JOB ANALYSIS

It is a procedure by which pertinent information is obtained

about a job ,i.e., it is a detailed andsystematic study of
information relating to the operations and responsibilities of a
specific job.An authority has defined job analysis as ³the process
of determining, by observation and study,and reporting pertinent
information relating to the nature of the specific job. It is
thedetermination of the tasks which comprise the job and of the
skills, knowledge, abilities andresponsibilities required of the
worker for a successful performance and which differentiate
one job from all other´.Job Analysis is a procedure and a tool for
determining the specified tasks, operations andrequirements of
each job.´ it is the process of getting information about jobs:
specially, what theworker does ;how he gets it done; why he
does it; skill; education and training required;relationship to
other jobs; physical demands; environmental conditions´. In
other words ,it refersto the anatomy of the job. It is a complete
study of job, embodying every known anddeterminable factor,
including the duties and responsibilities involved in its
performance, theconditions under which the performance is
carried on, the nature of the task. The qualitiesrequires in the
worker, and such conditions of employment as pay, hour,
opportunities and privileges. It also emphasis the relation of one
job to others in the organization.
PURPOSE OF JOB ANALYSISJob Analysis is useful for overall
management of all personal activities. While this is ageneralized
statement, it is important to specify the uses of job analysis.Job
related data obtained from a job analysis programme are useful
in HRP, employee hiring,training, job evaluation, compensation,
performance appraisal, computerized personnelinformation
systems, and safety and health. Each of these applications of job
analysis isdescribed in brief here. They will however be
explained in greater detail in subsequent chapters.HUMAN
RESOURCE PLANNING: It determines as to how many and
what type of personnelwill be needed in the near future. The
number and the type of personnel are determined by the jobs
which need to be staffed. Job-related information is, therefore,
necessary for HRP.RECRUITMENT AND SELECTION:-
Recruitment needs to be preceded by job analysis. Jobanalysis
helps the HR manager to locate places to obtain employees for
opening anticipated inthe future. An understanding of the types
of the skills needed and types of job that may open inthe future,
enables managers to have a better continuity and planning in
staffing their organization.Similarly, selecting a qualified person
to fill a job requires knowing clearly the work to be doneand the
qualifications needed for someone to perform the work
satisfactorily. Without a clear and precise understanding of what
a job entails, the HR manager cannot effectively selectsomeone
to do the job.The objective of employee hiring is to match the
right people with the right jobs. The objective istoo difficult to
achieve without having adequate job information.TRAINING
AND DEVELOPMENT:- Job analysis is useful for an HRD manager
in as much asit helps him/her know what a given job demands
from the incumbent in term of knowledge andskills. Training
and development programmes can be designed on the job
requirements. Selectionof trainees is also facilitated by job
analysis.

JOB EVALUATION:-Job evaluation involves determination of

relative worth of each job for the purpose of establishing wage
and salary differentials. Relative worth is determined mainly on
the basis of job description and job
specification.REMUNERATION:- Job evaluation helps
determine wage and salary grades for all jobs.Employees need to
be compensated depending on the grades of the jobs which they
occupy.Remuneration also involves fringe benefits , bonus and
other benefits. Clearly, remunerationmust be based on the
relative worth of each job .Ignoring this basic principle results
ininequitable compensation. A perception of inequity is a sure
way of demotivating an employee.PERFORMANCE
APPRAISAL:- Performance appraisal involves assessment of
the actual performance of an employee against what is expected
of him/her. Such assessment is the basisfor awarding promotions
effecting transfers, or assessing training needs. Job analysis
facilitates performance appraisal in as much as it helps fix
standards for performance in relation to whichactual
performance of an employee is compared and
assessed.PERSONNEL INFORMATION:- Organizations
generally maintain computerized personnelinformation systems.
Such information system is useful as it helps:1.

Improve administrative efficiency by speeding up the provision

of data, by reducing theresources required to carry out routine
administration, and by freeing the resources for higher-value
activities which are fundamental to the success of the
management.2.

Provide decision report-information which gives a factual basis

for decisions concerningthe planning, acquisitions, development,
utilization and remuneration of humanresources.Job analysis is
vital for building such information systems.SAFETY AND
HEALTH:- The process of conducting a detailed job analysis
provides anexcellent opportunity to uncover and identify
hazardous conditions and unhealthy environmentalfactors(such
as heat, noise, fumes, and dust)so thatcorrective measures can be
taken to minimize and avoid the possibility of human injury.

PROCESS OF JOB ANALYSIS:-Job analysis is useful for

several purposes, such as personnel planning, performance
appraisal,and the like. Each phase in the process of job analysis
is explained in the paragraphs that follow.
STRATEGIC CHOICES:-With regard to job analysis, an
organization is required to make at least five choices;1.

The extent of employee involvement in job analysis.2.

The level of details of the analysis.3.

Timing and frequency of analysis.4.

Past-oriented versus future ±oriented job analysis.5.

Sources of job data.INFORMATION GATHERING:-This step
involves decisions on three issues,viz;1.

What type of data is to be collected?2.

What methods are to be employed for data collection?3.

Who should collect the data?So far as the type of data to be

collected, it may be stated that all details about the jobs need to
begathered. The type of data, however, depends on the end use
of the information, as also on thetime and budget
constraints.With regard to the methods for data collection, there
are several of them, but the more prominentof them are-i.

Observationii.

Interviewiii.

Questionnaireiv.

Checklistsv.

Technical conferencevi.

Diary methodsThese methods will be explained in detail

latter.With regard to the persons employed to collect data, it may
be stated that three types of individuals are used. They are ±
<body style='background:transparent'></body></html>"">

i.
Trained job analystsii.

Supervisorsiii.

Job incumbentEach of these alternatives has its own merits and

demerits. Trained analysts, for example, willlend objectivity and
standardization to the data collected but they , implicitly, mean
outflow of money. Supervisors and job holders provide
information with no extra cost, but the data may not be objective
and standardized. It may be stated that the individuals who
collect job related datadetermine the accuracy , speed and cost
of information.The selection of a particular method of collecting
job-analysis information and of the person(s)to be involved
depends on two important factorsi.

What is the purpose of job analysis, andii.

What is the status of the current job analysis progarmme?With

regard to the purpose of job analysis, it may be sated the
programme is useful in overallPM/HRM. Specifically, job
analysis , as stated earlier, provides information to develop
jobdescriptions and job specifications, and to conduct job
evaluations. These, in turn, are useful inhelping managers
identify the kinds of individual they should recruit ,select, and
develop, as wellas providing guidance for decision about
training and career development, performanceappraisal, and
wage and salary administration.Speaking about the status of the
job analysis programme ,there are two possibilities. First, agiven
company may not have such programme. Two , the firm may
have a well-established job-analysis programme. When the
programme is non-existent, the company must appoint
aconsultant who will select a method for data collection,
supervise its administration and analysethe information, and
write the job description and specifications.For organizations
with a well established job analysis programme, it should be
remembered that job-analysis information provides only a
snapshot of a particular job. Jobs change over a periodof time
due to technological innovations, organizational restructuring
and changes in products,among other reasons. Thus, well-
administered job analysis programmes provide a built in
systemfor periodically reassessing jobs. This reassessment may
be done, expeditiously, through

observations, interviews, or by keeping the programme up-to-

date is a much less expensive andless time-consuming
endeavour.INFORMATION PROCESSINGOnce the job
information has been collected, it needs to be processed, so that
it would be usefulin various personnel functions. Specifically,
job related data would be useful to prepare jobdescription and
job specification.

PROCESS OF JOB ANALYSIS:-Job analysis is useful for

several purposes, such as personnel planning, performance
appraisal,and the like. Each phase in the process of job analysis
is explained in the paragraphs that follow.
STRATEGIC CHOICES:-With regard to job analysis, an
organization is required to make at least five choices;1.

The extent of employee involvement in job analysis.2.

The level of details of the analysis.3.

Timing and frequency of analysis.4.

Past-oriented versus future ±oriented job analysis.5.

Sources of job data.INFORMATION GATHERING:-This step
involves decisions on three issues,viz;1.

What type of data is to be collected?2.

What methods are to be employed for data collection?3.

Who should collect the data?So far as the type of data to be

collected, it may be stated that all details about the jobs need to
begathered. The type of data, however, depends on the end use
of the information, as also on thetime and budget
constraints.With regard to the methods for data collection, there
are several of them, but the more prominentof them are-i.

Observationii.

Interviewiii.

Questionnaireiv.

Checklistsv.

Technical conferencevi.

Diary methodsThese methods will be explained in detail

latter.With regard to the persons employed to collect data, it may
be stated that three types of individuals are used. They are ±
<body style='background:transparent'></body></html>"">

i.
Trained job analystsii.

Supervisorsiii.

Job incumbentEach of these alternatives has its own merits and

demerits. Trained analysts, for example, willlend objectivity and
standardization to the data collected but they , implicitly, mean
outflow of money. Supervisors and job holders provide
information with no extra cost, but the data may not be objective
and standardized. It may be stated that the individuals who
collect job related datadetermine the accuracy , speed and cost
of information.The selection of a particular method of collecting
job-analysis information and of the person(s)to be involved
depends on two important factorsi.

What is the purpose of job analysis, andii.

What is the status of the current job analysis progarmme?With

regard to the purpose of job analysis, it may be sated the
programme is useful in overallPM/HRM. Specifically, job
analysis , as stated earlier, provides information to develop
jobdescriptions and job specifications, and to conduct job
evaluations. These, in turn, are useful inhelping managers
identify the kinds of individual they should recruit ,select, and
develop, as wellas providing guidance for decision about
training and career development, performanceappraisal, and
wage and salary administration.Speaking about the status of the
job analysis programme ,there are two possibilities. First, agiven
company may not have such programme. Two , the firm may
have a well-established job-analysis programme. When the
programme is non-existent, the company must appoint
aconsultant who will select a method for data collection,
supervise its administration and analysethe information, and
write the job description and specifications.For organizations
with a well established job analysis programme, it should be
remembered that job-analysis information provides only a
snapshot of a particular job. Jobs change over a periodof time
due to technological innovations, organizational restructuring
and changes in products,among other reasons. Thus, well-
administered job analysis programmes provide a built in
systemfor periodically reassessing jobs. This reassessment may
be done, expeditiously, through

observations, interviews, or by keeping the programme up-to-

date is a much less expensive andless time-consuming
endeavour.INFORMATION PROCESSINGOnce the job
information has been collected, it needs to be processed, so that
it would be usefulin various personnel functions. Specifically,
job related data would be useful to prepare jobdescription and
job specification.

JOB DESCRIPTION DESCRIBES JOBS NOT ³JOB

HOLDERS´Human Resource management includes a variety of
activities¶ , and key among them is decidingwhat staffing needs
you have and whether to use independent contractors or hire
employees tofill these needs ,recruiting and training the best
employees ,ensuring they are high performers,dealing with
performers issues and ensuring your personnel and management
practices conformto various regulations .A task is a typically
defined as a unit of work, that is ,a set of activitiesneeded to
produce some result. Complex positions in the organization may
include a largenumber of tasks, which are sometimes referred to
as functions.Job Description are lists of the general tasks .or
functions, and responsibilities of a position.Typically, they also
include to whom the position reports , specifications such as
thequalifications needed by the person in the job, salary range
for the position, etc in order toconvert the ideas into a practical
working reality. There is a need to develop a job description
and person specification. This will help in gathering all the
necessary information needed to recruit tothe post. It will also
help to identify and clarify any uncertainities and ambiguities
about the new job role and its place in the team.The Job
description is a practical, relatively simple tool that supports
personnel management andemployee communications everyday.
Written Job Descriptions are helpful particularly
in:Recruitment:- Job announcements based on written
descriptions that clearly outline functionsand requirements give
potential candidates a reasonable basis for deciding whether or
not toapply,and they tend to attract a more suitable
pool.Selection and hiring:- In identifying the abilities and
knowledge needed to perform a job, the jobdescriptions help
supervisors and others who hire to focus on job relevant criteria
when choosingfrom the applicants.Wage and Salary
Administration:- Setting a pay rate in relation to other jobs
within the companyand similar jobs in other companies requires
more of a basis for comparison than job title alone.The job
description provides it.Orientation:-Guided by a job description,
supervisors can better anticipate what employees newto the
company or the job need to know and help them minimize
adjustment time. Employees can learn about their
responsibilities both directly from a writtendescription and by
asking questions when reading the description.Performance
appraisal and employee development:- The statement of duties
in a job descriptionis the foundation for evaluating employees
with respect to actual performance dimensions rather than
personal attributes or traits. It puts the discussion of an
employee¶s capabilities, talents,strengths, deficiencies, and
advancement aspirations into the current job and other
opportunitieswithin the company. Job description may also be
used to inform employees of typical promotional sequence and
requirements.Workers¶ compensation Claim management:-
Before recommending that an injured employeereturn to work, a
treating physician needs to know about the normal demands of
the employee¶s job. In addition, if provided with written job
description, physicians who treat employees under workers¶
compensation insurance may be able to detect links between
injuries and job functionsthat could be redesigned.A Job
Description outlines the responsibilities and functions that are
assigned to a particular position or role. In fact it provides
clarity about what an employee is supposed to
do.´For employers, Job Description establishes wages, salary
ranges and grades and promotes a processdriven culture. For
employees ,Job Description are useful to gain in equity in
compensation and away to be reassured that there are no
discriminatory pay policies in the company ,´says JudeCoelho,
executive vice president, human resources, Cranes software
International. A good JobDescription not only defines the roles
but responsibilities as well. Anshuman ray, HR
CountryManager, Synopsys India adds,´it also an interface of
the job with internal and externalcustomers, reporting
relationship and challenges that the job offers. It provides a
sense of howmuch impact the job can make by providing µa
degree of accountability¶ as much as it attemptsto align the job
with the overall business group charter.´Job Description plays a
pivotal role and this is leveraged by most of the core HR systems .It
isused for recruitment and selection, career mapping or pathing,
training and development, performance management,
organization design, compensation and benefits and
manpower planning. The fact that it provides an overview of
scope and responsibility of the job and mapsthe skills or
competencies makes it a handy tool.
<body style='background:transparent'></body></html>"">

Job profile is an integral part of the recruitment process. It can

be used to obtain employeeownership and support for the
position and to trace the parameters of the skills and
abilitiessought for the position. Clearly defined Job description
can help companies make wise hiringdecisions. Hiring the best
can be facilitated through Job description since it is a tool to
access the best fit. Wrong fit will impact the organization
adversely and the fallout is that it hits key metricsaround
productivity and retention. Right Job description gets the right
talent. Employees are ableto clearly understand and deliver, thus
impacting overall productivity levels. Job Description
alsoensures that an organization does not dilute its standards or
competency levels, which isimportant for processing the spirit of
meritocracy
BARRIERS TO JOB DESCRIPTIONA common objection to
the use of written job description from concern about losing
flexibility tomanage, especially when technology or other
conditions are changing.
y

Understandably, employers do not want their much written

words to restrict their right todirect what workers do o the job or
how they do it. The legendry, ³that¶s not in my jobdescription,¶
however, need not to be a problem to any employer making
reasonableassignments to workers.
y

In fact the employee who does not have a written Job

description may be more likely tofeel that a supervisor¶s
directive is overstepping rightful bounds.
y

Finally, and perhaps most typically, many employers do not use

written job description because the task of developing them
looms too large or uncertain.UNCLEAR JOB
DESCRIPTIONThe use of µjob description¶ in the management
of organizations resources is progressivelychanging to the writing
and use of µrole statements¶. This is because the manner in which a job
isdescribed in a typical job description is essentially in the form
of enlisting the tasks and duties to be performed. Consequently,
it fails to articulate the dynamics and evolving expectations
thatone has in the execution of the responsibilities of that
position. Unclear job descriptions lead to problems like lack of
clarity in defining deliverables and mismatch in expectations
between themanagement and the employees. Such descriptions
hinder performance management and career development. If
employees are clueless about their responsibilities and functions,
their productivity is affected and hence the business suffers.
This can affect the team performance aswell, as a result of under
utilities resources. The ambiguity can impact the relationship
between amanager and his sub-ordinate.´ managers may not
utilize the tasks that the employee can do verywell or push the
employees to do tasks he or she may not be skilled at either way
discontentattrition,´The job description should be:-Job
description should be reliable, valid, understandable, and
specific enough to providedirection for staff behavior .Job
description should focus on what the staff member does.
 COMPANY PROFILE

Why Geojit BNP Paribas ?

1. 25 years of history in Indian Capital Market

Geojit BNP Paribas has 25 years of in-depth broking
experience in the Indian Capital Market. More than
657,000 clients, a network of over 526 offices and
 manages assets worth over Rs 13,521 crores (As on 30th
September 2012) in Assets Under Management reflect
the trust reposed in our expertise.

2. Pioneer in Online Trading in Feb. 2000

In the year 2000, Geojit BNP Paribas pioneered the
simple concept of providing individuals with the facility
to trade online. This revolution has given the company
the first mover advantage in online trading. As a creative
innovator, Geojit BNP Paribas uses advanced
technology in online trading to meet client requirements
such as customized online trading platforms and many
other services.

3. Strong Shareholders
Geojit BNP Paribas is backed by strong shareholders.
In 2007, global banking major BNP Paribas joined the
company’s other major shareholders - Mr. C.J.George,
KSIDC (Kerala State Industrial Development
Corporation) and Mr.Rakesh Jhunjhunwala – when it
took a stake to become the single largest shareholder.

4. Wide range of products

Geojit BNP Paribas offers a wide range of trading and
investment products and solutions. Certified financial
advisors help clients to arrive at the right financial
solution to meet their individual needs.
 The wide range on offer includes - Equities | Derivatives
| Currency Futures | Custody Accounts | Mutual Funds |
Life Insurance & General Insurance | IPOs | Portfolio
Management Services | Property Services | Margin
Funding | Loans against Shares

5. Attractive brokerage slabs

We provide excellent value for money by offering:
low online brokerage charges
0.03% for Equity intra-day trades
0.30% for Equity delivery trades
Rs.75 per lot for options
0.03% for futures including Minifty
Currency Brokerage ranging from Rs.10-Rs.15
according to contracts.

6. Learn the craft

You too can develop your trading skills by availing of
the effective guidance by our research department. We
offer-
 Daily mails delivered to our client’s mailbox on

market conditions and recommendations

 Technical analysis of BSE 200 Index scrips

 Free monthly investment magazine

 Services of professionally qualified executives at

558 offices across India.

 Our strong research ideas have been instrumental in
 converting our clients into successful traders.

7. Multichannel service- Internet, Phone, Branch

trading
Trade the way that you want to by selecting from
multiple channel options- Internet, Phone or Branch.

8. First mover advantage

Geojit BNP Paribas through its first mover advantage in
different areas has been the first to serve investors with
its innovative offerings.
 1st to launch internet trading in the year 2000.

 1st to launch integrated internet trading system for

cash and derivative segments in the year 2002.

 1st Indian stock broking company to commence

domestic retail broking operations in any foreign

country.
 1st in the industry to have a global player offering

its name thereby creating Geojit BNP Paribas.

 1st to launch exclusive branches for women in

2005.
9. Our deep reach
We have a pan-India network of over 558 offices with
industry certified executives and a dedicated Call Centre
to provide you quality services.
10. Wide range of fund options
 Geojit BNP Paribas gives you the option to choose from
the 700 plus Mutual Fund schemes offered by over 35
Asset Management companies such as SBI Mutual
Fund, Reliance Mutual Fund, Franklin Templeton India
Mutual Fund, Tata Mutual Fund, Sundaram BNP
Paribas Mutual Fund, Fidelity Mutual Fund, and HDFC
Mutual Fund.

About Geojit BNP Paribas

A leading retail financial services player

Geojit BNP Paribas today is a leading retail financial services

company in India with a growing presence in the Middle
East. The company rides on its rich experience in the capital
market to offer its clients a wide portfolio of savings and
investment solutions. The gamut of value-added products and
services offered ranges from equities and derivatives to
Mutual Funds, Life & General Insurance and third party
Fixed Deposits. The needs of over 633,000 clients are met via
multichannel services - a countrywide network of over 546
offices, phone service, dedicated Customer Care centre and
the Internet.

Geojit BNP Paribas has membership in, and is listed on, the
National Stock Exchange (NSE) and the Bombay Stock
Exchange (BSE). In 2007, global banking major BNP Paribas
joined the company’s other major shareholders - Mr.
C.J.George, KSIDC (Kerala State Industrial Development
Corporation) and Mr.Rakesh Jhunjhunwala – when it took a
stake to become the single largest shareholder.

The company also has a strategic presence in the Middle East

Region in the form of joint ventures and partnerships. Barjeel
Geojit Securities, its joint venture with the Al Saud group, is
headquartered in Dubai, in the United Arab Emirates, and has
branches in Abu Dhabi, Ras Al Khaimah, Al Ain, and
Sharjah. Aloula Geojit Brokerage Co., the joint venture with
the Al Johar group in Saudi Arabia is headquartered in
Riyadh with branches in Dammam and Jeddah. BBK Geojit
Securities KSC, located in Kuwait, is a joint venture with
Bank of Bahrain and Kuwait and JZA. Geojit Qurum
Business Group Financial Services LLC is the joint venture
with QBG and National Securities Co. and based in Oman.

A strong brand identity and extensive industry knowledge

coupled with BNP Paribas’ international expertise gives
Geojit BNP Paribas a competitive advantage.

Expanding range of online products and services

Geojit BNP Paribas has proven expertise in providing online

services. In the year 2000, the company was the first stock
broker in the country to offer Internet Trading. This was
followed by integrating the first Bank Payment Gateway in
the country for Internet Trading, and many other industry
firsts. Riding on this experience, and harnessing BNP Paribas
Personal Investors’ expertise as the leading online broker in
Europe, is helping the company to rapidly expand its
business in this segment. Presently, clients can trade online in
equities, derivatives, currency futures, mutual funds and
IPOs, and select from multiple bank payment gateways for
online transfer of funds. Strategic B2B agreements with
South Indian Bank, City Union Bank and Federal Bank
enables the respective bank’s clients to open integrated 3-in-1
accounts to seamlessly trade via a sophisticated Online
Trading platform.

Further, deployment of BNP Paribas’ state-of-the-art globally

accepted systems and processes is already scaling up the
sales of Mutual Funds and Insurance.

Wide range of products and services

Certified financial advisors help clients to arrive at the right

financial solution to meet their individual needs. The wide
range of products and services on offer includes -
Equities | Derivatives | Currency Futures | Custody Accounts |
Mutual Funds | Life Insurance & General Insurance | IPOs |
Portfolio Management Services | Property Services | Margin
Funding | Loans against Shares

A growing footprint

With a presence in almost all the major states of India, the

network of over 540 offices across 300 cities and towns
presently covers Andhra Pradesh, Bihar, Chattisgarh, Goa,
Gujarat, Haryana, Jammu & Kashmir, Karnataka, Kerala,
Madhya Pradesh, Maharashtra, New Delhi, Orissa, Punjab,
Rajasthan,Tamil Nadu & Pondicherry, Uttar Pradesh,
Uttaranchal and West Bengal.

Evolution of the company

It all started in 1987 when Mr. C. J. George and Mr. Ranajit

Kanjilal started a partnership company. In 1993 Mr. Kanjilal
retired from the company and Geojit became the proprietary
company of Mr. George. In 1994, it became a Public Limited
Company named Geojit Securities Ltd. The Kerala State
Industrial Development Corporation Ltd. (KSIDC), in 1995,
became a co-promoter of Geojit by acquiring a 24 percent
stake in the company, the only instance in India of a
government entity participating in the equity of a stock
broking company. The year 1995 also saw Geojit being listed
on the leading regional stock exchanges. Geojit listed at The
Stock Exchange, Mumbai (BSE) in the year 2000.
Company’s wholly owned subsidiary, Geojit Commodities
Limited, launched Online Futures Trading in agri-
commodities, precious metals and energy futures on multiple
commodity exchanges in 2003. This was also the year when
the company was renamed as Geojit Financial Services Ltd.
(GFSL). The Board consists of professional directors;
including a Kerala Government nominee. With effect from
July 2005, the company is also listed at The National Stock
Exchange (NSE). Company is a charter member of the
Financial Planning Standards Board of India and is one of the
largest Depository Participant(DP) brokers in the country.

On 31st December 2007, the company closed its

commodities business and surrendered its membership in the
various commodity exchanges held by Geojit Commodities
Ltd. Global banking major BNP Paribas took a stake in the
year 2007 to become the single largest shareholder.
Consequently, Geojit Financial Services Ltd. has been
renamed as Geojit BNP Paribas Financial Services Ltd.

About BNP Paribas

About BNP Paribas

BNP Paribas (www.bnpparibas.com) is one of the 6 strongest
banks in the world according to Standard & Poor's.* With a
presence in 85 countries and more than 205,000 employees,
165,200 of which in Europe, BNP Paribas is a global-scale
European leader in financial services. It holds key positions
in its three activities: Retail banking, Investment Solutions
and Corporate & Investment Banking. The Group benefits
from its four domestic markets: Belgium, France, Italy and
Luxembourg. BNP Paribas also has a significant presence in
the United States and strong positions in Asia and the
emerging markets.
BNP Paribas has been operating in India since 1860 in a
number of businesses such as Investment Banking (CIB),
Private banking (BNP Paribas Wealth Management), Life
Insurance (SBI Life) and Asset Management (Sundaram
BNP Paribas), Infrastructure Funding (Srei BNP Paribas),
Retail Financing (Sundaram BNP Paribas Home Finance),
Car Contract Hiring (Arval), Institutional Broking (BNP
Paribas Securities India) and Securities Services (Sundaram
BNP Paribas Securities Services and BNP Paribas
Sundaram Global Securities Operations).
 Geojit BNPP Milestones

Product innovation backed by a high level of domain specific

knowledge and state-of-the-art technology has helped Geojit
BNP Paribas set many milestones including numerous
industry firsts.
1986
 C. J. George became member of Cochin Stock Exchange
1987
 M/s C. J. George and Co. was set up at Ravipuram,
Cochin
1988
 Company was renamed at M/s Geojit & Co.
1994
 Becomes a Public Limited Company named Geojit
Securities Ltd.
1995
 Kerala State Industrial Development Corporation
Ltd.(KSIDC) acquires 24 percent equity stake.
 Membership in National Stock Exchange (NSE).
 Public Issue
1996
 Launch of Portfolio Management Services with SEBI
registration.
1997
 Depository Participant (DP) under National Securities
Depository Limited.
1999
 Membership in Bombay Stock Exchange (BSE).
2000
 BSE Listing.
 1st broking firm in India to offer online trading facility.
 Commences Derivative Trading with NSE.
 Integrates the 1st Bank Payment Gateway in the country
for Internet Trading.
2001
 Becomes India's first DP to launch depository
transactions through Internet.
 Establishes Joint Venture in the UAE to serve NRI
customers.
2002
 1st in India to launch an integrated internet trading
 system for Cash & Derivatives segments.
2003
 Geojit Commodities Limited, wholly owned subsidiary,
launched Online Futures Trading in agri-commodities,
precious metals and in energy futures on multiple
commodity exchanges.
 National launch of online futures trading in Rubber,
Pepper, Gold, Wheat and Rice.
 Company renamed as Geojit Financial Services Ltd.
2004
 National launch of online futures trading in Cardamom.
2005
 NSE Listing.
 Geojit Credits, a subsidiary, registers with RBI as a
Non-Banking Financial Company (NBFC).
 National launch of online futures trading in Coffee.
2006
 Charter member of the Financial Planning Standards
Board of India.
2007
 BNP Paribas takes a stake in the company’s equity,
making it the single largest shareholder.
 Establishes Joint Venture in Saudi Arabia to serve the
 Saudi national and the NRI.
2008
 BNP Paribas Securities India (P) Ltd. – a Joint Venture
with BNP Paribas S.A. for Institutional Brokerage.
 1st brokerage to offer full Direct Market Access
execution in India for institutional clients.
2009
 Launch of Property Services division.
 Launch of online trading in Currency Derivatives.
 Consequent to BNP Paribas becoming the largest
stakeholder in Geojit BNP Paribas, company is renamed
as Geojit BNP Paribas Financial Services Ltd.
2010
 Launch of FLIP(Financial Investment Platform), a new
advanced online investment platform.
 Launch of state of the art Mobile Trading platform to
empower clients to trade from anywhere, even while on
the move through the innovative application FLIP- ME.
 Barjeel Geojit Securities, its joint venture with the Al
Saud group is headquartered in Dubai, in the United
Arab Emirates, and owns branches in Abu Dhabi, Ras
Al Khaimah, Al Ain, and Sharjah.
 Aloula Geojit Capital Co., the joint venture with the Al
Johar group in Saudi Arabia is headquartered in Riyadh
with branches in Dammam and Jeddah.
 BBK Geojit Securities KSC, located in Kuwait, is a joint
venture with BBK and JZA.
 QBG Geojit Financial Services LLC is the joint venture
with Qurum Business Group (QBG) and National
Securities Co. and based in Oman.
2011
 Geojit BNP Paribas and JZ Associates LLC, Kuwait
signed a JV deal with Bank of Bahrain and Kuwait to
from BBK Geojit Securities KSC. The agreement was
signed by Abdulkarim Bucheery, CEO of BBK, C. J.
George and Jassem Hassan Zainal of JZ Associates LLC
 Geojit BNP Paribas joined hands with Qurum Business
Group and National Securities Company in Oman to
form QBG Geojit Securities LLC, Oman. The deal was
inked by Sheikh Abdulaziz bin Ahmed Al Hosni, Vice
President and Chairman of Qurum Business Group and
C. J. George
2012
 Qualified Foreign Investors (QFI) Investment services
launched.
 Board of Directors

Name Designation
Non - Executive & Independent
Mr. A. P. Kurian
Chairman
Managing Director & Chief
Mr. C. J. George
Promoter
Non - Executive & Independent
Mr.Tom Jose
Director
Non - Executive & Independent
Mr. Mahesh Vyas
Director
Mr. Rakesh
Non - Executive Director
Jhunjhunwala
Mr. Ramanathan Non - Executive & Independent
Bupathy Director
Mr. Punnoose George Non - Executive Director
Mr. Olivier Le Grand Non - Executive Director
Mr. Jean Christophe
Non - Executive Director
Gougeon

Management

Name Designation
Mr. C. J. George Managing Director
Mr. Satish Menon Executive Director
Mr. Sharad Sharma Executive Director
Mr. A. Balakrishnan Chief Technology Officer
Mr. Binoy .V.Samuel Chief Financial Officer
Mrs. Jaya Jacob
Chief of Human Resources
Alexander
 Code of Conduct

CODE OF CONDUCT FOR THE DIRECTORS AND

SENIOR OFFICERS
As per Clause 49 of the Listing Agreement with the Stock
Exchanges, it shall be obligatory for the Board of Directors
of all listed Companies to lay down a code of conduct for all
Board members and senior management of the Company in
order to ensure good Corporate Governance.

I. CORPORATE GOVERNANCE Corporate governance

is about commitment to values and about ethical business
conduct. It is about how an organization is managed. This
includes its corporate and other structures, its culture, its
policies and the manner in which it deals with various
stakeholders. Accordingly, timely and accurate disclosure of
information regarding the financial situation, performance,
ownership and governance of the company, is an important
part of corporate governance. This improves public
understanding of the structure, activities and policies of the
organization. Consequently, the organization is able to attract
investors, and to enhance the trust and confidence of the
stakeholders.

We believe that sound corporate governance is critical to

enhance and retain investor trust. Accordingly, we always
seek to attain our performance rules with integrity. The Board
extends its fiduciary responsibilities in the widest sense of the
term. Our disclosures always seek to attain the best practices
in international corporate governance. We are also
responsible to enhance long term shareholder value and
respect minority rights in all our business decisions.

II. INTRODUCTION OF CODE (Preamble)

This Code of Ethics for Directors and Senior Executives (the
“Code”) helps to maintain the standards of business conduct
for Geojit BNP Paribas Financial Services Limited (the
“Company”) and ensures compliance with legal requirements
particularly of Companies Act, SEBI Regulations and the
Listing Agreement with Stock Exchanges. The purpose of the
Code is to deter wrongdoing and promote ethical conduct.
The matters covered in this Code are of utmost importance to
the Company, our shareholders and our business partners.
Further, these are essential so that we can conduct our
business in accordance with our stated values.

The Code is applicable to the following persons, referred to

as “Officers” :
 Directors of the Company
 Our Senior Management
 Members of the Board of Subsidiary Company
Ethical business conduct is critical to our business.
Accordingly, Officers are expected to read and understand
this Code, uphold these standards in day-to-day activities,
and comply with all applicable laws, rules and regulations,
the Geojit BNP Paribas Code of Conduct, Service rules and
all applicable policies and procedures adopted by the
Company that govern the conduct of its employees.
Because the principles described in this Code are general in
nature, Officers should also review the Company’s other
applicable policies and procedures.

Officers should sign the acknowledgment form at the end of

this Code and return the form to the HR department
indicating that they have received, read and understood, and
agree to comply with the Code. The signed acknowledgement
form should be available with officers concerned. Each year,
as part of their annual review, Officers will be asked to sign
an acknowledgement indicating their continued
understanding and adherence of the code.

III. HONEST AND ETHICAL CONDUCT

We expect all Officers to act in accordance with highest
standards of personal and professional integrity, honesty and
ethical conduct, while working on the Company’s premises,
at offsite locations where the Company’s business is being
conducted, at Company sponsored business and social events,
or any other place where Officers are representing the
Company.

We consider honest conduct to be conduct that is free from

fraud or misrepresentation or deception. We consider ethical
conduct to be conduct conforming to the accepted
professional standards of conduct. Ethical conduct includes
ethical handling of actual or apparent conflicts of interest
between personal and professional relationships. This is
discussed in more detail in Section IV below.
IV. CONFLICTS OF INTEREST
An Officer’s duty to the Company demands that he or she
avoids and discloses actual and apparent conflicts of interest.
A conflict of interest exists where the interests or benefits of
one person or entity conflict with the interests or benefits of
the Company. Examples include:
A. Employment/Outside employment:With regard to the
employment with the Company, Officers are expected to
devote their full attention to the business interests of the
Company. Officers are prohibited from engaging in any
activity that interferes with their employment with the
Company. Our policies prohibit Officers from accepting
simultaneous employment with suppliers, customers,
developers or competitors of the Company, or from
taking part in any activity that enhances or supports a
competitor’s position. Additionally, Officers must
disclose to the Company’s Audit Committee, any
interest that they have that may conflict with the
business of the Company.

B. Outside directorships: It is a conflict of interest to serve

as a director of any company that competes with the
Company. Officers must first obtain approval from the
Company’s audit committee before accepting a
directorship.

C. Business Interests: If an Officer is considering investing

 in any customer, supplier, developer or competitor of the
Company, he or she must first take care to ensure that
these investments do not compromise on their
responsibilities to the Company. Our policy requires that
Officers first obtain approval from the Company’s Audit
Committee before making such an investment. Many
factors should be considered in determining whether a
conflict exists, including the size and nature of the
investments, the Officer’s ability to influence the
Company’s decisions, his or her access to confidential
information of the Company or of the other company,
and nature of the relationship between the Company and
the other company. At the time of application for
approval, full facts of the proposed investment shall be
placed before the Committee.

D. Related parties: As a general rule, Officers should avoid

conducting Company’s business with a relative, or have
business in which a relative is associated in any
significant role. A relative means and includes spouse,
children, parents, grandparents, grandchildren, aunts,
uncles, nieces, nephews, cousins, step relationships, and
in-laws. Subject to the rules and regulation, the
Company discourages the employment of relatives of
Officers in key positions or assignments within the same
department. Further, the Company prohibits the
employment of such individuals in positions that have a
financial dependence or influence (e.g. an auditing or
control relationship, or a supervisor/subordinate
 relationship). Every employee drawing a monthly salary
of Rs.10,000/- or more shall disclose whether he is a
relative or not of any of our directors.

E. Payments or gifts from others: Under no circumstance

the Officers shall accept any offer, payment, promise to
pay, or authorisation to pay any money, gift, or anything
of value from customers, vendors, consultants, etc., that
is perceived as intended, directly or indirectly, to
influence any business decision, any act or failure to act,
any commitment of fraud, or opportunity for the
commitment of any fraud. Inexpensive gifts, infrequent
business meals, celebratory events and entertainment,
provided that they are not excessive or create an
appearance of impropriety, do not violate this policy.
Questions regarding whether a particular payment or gift
violates this policy are to be directed to Finance
Department. Gifts given by the Company to suppliers or
customers should be appropriate to the circumstances
and should never be of a kind that could create an
appearance of impropriety. The nature and cost must
always be accurately recorded in the Company’s books
and records.

F. Corporate opportunities: Officers may not exploit for

their own personal gain, opportunities that are
discovered through the use of corporate property,
information or position, unless the opportunity is
 disclosed fully in writing to the Company’s Board of
Directors and the Board declines to pursue such
opportunity.

G. Interested Contracts: Except with the consent of the

Board of Directors of the Company, any of the Director
or his relative or a firm in which a director or his relative
is a partner, any other partner in such a firm, or a private
company of which the director is a member or director
shall enter into any contract with the Company for sale,
purchase or supply of goods, materials or services, or for
underwriting the subscription of any shares in or
debentures of the Company except for purchase or sale
of goods for market price or such contracts which either
party regularly trades or does business. For any
clarification in this regard, the officers are requested to
contact to the Finance Department / Secretarial
Department / Legal Department.

H. Whistle Blower Policy: Employees who came across

any unethical or improper practice (not necessarily a
violation of law) shall be free to approach the Audit
Committee without necessarily informing their
supervisors. All officers are requested to inform their
subordinates about their this right through an effective
manner. For any clarification in this regard please
contact Finance Department / Secretarial Department /
 Legal Department.

I. Other Situations: It would be impractical to attempt to

list all possible situations. If a proposed transaction or
situation raises any questions or doubts, please contact
Finance Department.
V. COMPLIANCE WITH GOVERNMENTAL LAWS,
RULES AND REGULATIONS
Officers must comply with all applicable governmental laws,
rules and regulations, Officers must acquire appropriate
knowledge of the legal requirements relating to their duties
sufficient to enable them to recognise potential dangers, and
to know when to seek advice from the Finance Department.
Violations of applicable governmental laws, rules and
regulations will lead to penal action as specified in the
respective statutes. In any doubt about the compliance with
laws rules/regulations /guidelines contact appropriate
department of the Company.

VI. VIOLATIONS OF THE CODE

Part of an Officer’s job, and of his or her ethical
responsibility, is to help enforce this Code. Officers should
be alert against possible violations and report this to
appropriate department. Officers must co-operate in any
internal or external investigations of possible violations.
Reprisal, threat, retribution or retaliation against any person
who has, in good faith, reported a violation or a suspected
violation of law, this Code or other Company policies, or
against any person who is assisting in any investigation or
process with respect to such a violation, is prohibited.

The Company will take appropriate action against any

Officer whose actions are found to violate the Code or any
other policy of the Company. Disciplinary actions may
include immediate termination of employment at the
Company’s sole discretion. Where the Company has suffered
a loss, it may pursue its remedies against the individuals or
entities responsible. Where laws have been violated, the
Company will cooperate fully with the appropriate
authorities.

VII. WAIVERS AND AMENDMENTS OF THE CODE

We are committed to continuously reviewing and updating
our policies and procedures. Therefore, this Code is subject
to modification. Any amendment or waiver of any provision
of this Code must be approved in writing by the Company’s
Board of Directors and promptly disclosed on the Company’s
website and in applicable regulatory filings pursuant to
applicable laws and regulations, together with details about
the nature of amendment or waiver.
 Share Holding Pattern

Distribution of Shareholding as on Quarter ending 31st

March, 2012 as per Clause 35 of Listing Agreement
 Total
shareholding as
a percentage of
No. No. of total number of
of shares shares
Categ Total
Category of shar held in Total
ory no. of
shareholder e demateri Total share
Code shares
hold alised sharehol holdin
ers form ding as g as a
a % of % of
(A+B) (A+B
+C)
Shareholding of Promoter and
(A)
Promoter Group
(1) Indian
Individuals/
Hindu 46200 4620000
(a) 2 20.23 20.23
Undivided 000 0
Family
Central
Government
(b) State 0 0 0 0 0
Government
(s)
Bodies 20000 2000000
(c) 1 8.76 8.76
Corporate 000 0
Financial
(d) 0 0 0 0 0
Institutions/
 Banks
Any Other
(e) 0 0 0 0 0
(specify)
Sub-Total 66200 6620000
3 28.99 28.99
(A)(1) 000 0
(2) Foreign
Individuals
(Non-
Resident
(a) 0 0 0 0 0
Individuals/
Foreign
Individuals)
Bodies 76688 7668895
(b) 1 33.58 33.58
Corporate 959 9
(c) Institutions 0 0 0 0 0
Any Other
(d) 0 0 0 0 0
(specify)
Sub-Total 76688 7668895
1 33.58 33.58
(A)(2) 959 9
Total
shareholdin
g of
Promoter
14288 1428889
and 4 62.57 62.57
8959 59
Promoter
Group (A)
=(A)(1)+(A)
(2)
 Public
(B) Shareholdin
g
(1) Institutions
Mutual
(a) 0 0 0 0 0
Funds/UTI
Financial
(b) Institutions/ 1 8900 8900 0 0
Banks
Central
Government
(c) /State 0 0 0 0 0
Government
(s)
Venture
(d) Capital 0 0 0 0 0
Funds
Insurance
(e) 0 0 0 0 0
Companies
Foreign
57093
(f) Institutional 10 5709385 2.50 2.50
85
Investors
Foreign
Venture
(g) 0 0 0 0 0
Capital
Investors
Any other
(h) 0 0 0 0 0
(specify)
 Sub-Total 57182
11 5718285 2.50 2.50
(B)(1) 85
Non-
(2)
Institutions
Bodies 57705
(a) 494 5676532 2.53 2.53
Corporate 52
(b) Individuals
i. Individual
shareholders
holding
450 28925 2825571
nominal 12.67 12.67
69 792 9
share capital
upto Rs.1
Lakh.
ii. Individual
shareholders
holding
76182
nominal 18 7018206 3.36 3.36
06
share capital
in excess of
Rs.1 Lakh.
Any other
(c)
(specify)
(c-i) Trusts 1 400 400 0 0
Directors &
29514 2951490
(c-ii) their 6 12.92 12.92
900 0
relatives
(c-iii) Non resident 967 68367 6836796 2.99 2.99
 Indians 96
Clearing 33366
(c-iv) 116 333669 0.15 0.15
members 9
Hindu
75254
(c-v) undivided 548 752545 0.33 0.33
5
families
Sub-Total 472 79752 7838876
34.92 34.92
(B)(2) 19 860 7
Total Public
Shareholdin
472 85471 8410705
g 37.43 37.43
30 145 2
(B)=(B)(1)+
(B)(2)
TOTAL (A) 472 22836 2269960 100.0
100.00
+(B) 34 0104 11 0
Shares held
by
Custodians
and against
(C) which 0 0 0 0 0
Depository
Receipts
have been
issued.
Promoter
and
1 0.00 0.00
Promoter
Group
2 Public 0.00 0.00
Sub-Total
0 0 0 0.00 0.00
(C)
Grand
472 22836 2269960 100.0
Total(A)+(B 100.00
34 0104 11 0
)+(C)

NRI

 BBK Geojit Securities KSC, located in Kuwait, is a

joint venture with BBK and JZA.
 QBG Geojit Financial Services LLC, is the joint
venture with Qurum Business Group (QBG) and
National Securities Co. and based in Oman.
 Barjeel Geojit Securities, LLC, Dubai, is a joint
venture of Geojit BNP Paribas with Al Saud Group
 belonging to Sultan bin Saud Al Qassemi having
diversified interests in the area of equity markets, real
estates and trading. Barjeel Geojit is a financial
intermediary and the first licensed brokerage company
in UAE. It has facilities for off-line and on-line trading
in Indian capital market and also in US, European and
Far-Eastern capital markets. It also provides Depository
services and deals in Indian and International Funds. An
associate company, Global Financial Investments
S.A.O.G provides similar services in Oman.
Click here to know more
For Branch details Click here
 Aloula Geojit Capital Co, is Geojit BNP Paribas's joint
venture in Saudi Arabia with the Al Johar Group. Saudi
is home to the world’s single largest NRI population.
The Saudi national and the NRI would be able to invest
in the Saudi capital market. The NRI would also be able
to invest in the Indian stock market and in Indian mutual
funds. This joint venture makes Geojit BNP Paribas the
first Indian stock broking company to commence
domestic retail brokerage operations in any foreign
country.
Overseas Business Association
 Bank of Bahrain and Kuwait (BBK), one of the

largest retail banks in Bahrain & Kuwait through its

NRI-Business, and Geojit entered into an exclusive
agreement in September 2007. This association will
provide the bank’s sophisticated client base, the
opportunity to diversify their holdings through
investments in the Indian stock market. Services offered
 are- Investment Advisory, Portfolio Management,
Mutual Funds, Trading in Indian Equity Market,
DEMAT and Bank account, Offline Share Transactions
and PAN Card.

Equity

BSE NSE
Geojit BNP Paribas, a member of NSE and BSE, has a
network of over 500 branches in India and abroad,
rendering quality equity trading services. Geojit BNP
Paribas not only has a strong offline presence but also
provides automated online trading services.
Geojit BNP Paribas also provides a Call & Trade facility to
its customers wherein they can place and track their orders
through our dedicated Call Centre Desk by dialling the toll
free number 1800-425-5501 or 91-484-2405822 (Standard
Rates Apply).
Geojit BNP Paribas's retail spread caters to the need of
individual investors. Trading in equities is made simple,
safe and interesting with smart advice from the research
desk through daily SMS alerts, market pointers, periodical
research reports, stock recommendations and customer
meets organized frequently.
The online trading system allows customers to track the
markets by setting up their own market watch, receiving
research tips, stock alerts, real-time charts and news and
many more features enable the customer to take informed
decisions.
The brokerage structure* makes Geojit BNP Paribas's
Online trading all the more attractive:
 0.03% for day trading (applicable on both sides)
 0.30% for delivery
* Applicable to Ordinary Resident account only
OBJECTIVE

To find the employee awareness about Job Description

RESEARCH METHODOLOGY

Research in common parlance refers to a search for

knowledge.One can also define research as ascientific and
systematic search for pertinent information on a specific
topic.Research is an art of scientific investigation.Research is
thus an original contribution to theexisting stock of knowledge
making for its advancement.It is the pursuit of truth with the
help of study,observations,comparison and experiments.The
search for knowledge through objectivesand systematic method
of finding solutions to a problem is research.My research was to
find out whether the employees in the organization know about
jobdescription and if they did not ,to give them appropriate
knowledge about it.Also had to find outhow many exact
positions exist in the organization.
OBJECTIVES OF RESEARCH
The purpose of research is to discover through the application of
scientific procedures.The mainaim of research is to find out the
truth which is hidden and which has not been discovered
asyet.Though each research study has its specific purpose,we
may think of research objectives asfalling into a number of
following broad groupings:

To find the employee awareness about job descritption.

DATA ANALYSIS AND INTERPRETATION

FINDINGS AND OBSERVATION

Observation while doing project are as follows:-1. Employees in

the organization were not satisfied with their jobs. They had no
idea about their role in the organization.2. Due to lack of
motivation, employees, were not able to perform their jobs to the
best of their abilities.3. Employees needed training and
development programs to develop their skills to be
moreeffective and efficient.4. It was also observed that
employees were leaving their jobs due to non-clarity and non-
satisfaction of their jobs.5. One good thing that was observed
was that the HR department was taking initiatives toimprove the
overall environment but due to certain limitations was not been
able to do thesethings.
SUGGESTIONS

The present working conditions in the organization is to be

improved.
y

The company has to improve the superior sub-ordinate

relationship in the organization.
y
The company should check the awareness of job description of
employees so that theycan perform better.
y

The company should provide guidelines about the job to the

employees so they can bemore efficient in their job.
y

The company may provide much more opportunity to the

employees to express their grievances.
y

The study recommends the company to take necessary attention

towards employees toretain them in their job.
y

The study also recommends monthly best performance award

for employees so that theemployees are encouraged to do their
best to achieve the goal.

CONCLUSIONS
Human resource is the most valuable asset in any organization.
Organisation are made up of people and functions through
people. They are the most vital resource of any organization so
thehuman resource should be utilize to the most possible extent
in order to achieve individual andorganizational goal.The
present study has made an attempt to measure the awareness of
job description of employees. The major findings provides
valuable information which will help the managementof ADOR
WELDING LIMITED, Pune to take necessary steps to improve
the awareness of jobdescription of the employees.The project is
conducted to know the factors which leads to the job description
and level of awareness.Human beings are the most valuable
asset in any organization and the management should takeevery
efforts to preserve and enhance the value of the assets.
LIMITATIONS
These was only two months study .

Data available was not sufficient , there was lack of availability

of data as most of it wasconfidential for company.

Sample size is too small.

Language was one of the major factor during questioner filling.

QUESTIONNAIRE

Name of the employee:-Designation:-Department:-Day to day

activities:-Qualification:-1.

Do you know what a ³JOB DESCRIPTION´is?Yes No2.

Have you ever gone through a ³JOB

DESCRIPTION´previously?Yes No3.

Do you think ³JOB DESCRIPTION´ will help you to perform

better?Yes No4.

Do you think,if³JOB DESCRIPTION´ is given to you,you will

be more familiar andsatisfied with your job?Yes No5.
Do you feel ³JOB DESCRIPTION´ should be implemented in
your organization?Yes NoIf yes, whyIf no, why

BIBLIOGRAPHY
Books Referred :
Human resource management By Ashwaththapa.

Personnel management By C.B.Mamoria

Web sites
:
www.geojit.com www.google.com www.wekipedia.com

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