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13 Chapter 4 Essay

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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 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 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 G.S.O. which will indicate shortage or surplus of staff? 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 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)

Never
Sanctioned
12
(3.70)
8
(2.46)
12
(3.70)
6
(1.85)
18
(5.55)
24
(7.41)
34
(10.49)
40
(12.34)

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)

Sr.no.

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)

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)

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 institut...

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Keywords

-06 -07 -08 -09 -1 -10 -126 -17940 -19870 -2 -2009 -20940 -21710 -22000 -22470 -31300 -38610 -42000 -43350 -44710 -7 -70270 -75900 -77000 /or /percentage 0 0.00 0.000 0.33 0.62 0.67 0.72 00.00 000 1 1.00 1.000 1.1 1.2 1.2.1 1.2.2 1.2.3 1.21 1.23 1.24 1.3 1.33 1.45 1.450 1.6 1.67 1.670 1.85 10 10.00 10.14 10.49 10.53 100 100.00 10100 102 104 106 11 11.00 11.11 11.33 11.54 11.60 11.72 11.73 110 1118 112 11300 114 116 12 12.32 12.34 12.35 12.50 12.95 12.96 120 122 124 126 128 13 13.33 13.58 13.77 130 132 134 13600 137 138 14 14.00 14.20 14.49 14.81 14.82 146 146.43 148 15 15.38 15.43 15.67 150 152 156 16 16.00 16.05 16.33 16.67 162 166 168 17.00 17.39 17.40 17.67 170 17300 18 18.11 18.12 18.33 18.52 18.660 18.75 18.84 19 19.14 19.33 19.35 19.57 19.58 19.75 192 1950 2 2.00 2.1 2.17 2.170 2.2 2.3 2.33 2.46 2.47 2.671 2.9 2.90 20 20.00 20.07 20.29 20.33 20.37 20.67 20.83 20.98 20.99 200 2005 2006 2007 2008 2009 201 204 208 21.00 21.05 21.34 21.38 21.60 21.61 21.67 212 21200 218.75 21900 22 22.22 22.23 22.46 22.47 22.83 22.84 220kv 226 23 23.08 23.46 23.91 236 24 24.07 24.64 240 25 25.00 25.31 25.81 25.92 252 26 26.00 26.09 26.10 26.32 26.55 26.92 264s 27.00 27.67 27.68 27000 274 276 278 28 28.27 28.33 28.40 28.98 28.99 280 29.17 29.63 292 3 3.00 3.08 3.09 3.1 3.2 3.2.1 3.2.10 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.2.7 3.2.8 3.2.9 3.33 3.4.1 3.4.2 3.62 3.67 3.70 3.71 3.82 3.84 3.85 30 30.25 30.43 30.44 30.86 30.87 300 306 31.16 31.25 31.48 31.58 32 32.00 32.10 32.61 324 33 33.33 33.95 34 34.00 34.06 34.57 34.58 34.62 34.78 35.19 35.33 35.48 35.49 351 36 36.00 36.23 37 37.04 37.50 37.65 37.67 38 38.27 38.71 38.89 39.13 39.34 39.86 4 4.00 4.1 4.10 4.11 4.12 4.17 4.2 4.3 4.32 4.35 4.4.1 4.4.2 4.4.3 4.5 4.6 4.67 4.7 4.8 4.9 4.93 4.94 40 40.00 40.13 40.58 40.74 400 41.36 41.66 41200 42 43.83 44 44.93 46 46.15 46.91 472 48 48.15 48590 5 5.00 5.07 5.26 5.33 5.55 5.80 50 50.00 51 51.00 51.85 52 52.47 52.63 520 53.70 53.85 54 54.94 54700 55.71 56 56.25 56.86 57.69 57.85 58 59 590 6 6.17 6.25 6.45 6.52 6.67 6.79 60 60.00 600 61.54 62 62.96 63.16 64 65.43 66 66.67 67.28 67.50 68 68.60 69.56 7 7.25 7.33 7.41 7.66 7.69 7.97 70 70.00 718 72 7300 74 74.64 75.36 76 77 78 78.67 79 8 8.00 8.02 8.33 8.38 8.64 8.70 80 80units 81.48 8100 82 83 83.33 83.95 84 84.58 85.70 85.81 86 8800 9 9.26 9.65 9.88 9.880 90 90.00 90.12 92 932.72 94 96 97 9700 98 99 a.d abil abl absente academ accept accid accompani accomplish accord account accur achiev acquir acquisit across act act.1959 activ actual addit address adequ administr adopt advanc advertis advis advisor age agenc agre ahmedabad ailment allegi alloc allow along alreadi also alway among amr analysi analyz anatomi annual anoth anticip appear appli applic appoint appointe apprentic apprenticeship approv aptitud ar area argument aris arrang art ask aspect assess asset assign assist associ asst assur attain attempt attend attitud attract author avail averag avoid b b.qu.no bad balanc ban bank base basi basic becom begin belong benefit 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