.00)
0 (00.00) 40 (83.33) 6 (12.50) 2 (4.17) 0 (0.00) 48 (100.00)
12 (31.58) 24 (63.16) 2 (5.26) 0 (0.00) 0 (0.00) 38 (100.00)
6 (11.54) 32 (61.54) 0 (0.00) 12 (23.08) 2 (3.84) 52 (100.00)
60 (18.52) 212 (65.43) 16 (4.94) 30 (9.26) 6 (1.85) 324 (100.00)
Analysis of date presented in table 4.3 shows that 1.
83.95 % respondent agree with the existing recruitment system searches and attract a large number of candidates to apply for the job (18.52% respondents strongly agree and 65.43 % respondents agree)
2.
11.11 % respondents disagree with the existing recruitment system searches and attract a large number of candidates to apply for the job in the PGVCL. (9.26% respondents disagree and 1.85% respondents strongly disagree.)
Majority of respondents agree with the existing recruitment system searches and attracts a large number of candidates to apply for the job in the PGVCL.
III.
Taking persons on deputation: Deputation refers to sending an employee to another organisation for a short
duration of two to three years. The PGVCL uses this sources of recruitment for class I and II posts. Deputation provides ready expertise and the PGVCL does not have to incur
Analysis of date presented in table 4.3 shows that 1.
83.95 % respondent agree with the existing recruitment system searches and attract a large number of candidates to apply for the job (18.52% respondents strongly agree and 65.43 % respondents agree)
2.
11.11 % respondents disagree with the existing recruitment system searches and attract a large number of candidates to apply for the job in the PGVCL. (9.26% respondents disagree and 1.85% respondents strongly disagree.)
Majority of respondents agree with the existing recruitment system searches and attracts a large number of candidates to apply for the job in the PGVCL.
III.
Taking persons on deputation: Deputation refers to sending an employee to another organisation for a short
duration of two to three years. The PGVCL uses this sources of recruitment for class I and II posts. Deputation provides ready expertise and the PGVCL does not have to incur initial costs of induction and training. But deputation period is limited to two to three years. So after completion of deputation period, the PGVCL has to recruit new employees for which it has to incur initial cost of induction and training.
IV.
Apprenticeship list: The PGVCL prepares a list of apprentices who have completed commercial
and lineman apprenticeship. The apprentices from this apprenticeship list are generally directly recruited for the post of junior clerk, assistant, helper and lineman on the basis of seniority.
V.
Other sources of recruitment: In addition to above discussed external sources of recruitment there are also
several other external sources or recruitment. Such as colleges and universities (education institutions) professional and trade association, labor unions, former employees, contractors etc. But the PGVCL does not generally use these sources of recruitment. Educational institutions and professional and trade association are very popular sources of recruitment and used by a number of private sectors. Therefore the
PGVCL should seek to recruit from reputed educational institutions and professional and trade association. Educational Institutions :
Many educational institutions have their placement officers through which students find their jobs. The PGVCL should send its recruiters/representatives to college or university campus to interview the candidates and those who are successful should be invited to the PGVCL for interview or applications should be directly invited from students of such institutions by collecting relevant information from such institutions. The PGVCL should take optimum benefit of this sources, because cost of this sources is very low, interview cab be arranged at short notice and it gives an opportunity to sell the PGVCL to a large students body who would be graduating later
Professional and trade association: For specific vacancies, which require specialized skills, the PGVCL should go to professional and trade associations. An application routed through these association would perhaps the better in terms of qualification as some of these associations themselves do preliminary screening.
[2.3] Ranking to sources of recruitment given by respondents (from sample unit): The researcher made an attempt to collect data regarding ranking to sources of recruitment given by class I,II,III and IV respondents (from sample unit)as per utility of sources to be used by the PGVCL. The details are presented in table 4.4.1 to 4.4.3 as under.
Table 4.4.1
indicate ranking to sources of recruitment given by class I and II respondents.
Table 4.4.2
indicate ranking to sources of recruitment given by class III and IV respondents.
Table 4.4.3
indicate ranking to sources of recruitment given by class I , II, III and IV respondents.
Any other sources include friends and relatives of present employees and offering job to dependent of an employee who die during service.
Table 4.4.1 shows that 1. First rank has been given to transfer by maximum respondents (25.31% if the respondents) 2. Second rank has been given to promotion by maximum respondents ( 31.48% of the respondents) 3. third rank has been given to employment exchange centers by maximum respondents (57.85% of the respondent. 4. Fourth rank has been given to taking persons on deputation by maximum respondents (32.10% of the respondents). 5. Fifth rank has been given to advertisement by maximum respondents (26.55% of the respondents) Former employees, colleges and universities, labor unions and professional and trade associations sources are generally not used by PGVCL. So ranking to these sources of recruitment can be recommendation of respondents. All these findings show that transfer is the main source of recruitment.
Sr.no.
1
Table 4.4.1 Ranking to sources of recruitment given by respondents (class I and II) Sources of recruitment Number of respondents/ percentage Ranking to sources of recruitment by respondents from 1 to 10 1 2 3 4 5 6 7 8 9
4
Employment exchange centers Taking persons on deputation Advertisement – Apprenticeship Promotion
5
Transfer
6
Former employees
7
Colleges and universities Labor unions
2 3
8 9 10
Professional and trade associations Any other
No. opinion
total
10
12 (3.70)
4 (1.24
168 (51.85)
122 (37.65)
10 (3.09)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
6 (1.85)
2 (0.62)
324 (100.00)
72 (22.22)
12 (3.70)
60 (18.52)
104 (32.10)
60 (18.52)
0 (0.00)
6 (1.85)
0 (0.00)
4 (1.24)
0 (0.00)
6 (1.85)
324 (100.00)
70 (21.60)
42 (12.96)
62 (19.14)
44 (13.58)
86 (26.55)
6 (1.85)
6 (1.85)
0 (0.00)
0 (0.00)
2 (0.62)
6 (1.85)
324 (100.00)
76 (23.46) 82 (25.31) 6 (1.85) 2 (0.62)
102 (35.19) 114 (35.19) 22 (6.79) 8 (2.47)
16 (4.93) 14 (4.32) 0 (0.00) 0 (0.00)
46 (14.20) 4 (1.24) 0 (0.00) 2 (0.62)
74 (22.83) 68 (20.98) 14 (4.32) 4 (1.21)
2 (0.62) 10 (3.09) 48 (14.81) 66 (20.37)
4 (1.24) 16 (4.93) 106 932.72) 50 (15.43)
0 (0.00) 2 (0.62) 38 (11.73) 100 (30.86)
2 (0.62) 2 (0.62) 38 (11.73) 48 (14.81)
0 (0.00) 4 (1.24) 12 (3.70) 2 (0.62)
2 (0.62) 8 (2.47) 40 (12.35) 42 (12.96)
324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00)
0 (0.00) 0 (0.00)
2 (0.62) 10 (3.09)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
84 (25.92) 60 (18.52)
60 (18.52) 32 (9.880
68 (20.99) 64 (19.75)
64 (19.75) 112 (34.58)
2 (0.62) 0 (0.00)
44 (13.58) 46 (14.20)
324 (100.00) 324 (100.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
6 (1.85)
0 (0.00)
8 (2.47)
10 (3.09)
36 (11.11)
264s (81.48)
324 (100.00)
No. opinion
total
10
Note: Figures in brackets are percentage to total Source: Questionnaire A Qu. No. 4
Sr.no.
1
Table 4.4.2 Ranking to sources of recruitment given by respondents (class III and IV) Sources of recruitment Number of respondents/ percentage Ranking to sources of recruitment by respondents from 1 to 10 1 2 3 4 5 6 7 8 9
4
Employment exchange centers Taking persons on deputation Advertisement – Apprenticeship Promotion
5
Transfer
6
Former employees
7
Colleges and universities Labor unions
2 3
8 9 10
Professional and trade associations Any other
34 (12.32)
0 (0.00)
138 (50.00)
90 (32.61)
8 (2.90)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
4 (1.45)
2 (0.72)
276 (100.00)
56 (20.29)
8 (2.90)
46 (16.67)
100 (36.23)
62 (22.46)
0 (0.00)
4 (1.45)
0 (0.00)
0 (0.00)
0 (0.00)
0. (0.00)
276 (100.00)
52 (18.84)
38 (13.77)
48 (17.39)
54 (19.57)
80 (28.98)
4 (1.45)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
276 (100.00)
80 (28.99) 48 (17.40) 2 (0.72) 2 (0.72)
68 (24.64) 112 (40.58) 18 (6.52) 20 (7.25)
28 (10.14) 10 (3.62) 6 (2.17) 0 (0.00)
22 (7.97) 10 (3.62) 0 (0.00) 0 (0.00)
54 (19.57) 48 (17.39) 16 (5.80) 6 (2.17)
8 (2.9) 20 (7.25) 54 (19.57) 58 (21.00)
12 (4.35) 16 (5.80) 86 (31.16) 50 (18.12)
2 (0.72) 8 (2.90) 56 (20.29) 66 (23.91)
0 (0.00) 0 (0.00) 10 (3.62) 54 (19.58)
0 (0.00) 2 (0.72) 16 (5.80) 4 (1.45)
2 (0.72) 2 (0.72) 12 (4.35) 16 (5.80)
276 (100.00) 276 (100.00) 276 (100.00) 276 (100.00)
2 (0.72) 0 (0.00)
8 (2.90) 2 (0.72)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.000
40 (14.49) 62 (22.47)
50 (18.12) 34 (12.32)
94 (34.06) 34 (12.32)
62 (22.46) 124 (44.93)
4 (1.450 6 (2.170
16 (5.80) 14 (5.07)
276 (100.00) 276 (100.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
16 (5.80)
8 (2.90)
2 (0.72)
10 (3.62)
32 (11.60)
208 (75.36)
276 (100.00)
Note: Figures in brackets are percentage to total Source: Questionnaire B, Qu. No. 3
Sr.no.
1
Table 4.4.2 Ranking to sources of recruitment given by respondents (class III and IV) Sources of recruitment Number of respondents/ percentage Ranking to sources of recruitment by respondents from 1 to 10 1 2 3 4 5 6 7 8 9
4
Employment exchange centers Taking persons on deputation Advertisement – Apprenticeship Promotion
5
Transfer
6
Former employees
7
Colleges and universities Labor unions
2 3
8 9 10
Professional and trade associations Any other
No. opinion
total
10
34 (12.32)
0 (0.00)
138 (50.00)
90 (32.61)
8 (2.90)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
4 (1.45)
2 (0.72)
276 (100.00)
56 (20.29)
8 (2.90)
46 (16.67)
100 (36.23)
62 (22.46)
0 (0.00)
4 (1.45)
0 (0.00)
0 (0.00)
0 (0.00)
0. (0.00)
276 (100.00)
52 (18.84)
38 (13.77)
48 (17.39)
54 (19.57)
80 (28.98)
4 (1.45)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
276 (100.00)
80 (28.99) 48 (17.40) 2 (0.72) 2 (0.72)
68 (24.64) 112 (40.58) 18 (6.52) 20 (7.25)
28 (10.14) 10 (3.62) 6 (2.17) 0 (0.00)
22 (7.97) 10 (3.62) 0 (0.00) 0 (0.00)
54 (19.57) 48 (17.39) 16 (5.80) 6 (2.17)
8 (2.9) 20 (7.25) 54 (19.57) 58 (21.00)
12 (4.35) 16 (5.80) 86 (31.16) 50 (18.12)
2 (0.72) 8 (2.90) 56 (20.29) 66 (23.91)
0 (0.00) 0 (0.00) 10 (3.62) 54 (19.58)
0 (0.00) 2 (0.72) 16 (5.80) 4 (1.45)
2 (0.72) 2 (0.72) 12 (4.35) 16 (5.80)
276 (100.00) 276 (100.00) 276 (100.00) 276 (100.00)
2 (0.72) 0 (0.00)
8 (2.90) 2 (0.72)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.000
40 (14.49) 62 (22.47)
50 (18.12) 34 (12.32)
94 (34.06) 34 (12.32)
62 (22.46) 124 (44.93)
4 (1.450 6 (2.170
16 (5.80) 14 (5.07)
276 (100.00) 276 (100.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
16 (5.80)
8 (2.90)
2 (0.72)
10 (3.62)
32 (11.60)
208 (75.36)
276 (100.00)
Note: Figures in brackets are percentage to total Source: Questionnaire B, Qu. No. 3
Table 4.4.2 shows
1. First rank has been given to promotion by maximum respondents (28.99% of the respondents) 2. Second rank has been given to transfer by maximum respondents (40.58% of the respondents) 3. Third rank has been give to employment exchange centers by maximum respondents (50.00% of the respondents) 4. Fourth rank has been given to taking persons on deputation by maximum respondents (36.23% of the respondents) 5. Fifth rank has been given to advertisement by maximum respondents (28.98% of the respondents) All these findings show that promotion is the main source of recruitment.
Table 4.4.2 shows
1. First rank has been given to promotion by maximum respondents (28.99% of the respondents) 2. Second rank has been given to transfer by maximum respondents (40.58% of the respondents) 3. Third rank has been give to employment exchange centers by maximum respondents (50.00% of the respondents) 4. Fourth rank has been given to taking persons on deputation by maximum respondents (36.23% of the respondents) 5. Fifth rank has been given to advertisement by maximum respondents (28.98% of the respondents) All these findings show that promotion is the main source of recruitment.
Sr.no.
1
Table 4.4.3 Ranking to sources of recruitment given by respondents (class I,II, III and IV) Sources of recruitment Number of respondents/ percentage Ranking to sources of recruitment by respondents from 1 to 10 1 2 3 4 5 6 7 8 9
4
Employment exchange centers Taking persons on deputation Advertisement – Apprenticeship Promotion
5
Transfer
6
Former employees
7
Colleges and universities Labor unions
2 3
8 9 10
Professional and trade associations Any other
No. opinion
total
10
46 (7.66)
4 (0.67)
306 (51.00)
212 (35.33)
18 (3.00)
0 (0.00)
0 90.00
0 0.00)
0 (0.00)
10 (1.67)
4 (0.67)
600 (100.00)
128 (21.38)
20 (3.33)
106 (17.67)
204 (34.00)
122 (20.33)
0 (0.00)
10 (1.67)
0 (0.00)
4 (0.67)
0 (0.00)
6 (1.00)
600 (100.00)
122 (20.33)
80 (13.33)
110 (18.33)
98 (16.33)
166 (27.68)
10 (1.67)
6 (1.00)
0 (0.00)
0 (0.00)
2 (0.33)
6 (1.000
600 (100.00)
156 (26.00) 130 (21.67) 8 (1.33) 4 (0.67)
170 (28.33) 226 (37.67) 40 (6.67) 28 (4.67)
44 (7.33) 24 (4.00) 6 (1.000 0 (0.000
68 (11.33) 34 (2.33) 0 (0.00) 2 (0.33)
128 (21.34) 116 (19.33) 30 (5.00) 10 (1.6)
10 (1.67) 30 (5.00) 102 (17.00) 124 (20.07)
16 (2.671) 12 (5.33) 192 (32.00) 100 (16.67)
2 (0.33) 10 (1.67) 94 (15.67) 166 (27.67)
2 (0.33) 2 (0.33) 48 (8.00) 102 (17.00)
0 (0.00) 6 (1.00) 28 (4.67) 6 (1.00)
4 (0.67) 10 (1.670 52 (18.660 58 (9.65)
600 (100.00) 600 (100.00) 600 (100.00) 600 (100.00)
2 (0.33) 0 (0.00)
10 (1.67) 12 (2.00)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
0 (0.00) 0 (0.00)
124 (20.67) 122 (20.33)
110 (18.33) 66 (11.00)
162 (27.00) 98 (16.33)
126 (21.00) 236 (39.34)
6 (1.00) 6 (1.00)
60 (10.00) 60 (10.00)
600 (100.00) 600 (100.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
0 (0.00)
22 (3.67)
8 (1.33)
10 (1.67)
20 (3.33)
68 (11.33)
472 (78.67)
600 (100.00)
Note: Figures in brackets are percentage to total Source: Table-3.4.1 and 3.4.2
Table 4.4.3 shows 1. First rank has been given to promotion by maximum respondents (26.00% of the respondents) 2. Second rank has been given to transfer by maximum respondents (37.67% of the respondents) 3. Third rank has been give to employment exchange centers by maximum respondents (51.00% of the respondents) 4. Fourth rank has been given to taking persons on deputation by maximum respondents (34.00% of the respondents) 5. Fifth rank has been given to advertisement by maximum respondents (27.68% of the respondents) All these findings show that promotion is the main source of recruitment (from all respondents point of view) Respondents suggestions (belonging to class I and II from sample unit) to make recruitment practices more effective have been collected by the researcher. The details are shown in table 4.5
Table 4.4.3 shows 1. First rank has been given to promotion by maximum respondents (26.00% of the respondents) 2. Second rank has been given to transfer by maximum respondents (37.67% of the respondents) 3. Third rank has been give to employment exchange centers by maximum respondents (51.00% of the respondents) 4. Fourth rank has been given to taking persons on deputation by maximum respondents (34.00% of the respondents) 5. Fifth rank has been given to advertisement by maximum respondents (27.68% of the respondents) All these findings show that promotion is the main source of recruitment (from all respondents point of view) Respondents suggestions (belonging to class I and II from sample unit) to make recruitment practices more effective have been collected by the researcher. The details are shown in table 4.5
Table 4.5 Suggestions given by respondents to make recruitment practices more effective (Class I and II) Sr. No. Suggestions given by respondents Number of respondents/percent practices more effective Head Junagad Porband office Rajkot Jamnagar h ar Amreli Dh 1 Giving advertisement in the news 12 40 36 20 24 24 papers having country wide (3.70) (12.35) (11.11) (6.17) (7.41) (7.41) publicity 2 Giving repetitive advertisement 2 8 12 2 6 2 (0.62) (2.47) (3.70) (0.62) (1.85) (0.62) 3 Sending 2 14 12 8 6 2 (1.23) (4.32) (3.70) (2.47) (1.85) (0.62) 4 Sending a copy of advertisement 0 14 8 12 4 12 in each department (0.00) (4.32) (2.47) (3.70) (1.23) (3.70) 5 Offering promising opportunities 22 24 68 36 20 34 for employment security and (6.79) (7.41) (20.99) (11.11) (6.17) (10.49) personal growth on the job Note: Figures in brackets are percentage to total Source: Questionnaire A, Qu. No. 6
Total No. opinion 168 (51.85)
324 (100.00)
292 (90.12) 278 (85.81) 274 (84.58) 120 (37.04)
324 (100.00) 324 (100.00) 324 (100.00) 324 (100.00)
Table 4.5 shows that, 1. maximum respondents (62.96 per cent of the respondents) have suggested that PGVCL should offer promising opportunities and personal growth on the job in order to make recruitment practices more effective.
2 .minimum respondents (9.88 per cent of the respondents) have suggested that repetitive advertisement should be given with a view to make recruitment practices more effective.
3 According to 48.15 per cent respondents, advertisement should be given in the news papers having countrywide publicity, according to 15.43 per cent respondents, a copy of advertisement should be sent in each department and According to 14.20 per cent respondents, a copy of advertisement should be sent in each employment exchange in order to make recruitment practices more effective.
The PGVCL should offer promising opportunities for employment security
Table 4.5 shows that, 1. maximum respondents (62.96 per cent of the respondents) have suggested that PGVCL should offer promising opportunities and personal growth on the job in order to make recruitment practices more effective.
2 .minimum respondents (9.88 per cent of the respondents) have suggested that repetitive advertisement should be given with a view to make recruitment practices more effective.
3 According to 48.15 per cent respondents, advertisement should be given in the news papers having countrywide publicity, according to 15.43 per cent respondents, a copy of advertisement should be sent in each department and According to 14.20 per cent respondents, a copy of advertisement should be sent in each employment exchange in order to make recruitment practices more effective.
The PGVCL should offer promising opportunities for employment security and personal growth in order to improve recruitment practices. Moreover the PGVCL should adopt a policy of recruiting through also educational institutions (preference may be given to gold medalist) and professional and trade associations. Provided that candidates possess the required academic attainment.
3. Selection & Placement
[3.1] Meaning of Selection Selection of candidates begins where their recruitment ends. i.e. only after adequate number of applicants is secured through different sources of recruitment. Selection is a process of choosing a few among those who have been attracted. In selection, the organisation is moving towards actual placement on job. According to yoder, “The selection process is of one or many go, no-go, gauges. Candidates are screened by the application of these tools. Qualified applicants go on the next step, while the unqualified applicants are eliminated. Selection process is a series of steps, for securing relevant information about an applicant. At each step we learn more about the applicant. The purpose of selection process is to determine whether an applicant meets the qualification for specific job and to choose an applicant who is the most likely to perform well in that job.
[3.2] Selection process Different expert have given different selection process. Edwin B. Flippo has suggested following stages of selection process. 1. Initial or preliminary interview 2. application blank or blanks 3. Check of references 4. Psychological tests 5. employment interview 6. approval by the supervisor 7. Induction or orientation.
Selection process of employees at PGVCL contains following steps 1. Advertisement 2 .Scrutiny of applications. 3 .Examination and trade test 4. Interview 5. Ratification of panel of successful candidates.
6. Appointment of successful candidates 7. Officiating appointment 8. Physical fitness examination 9 .Duty joining report 10 .Placement
[3.2.1] Advertisement When it is decided to fill the vacancies by direct recruitment, such vacancies are advertised in the news paper. The news papers for advertisement are selected from the list of approved national and local news papers generally 10 to 20 days time duration is given for submission of application. In advertisement, same of post, number of vacancies, pay-scale, age limit, qualification, reservation, category, experience and other required information are given. When the PGVCL advertises vacancies, such vacancies are notified to employment exchange centers and a list of suitable candidates is invited from the employment exchange centers.
[3.2.2] Scrutiny of Applications An application is to be addressed to the authority specified in the advertisement and be accompanied by 1.
Evidence of age and examination passed
2.
Permission of the present employer, if the candidate is in govt. service.
3.
Testimonials of good moral character having reference to previous two or more years signed by a gazette officer may be accompanied. Copies of certificates are not returned to the candidates. Each candidate is
required to prove satisfactory the correctness of his statement as regards “Age, Examinations passed and reservation category” on joining the PGVCL in the event of his passing the competitive examination, trade test and /or interview. The original testimonials are examined before and application is allowed for the examination and or interview. Selection of candidates who are unable to produce the written permission of their present employer is not considered final till such permission is obtained.
An application received incomplete are not considered and no correspondence is entered in this respect.
[3.2.3] Examination and trade test After scrutinizing of application, at third stage if required, different examinations (written test) and trade test are arranged. Generally after scrutiny of application, applicants are called for interview and written tests are not conducted. but sometimes, while filling class I posts, technical and non-technical written tests are conducted. The type of written test depends upon the nature of post. Sometimes, while filling the post of steno-typist or typist, short hand test typing test is conducted. Chairman is authorized to decide whether to arrange written test or not to arrange. PGVCL has not fixed minimum passing standards. The passing standards are fixed on the basis of number of candidates appearing in written test and number of posts to be filled. Written test can be lessening selection cost by reducing large group of applicants into a small ones and more accurate information about applicants can be gathered. Therefore the PGVCL should conduct written test for all posts except lower level posts suggested by 67.28% respondents from the survey of 324 sample unit (For detail please see table 4.12 page no .108) Pattern of written test should be based on reasoning, numerical, ability test, maths and English depending upon the nature of post. Candidates, who pass written test as per passing standard fixed, should be called for group discussion/ interview.
[3.2.4] Interview Candidates who pass written test are called for interview. If written test is not arranged, after scrutinizing application, candidates are called for interview. The number of candidates to be called for interview should be three times the number of vacancies to be filled up. If there are too many applications for the vacancy advertise the PGVCL prepares a short list of applications to be called for interview on the basis of mark scored in relevant examination. For managerial level posts, candidates who pass written test, should be called for group discussion and who pass group discussion, should be called for interview, but the PGVCL does not conduct group discussion for managerial level posts. Group
discussion can give an opportunity for the selection committee to observe and judge how well the participants can think, analyze problems, find solutions and take decision. Therefore the PGVCL should conduct group discussion for managerial level posts suggested by 54.94% respondents from the survey of 324 sample unit (for details please see table no. 4.12 page no.108) The selection committee should judge group discussion on the basis of such activities as initiating discussion, explaining problems, providing information, clarifying issues, influencing others, speaking effectively, mediating arguments among participants, summarizing etc. Candidates, who pass group discussion as per standard fixed, should be called for interview, especially for managerial level posts.
Selection committees for interview : The PGVCL has fixed different selection committees for the purpose of interview of various posts and members of each selection committees are nominated by the Chairman from time to time. The selection committees for various posts and members of selection committees are shown in table 4.6 until further orders.
The selection committee recommends a list of applicants for appointment after interviewing. This committee may also recommend the grant of higher existing salar y, relaxation of educational qualification, age limit and condo nation of physical defects, if any. Table 4.6 Selection committees and members of selection committees for the purpose of interview
Sr.
Category of staff
no. 1
Name of selection
Member of selection
Committee
Committee
All class I posts
Service
minimum of whose pay
Selection
scale is Rs.27,000
Committee-1
And above
1. Chairman 2. Full time member 3. Secretary 4. Department head coopted
2
All class I posts other
Service
than those mentioned in
Selection
(1) above
Committee-2
1. Full time member 2. Secretary 3. Department head coopted
3
All posts in head office
Head office Selection
minimum of whose pay
committee
scale is Rs.8100 or less. 4
1. Secretary 2. One departmental head 3. One personnel officer
All posts minimum of
Circle
whose pay scale is
Selection
below Rs.13,600 in field
Committee
offices.
1. S.E. of the circle 2. Executive engineer 3. Accounts officer of the circle 4. Asst. secretary of the circle
5
All posts minimum of
Divisional Selection
1. E.E. of Division
whose pay scale is
Committee
2. Deputy engineer
Rs.7300 Or less in field
3. Divisional
offices (except circle
Accountant
office) 6
Posts not included in (1)
Central
to (5) above
Selection Committee
1. Full time member 2. Secretary 3. Departmental head
Source: Information by Industrial Relation Officer.
Traveling allowance for attending interview : Only SC/ST candidates who are called for interview are paid minimum to and from bus or II class railway fare. Candidates of other categories have to journey for the purpose of interview at their own cost. Unless otherwise decided by the Chairman in any special case.
[3.2.5] Ratification of a panel of successful candidates: After conducting interview of applicants, the competent selection committee draw-up a list of applicants recommended for appointment in order of merits. The list
is to be ratified by competent authority which becomes a panel of successful candidates who will be offered appointment in turn as per order of m erit fixed. Authority for the purpose of ratification of a panel of successful candidates is shown in table 4.7 Table 4.7 Authority for ratification of a panel of successful candidates Sr. No
Category of staff
Approving authority
1
Class I post,
PGVCL
minimum of whose pay-
scale is Rs.27,000 and above 2
All class I and II posts other than those in
Chairman
(1) 3
All other posts minimum of whose pay-
Full time member
scale is Rs.11,300 and above and also other lower grade posts in head office 4
All other posts in field offices minimum S.E. of the circle of whose pay-scale is less than Rs.11,300. Source: Information provided by industrial Relation Officer.
The list ratified by approving authority is generally valid for a period of one year from the date of selection.
[3.2.6] Appointment of successful candidates After preparing a panel of successful candidates, these candidates (whose names appear on the panel) are informed about the result and serial number on which their names appear. Informing candidates in such a manner does not assure appointment. But the appointment will depend on the vacancies arising and the list is valid for one year only from the date of selection. On occurrence of the vacancy the successful candidates (from the panel) in turn are sent an intimation by Registered A.D. asking him to join the appointment within 15 days. If the candidate fails to join his appointment within specified time without a valid extension, the appointment is treated as cancelled, his name is dropped from the panel, and the next candidate is turn is called upon for appointment. The appointing authority is empowered to grant an extension in this respect.
If a dependent of a deceased employee (during service in the PGVCL) is having requisite qualifications for the vacancy advertised, such person may be given first preference against the available vacancy on compassionate ground.
[3.2.7] Officiating appointment When no suitable candidate with requisite qualification or experience is available by direct recruitment or departmentally, for the posts having been advertised, a departmental candidate with lesser experience may if necessary be promoted to officiate in the said vacancy as a purely temporary base. In such appointment, the officiating person is not entitled to the grade prescribed for the post, but is eligible to his pay of the lower cadre plus special pay to the extent of 10% of the presumptive pay of the post to which he is appointed on temporary base, depending upon the nature of the post. The officiating person is also not entitled to confirmation in that cadre unless no direct recruitment is available on advertising the post again and be has acquired necessary experience as well he is selected by the competent selection committee. Moreover, the officiating service is also not counted for the purpose of seniority in that cadre.
[3.2.8] Physical fitness examination All the candidates who are selected for appointment have to pass satisfactory physical fitness examination as per physical standards specified by the PGVCL. The medical examination is conducted by 1.
Medical adviser for staff is appointed at head office.
2.
Doctor appointed by the PGVCL at its dispensary and
3.
Sr. Panel doctor (to be selected by the secretary on recommendations of the medical advisor) at headquarter of each of the divisional offices. Generally, before joining the service in the PGVCL candidates are sent for
medical fitness examination. But if a candidate is required to be appointed and joined immediately in the interest of the PGVCL services before complying with said physical fitness requirements, he is sent for medical examination as soon as possible within six months from the date of appointment. After physical fitness examination the medical authority concerned issues and forward the physical fitness certificate to the concerned office from where the
candidate was sent for medical examination. If a candidate selected for appointment fails to satisfy physical fitness examination as per the physical standards specified by the PGVCL, he shall not be appointed and or continued in the service of the PGVCL unless he is specifically exempted by the PGVCL from that requirement. The Chairman is empowered to condone such physical disabilities which in his opinion do not come in the way of performance of duties for the post to which the candidate is appointed or to be appointed. The medical examination is generally restricted only to such candidates for whom there are reasonable prospects of their being appointed as regular employee of the PGVCL and not necessary for temporary for leave and short term services.
[3.2.9] Duty joining report After passing physical fitness examination as per physical standards specified by the PGVCL the candidate is appointed in the PGVCL. While joining the services of the PGVCL on regular establishment, each and every fresh appointee is required to submit duty joining report. Along with duty joining report, the appointee is also required to submit below listed forms: 1.
Oath of allegiance
2.
Declaration
3.
Character certificates
4.
Medical certificate (within six months after joining)
5.
Nomination (immediately after deduction of C.P.F)
6.
Payment of service book
On appointment in the service of the PGVCL a candidate is governed by the service regulations of the PGVCL which may be modified from time to time. Now next step is to place him on right job i.e. placement. The researcher made an attempt to collect respondent’s view regarding generating enough human resources to meet the need of manpower by the existing selection process (class I and II from sample unit). The details are show in table 4.8
Table 4.8 Respondents view regarding generating enough human resources to meet The need of manpower by the existing selection process (class I and II)
Sr. no.
1
Respondents view regarding enough human resources to meet the need of manpower by existing selection process Strongly agree
2
Agree
3
Neither agree nor disagree
4
Disagree
5
Strongly disagree
6
Total
Number of respondent/percentage Head office 2 (6.25) 18 (56.25) 2 (6.25) 8 (25.00) 2 (6.25) 32 (100.00)
Rajkot
Jamnagar
Junagadh
Porbandar
Amreli
4 (7.41) 22 (40.74) 0 (0.00) 16 (29.63) 12 (22.22) 54 (100.00)
4 (4.00) 60 (60.00) 14 (14.00) 20 (20.00) 2 (2.00) 100 (100.00)
2 (4.17) 14 (29.17) 4 (8.38) 18 (37.50) 10 (20.83) 48 (100.00)
2 (5.26) 24 (63.16) 4 (10.53) 8 (21.05) 0 (0.00) 38 (100.00)
2 (3.82) 14 (26.92) 2 (3.85) 30 (57.69) 4 (7.69.) 52 (100.00)
Total 16 (4.94 ) 152 (46.91) 26 (8.02) 100 (30.87) 30 (9.26) 324 (100.00)
Note: Figures in brackets are percentage to total Source: Questionnaire A, Qu. No. 7
Table 4.8 shows 1.
51.85% respondents agree with the existing selection process generate enough human resources to meet the need of manpower. ( 4.94% respondents strongly agree and 46.91% respondents agree)
2.
40.13% respondents agree with existing selection process generate enough human resources to meet the need of manpower. ( 30.87% respondents disagree and 9.26% strongly respondents agree)
The PGVCL has imposed ban on recruitment since long time due to which vacancies are not always sanctioned as per G.S.O. But the respondent who disagree with generating enough human resources to meet the need of manpower by the existing selection process, have linked it with selection process. In fact, it is related with manpower planning. So it can be said that existing selection process generates enough human resources to meet the need of manpower.
[3.2.10] Placement
Table 4.8 shows 1.
51.85% respondents agree with the existing selection process generate enough human resources to meet the need of manpower. ( 4.94% respondents strongly agree and 46.91% respondents agree)
2.
40.13% respondents agree with existing selection process generate enough human resources to meet the need of manpower. ( 30.87% respondents disagree and 9.26% strongly respondents agree)
The PGVCL has imposed ban on recruitment since long time due to which vacancies are not always sanctioned as per G.S.O. But the respondent who disagree with generating enough human resources to meet the need of manpower by the existing selection process, have linked it with selection process. In fact, it is related with manpower planning. So it can be said that existing selection process generates enough human resources to meet the need of manpower.
[3.2.10] Placement Once a candidate is selected by an organisation as a member of its personnel, the next step is to place him on the right job and orienting to the organisation. Placement is a decisive factor which contains determination of the job to which an acceptable applicant is to be assigned and his assignment to the job. i.e. proper matching of the applicant with the job. Objective of placement is to fit the new employee to the job demand. As new employee is unknown and untrained he is initially put on probation and at the end of probation period, his employment is regularized provided that during probation period his work has been found to be satisfactory. Only in very rare cases, an employee is discharged as an unsatisfactory probation. A proper placement system reduces employee turnover, absenteeism and accident rates and improves moral. After selecting candidates as a member of its personnel the PGVCL places him on the job for which he has applied and selected under its placement system. An attempt has been made by the researcher to collect respondents opinion regarding placing right person on right job by the placement system (class I and II from sample unit) which are shown in table 4.9 and respondents opinion regarding their posting on the posts for which they were selected (class III and IV from sample unit) which shown in table 4.10
Table 4.9 Respondent opinion regarding placing right person on right job by the placement system (class I and II)
Respondent
Number of respondent/percentage
opinion regarding Sr.
placing right
no.
person on right
Head
Total
Rajkot
JamNagar
Juna Gadh
Porbandar
Amreli
8
10
16
4
4
2
44
(25.00)
(18.52)
(16.00)
(8.33)
(10.53)
(3.85)
(13.58)
6
28
36
18
20
18
126
(18.75)
(51.85)
(36.00)
(37.50)
(52.63)
(34.62)
(38.89)
Neither agree
0
0
8
2
2
0
12
nor disagree
(0.00)
(0.00)
(8.00)
(4.17)
(5.26)
(0.00)
(3.70)
Disagree
10
16
26
18
10
24
104
(31.25)
(29.63)
(26.00)
(37.50)
(26.32)
(46.15)
(32.10)
Strongly
8
0
14
6
2
8
38
disagree
(25.00)
(0.00)
(14.00)
(12.50)
(5.26)
(15.38)
(11.73)
Total
32
54
100
48
38
52
324
(100.00)
(100.00
(100.00)
(100.00)
(100.00)
job by the
office
placement system 1 2 3
4 5
6
Strongly agree Agree
(100.00)
(100.00)
)
Note: Figures in brackets are percentage to total Source: Questionnaire –A Qu. no. 9
Table 4.9 shows
1.
52.47% respondents agree with placing right person on right job by placement system( 13.58% respondents strongly agree and 38.89% respondents agree)
2.
43.83% respondents disagree with placing right person on right job by placement system( 32.10% respondents disagree and 11.73% respondents strongly disagree)
Point to be noted is that when vacancies are advertised without mentioning place of vacancies, after selecting an applicant, he may be posted at disliking place or very far place from native. The respondents, who disagree with placing right person on right job by the placement system, have linked it with the placement system. Here it can be suggested that while advertising vacancies, so far as possible, the PGVCL should mention the place of vacancies. It will solve the complain of employees that they were unknown about place of vacancies and were area posted at disliking place. From above discussion it can be said that the placement system generally places right person on right job.
Table 4.10 Respondents’ opinion regarding their posting on the posts for which they were selected (class III and IV)
Respondent
Number of respondent/percentage
opinion Sr. no.
regarding their posting on the
Head
posts to which
office
Total
Rajkot
Jamnagar
Junagadh
Porbandar
Amreli
6
18
14
20
16
22
96
(100.00)
(33.33)
(30.43)
(33.33)
(33.33)
(35.48)
(34.78)
0
18
18
24
20
16
96
(0.00)
(33.33)
(39.13)
(40.00)
(41.66)
(25.81)
(34.78)
Neither agree
0
0
0.
4
2
0
6
not disagree
(0.00)
(0.00)
(0.00)
(6.67)
(4.17)
(0.00)
(2.17)
Disagree
0
16
14
10
8
24
72
(0.00)
(29.63)
(30.44)
(16.67)
(16.67)
(38.71)
(26.10)
Strongly
0
2
0
2
2
0
6
disagree
(0.00)
(3.71)
(0.00)
(3.33)
(4.17)
(0.00)
(2.17)
Total
6
54
46
60
48
62
276
(100.00)
(100.00)
(100.00)
(100.00
(100.00)
(100.00)
(100.00
they were selected 1
Strongly agree
2 3
4
Agree
5
6
)
)
Note: Figures in brackets are percentage to total Source: Questionnaire B.Qu.no. 5
Table 4.10 shows 1.
69.56% respondents agree with their posting made on the posts for which they were selected (34.78% respondents strongly agree are 34.78 respondents agree)
2.
28.27% respondents disagree with their posting made on the posts for which they were selected (26.10% respondents disagree are 2.17 respondents strongly dis- agree)
The respondents who disagree with their posting made on the posts for which they were selected, opined during interview that sometimes applicants may apply for two related posts, having fully eligible and selected and posted on slightly lower level post. In fact in such a case the applicant is selected and posted on any one post for which he had applied. So it can be said that the PGVCL places employees on the posts for which they were selected under its placement system. Each and every fresh appointment is done by the PGVCL on probation period of six months to two years as per category of appointment. The probation period may be extended by the appointing authority for such period as may be considered necessary. During probation period service of an employee can be terminated at any time without assigning any reason and without giving any notice. After probation period, the employee appointed in the PGVCL, is required to be confirmed provided that his work has been found satisfactory. If probation period of an employee is extended by the concerned authority, he will not be confirmed until the probation period is completed. With a view to see that the concerned employee is confirmed in time, the confirmation proposal of the concerned employee is to be sent well in time, generally one and half month in advance, to head office or concerned authority. At the time of confirmation of an employee, necessary entries are required to be made in the service book like personal bio data. Left/right hand impression duly signed by him and the controlling authority concerned. Similarly at every stage, entries of leave, yearly increment etc. are required to be made in the service book and all corresponding office orders related to an employee are filed in the personal file of the employee concerned. Respondents view, belonging to class III and IV (from sample unit) regarding their appointment and posting with regard to their efficiency have been collected by the researcher. The details are shown in table 4.11
Table 4.11 Respondent view regarding their appointment and posting with regard to their efficiency (class III and IV)
Respondent
Number of respondent/percentage
view regarding Sr. no.
their appointment
Head
and posting
office
Total
Rajkot
Jamnagar
Juna gadh
Porbandar
Amreli
with regard to their efficiency 1
2 3
4 5
6
Strongly
4
18
12
24
16
22
96
agree
(66.67)
(33.33)
(26.09)
(40.00)
(33.33)
(35.49)
(34.78)
Agree
2
28
14
24
18
24
110
(33.33)
(51.85)
(30.43)
(40.00)
(37.50)
(38.71)
(39.86)
Neither agree
0
0
8
0
0
0
8
nor disagree
(0.00)
(0.00)
(17.39)
(0.00
(0.00)
(0.00)
(2.90)
Disagree
0
8
8
10
12
12
50
(0.00)
(14.82)
(17.39)
(16.67
(25.00)
(19.35)
(18.11)
Strongly
0
0
4
2
2
4
12
disagree
(0.00)
(0.00)
(8.70)
(3.33)
(4.17)
(6.45)
(4.35)
Total
6
54
46
60
48
62
276
(100.00)
(100.00)
(100.00)
(100.00)
(100.00)
(100.00)
(100.00)
Note: Figures in brackets are percentage to total Source: Questionnaire- B,Q. no. 4 Table 4.11 shows 1. 74.64% respondents agree with their appointment and posting with regard to their efficiency. (34.78% respondents strongly agree and 39.86% respondents agree)