Professional Documents
Culture Documents
Prospective Management
Prospective Management
Prospective Management
1. 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
2. Recruitment
2.1 Meaning of recruitment
2.2 Sources of recruitment
a. Internal sources
b. External sources
2.3 Ranking to sources of recruitment by respondents from sample unit
3. 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 organisations 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 organisations 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 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
11 Sub Division 2 79 8 83
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:
1 Strongly agree 10 12 20 0 12 6 60
(31.25) (22.22) (20.00) (00.00) (31.58) (11.54) (18.52)
2 Agree 18 28 70 40 24 32 212
(56.25) (51.85) (70.00) (83.33) (63.16) (61.54) (65.43)
3 Neither agree nor disagree 0 4 4 6 2 0 16
(0.00) (7.41) (4.00) (12.50) (5.26) (0.00) (4.94)
4 Disagree 2 10 4 2 0 12 30
(6.25) (18.52) (4.00) (4.17) (0.00) (23.08) (9.26)
5 Strongly disagree 2 0 2 0 0 2 6
(6.25) (0.00) (2.00) (0.00) (0.00) (3.84) (1.85)
6 Total 32 54 100 48 38 52 324
(100.00) (100.00) (100.00) (100.00) (100.00) (100.00) (100.00)
Note: Figures in brackets are percentage to total
Source: Questionnaire A, Qu. No. 5
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.
[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.
[3.2.4] 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.
The list ratified by approving authority is generally valid for a period of one year from
the date of selection.
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)
4 Disagree 10 16 26 18 10 24 104
(31.25) (29.63) (26.00) (37.50) (26.32) (46.15) (32.10)
5 Strongly 8 0 14 6 2 8 38
disagree (25.00) (0.00) (14.00) (12.50) (5.26) (15.38) (11.73)
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)
The respondents, who disagree with their appointment and posting with regard to their
efficiency, opined during interview that sometimes applicants having higher qualification may
apply for lower level post because of employment problem. In such cases, they are appointed and
posted on lower level posts, for which they had applied. Hence their appointment and posting
may not be as per their qualification.
From above discussion it can be said that generally employees are appointed and posted
with regard to their efficiency.
The researcher made an attempt collect respondents suggestion to make selection
practices more effective (class I and II from sample unit) which as shown in