i human resource planning, recruitment and...

I HUMAN RESOURCE PLANNING, RECRUITMENT AND SELECTION IN SVGB

It presents human resource planning, recruitment,

I selection, and other policies and practices, followed by

I the bank based on information collected from official

records of the bank,

HUMANRESOURCE PLANNING, RECRUITMENT AND

SELECTION IN SVGB

4.1. HUMAN RESOURCE PLANNING

The process of Man Power / Human Resource Planning is the key to the success of

the organization. if it is carefully, cautiously and based on real and factual dab available.

It is a process of determining how an organi7.tion should move from its current man

power position to its desired man power position. With the help of tiuninn Resource

Planning, management strives to have the right number, thc right hind of people at right

places at the right time to do the things which ~ s u l t s in both the organization and the

individual receiving the maximum long run benefits. To understand precisely. llunian

Resource Planning consists in projecting future man power requirements and the

projections. Human resource planning is also called manpower planning. employment

planning or personnel planning.

4.1.1. Meaning and Significance

'Human Resource Planning' alternatively known as personnel or man power or

employment planning, involves forecast of employment needs of the organization and

analysis of present work force to arrive at surplus or shortage. Then action plans arc lo he

under taken to correct the imbalances between supply and demand.

Stainer, defines man power planning "as a strategy for thc acquisition, utilization,

improvement and preservation of an enterprise's human resuurccs. It relaks to

establishing job specifications or the quantitative requirements. Its job is determining the

number of personnel required and developing sources of man power'. Thus Human

Resource Planning (HRP) is one of the most important elements which strives to have the

right kind of people at right places and right time to do the things which result in both

organization and the individual receiving the maximum long- run benefits.

4.1.2. Objectives of Human Resource Planning

i) To ensure optimum use of human resource existing in the organization.

ii) To forecast future requirements for human resources know it future needs so as to

maximize the future return on investment on human resources.

iii) They should develop procedures and techniques to determine the requirements of

different types of human resources over a period of times.

iv) To link human resource planning with organizational planning.

v) 'To anticipate the impact of technology on jobs and human resources

vi) '1'0 determine levels and nature of recruitment and training.

vii)To estimate the cost of human resources and housing needs of employees.

4.1.3. Importance of Human Resource Planning

I . I-luman Resource planning creates awareness about the right man in the right

place' because man is required in relation to work and it is basic to the

requirement of man power planning that this elementary, but fundamental principle

is adhered to.

2. It ensure that adequate number of personsare selected and trained well in advance

to f i l l future job vacancies in the organimtion.

3. Human resource planning identifie5 existing man power gaps so that available

training programmes may be developed in terms their quality and quantity.

4. Provision for replacement of personnel can be made through human resource

planning.

5. Human resource planning hcilitates the expansion and diversitication of business

in respect of assessing ft~ture requirements of the company expands or new units

set up.

6. Human resource planning is helpful in effective utilization of technical progress.

4.1.4. Steps in HRP Process

The process of man power planning involves many steps before an organization

can be assured of getting right people for the right job. These are four basic steps in human

resource planning2.

(a) Planning for future needs: How many people with that abilities will the

organization need to remain in operation for the foreseable hture.

(b) Planning for future balance: How many people presently employed can be

expected to stay with the organization. The difference between this number and

the number the organization will lead to the nest step.

(c) Planning for Recruitment and Selecting for Laying o m How can the

organization being in the number of people it will be need?

(d) Planning for development: How should the training and movement of

individuals within the organization be managed so that the oryaniratian will be

assured of a continuing supply of experienced and capable personnel7

Thus HRP is based on forecasting which attempts to assess the future personnel

needs of the organization, and the human resource audit, in which the skills and

performance of organization members are appraised to know Ihe unutilized talent and gaps

that exist in the present manpower.

4.1.5. Human Resource Planning in SVGB

It is reported that SVGB adopts short term planning for forecasting its manpower

requirements. Though the bank has no separate "Iluman Resource Planning Organi7.tion"

and Development Department, Senior Manager (personnel department ) at the head office

of SVGB looks after all aspects relating to man power planning . Man power planning in

SVGB is entirely based on circulars and guidelines issued by the Central Cicjvernmenl

fmm time to time. Central Government has fixed manpower nonns by taking into accounl

the size and business turnover of RRBs and their branches. As a result, SVGB and its

sponsor bank (Indian Bank) carry on a systematic and scientific assessment on man power

requirements of SVGB periodically in accordance with the guidelines and circulars issued

by the Central Government in this regard. Prior permission of Central (iovernmcnt is

required for creation and filling up of any new posts except to fill posts on compassionate

grounds on death of employees.

4.2. RECRUITMENT

4.2.1. Meaning a n d Importance

Job analysis and human resource planning identifies the human needs and

requirements of an organization. Once these needs are known it is necessary to initiate

steps to meet these needs and requirements. There fore, the next step is 'recruitment'.

'Recruitment' is considered as most important aspect of acquisition function because

unless the right type of people are hired, even the best planning and control systems will

not yield the desired results. According to Dale Yoder et. al., "recruitment is a process to

discover the sources of man power to meet the requirements of the staffing and to employ

cffective measures for attracting that man power in adequate numbers to facilitate

effective selection of an efficient working force3".

4.2.2. Steps in Recrui tment

Recruitment process can be broadly divided into five steps viz., (a) Recruitment

Policy, (b) Recruitment Organization, (c) Developing Sources of Recruitment, (d)

Methods or Techniques used for Kecruitment and (c) Evaluation of the Recruitment

Programme.

(a) Recruitment Policy

The recruitment policy determines the objectives of the recruitment and provides a

frame work for implemenlation of the recruitment programme in the form of procedures.

Recruitment policy should be very sound and flexible so that only capable and efficient

employees are hired. It should take into consideration legal and political environment, i.e.,

public policy, prevailing in the country. Most obvious public policies are those that (i)

limit the employment of children, (ii) limit the range of jobs for which women be hired;

and (iii) provide for job reservations for certain categories of persons like persons

belonging to Scheduled Castes, Scheduled Tribes, Backward Communities, Sports-man.

Displaced persons, disabled persons, sons-of- the soil etc in the matter of recruitment 4.

(b) Recruitment Organization

There is no general procedure for hiring new personnel which is applicable lo all

business enterprises. Each enterprise has its "tailor-made" procedure which brings it the

desired quantity and quality of man power at the minimum possible cost. Recruitment

organization is classified into centralized and decentralized organizations. The most

commonly adopted practice is to centralize the recruitment and selection function in a

single office. All employment activity should be centralized, if the policies of the top

management are to be implemented consistently and etliciently.

(c) Developing Sources of Recruitment

Before the process of recruitment of manpower starts, it is necessary for an

organization to consider the most likely source of the type of employees it needs. Some

companies try to develop new sources. while others try to top the existing sources they

have. Basically. the sources of recruitment may be divided into internal and external '. (i) Internal Sources

Internal sources are the most obvious sources. 'l'hese include personnel already on

the pay roll of an organization. Whenever any vacancies arises some employees with in

the organization are upgraded, transferred and promoted.

(ii) EMernal Sources

Organizations may look for people outside it. Entry level jobs are usually filled by

new entrants from out side. Also in the following circumstances organizations may resort

to out side sources, (a) when suitably qualified people are not available with in the

organization; (b) when the organi7ation feels it is necessary to inject new blood in to for

fresh ideas, initiatives, etc, (c) when it is diversifying in to new avenucs; and (d) when it

is merging with another organization.

(d) Methods of Recruitment

Recruitment methods or techniques are the means by which an organization

establishes contact with potential candidates, provides them necessary information and

encourages them to apply for jobs6. Various methods of recruitment have been classified

into three tier model as follows;

i) Direct method

These include campus interviews and keeping a live register of job seekers.

Usually for jobs requiring technical or professional skills, organizations may visit the

colleges and universities and are recruit persons for various jobs. Some organiations

maintain like register/ records of job applicants and refer to them as and when the need

arises. Usually in all such cases, preliminary screening is completed by examining the

application form filled by the candidate and / or preliminary interviews.

ii) Indirect method

Indirect methods involve mostly advertising in news paper, on the radio, in trade

and professional journals, technical magazines and broachers. This method is appropriate

where there is plentiful supply of talent which is geographically or other wise spread out

and when the purpose of the organization is to reach out to a Berger target group.

However, it is not always possible to get key professionals or those which rare skills

through this method.

iii) Third party method

Various placement agencies and other parties can be used to attract job seekers.

The important ones: like public and private employment agencies professional search

firms, professional associations, educational institutions, trade unions, head hunters, etc

friends and relation of existing staffs and deputation method can also be used.

In practice, recruitment methods vary ^according to job level and skill. Thus,

various methods and techniques used for recruitment can be broadly consist of: (i) media

advertisement (ii) employment agencies (iii) campus recruitment (iv) casual callers (v)

recommendations and (vi) head hunters

(e) Evaluation of recruitment function

Sources for recruiting should be periodically evaluated. For this purpose, the

critcria may be the cost per applicant, the applicant 1 hiring ratio, tenure, performance

appraisals, ctc.

4.3. SELECTION

4.3.1. Meaning and Significance

Selection is a part of recruitment function. It is the process of choosing the

prospective candidates who can match best with organization's needs. Selection is a two

way decision making process. According to Stoner "selection process involves mutual

decision making. The organization decides rather or not to make a job offer and now

attractive the offer should be whereas thelob candidates decides whether the job offer will

fit his or her needs and goals"7.

Selection divides dl applicants in to two categories (i) suitable and (ii) unsuitable.

Thus it may be described as processes of rejection because more candidates are turned

away then are hired. Several candidates will be applying for each position, and the

organization will, on the bases of a series of devices. hire the candidate it feels it most

suitable. If selection is carried out put properly. it can minimize the costs of replacements

and training, reduce legal challenges and result in a more productive work force. Selection

of personnel to man the organization is a crucial. complex and continuing function. The

ability of an organization to attain its goals effectively depends upon the effectiveness of

its selection programme.

4.3.2. Steps in Selection Process

The standard selection process has the following seven steps. (i) Initial screening

Interview. (ii) Completion of the application fonn, (iii) Employment test, (iv) Employnlent

interview, (v) Background investigation, (vi) Physical examination, (vii) Finnl

employment decision. Each of these steps represents a decision point requiring some

affirmative feedback for the process to continuea. In practice, the actual selection process

may vary from organization to organization from job to job in organizntion. Also somc

steps may be omitted if they do not field data that will aid in predicting success, or if the

cost of the step is not warranted.

4.3.3. Selection Devices/Tools

Selection devices enable the managers to get information in order to predict the

suitability of the applicant for the job. To be an effective predictor, a selection device

should be reliable and valid. The following are commonly used selection devices.

(a) Application blanks (Forms)

Most common method used in collecting information in collecting information

fmm the applicants is application blanks. Application blanks are effective for acquiring

hard biographic data. Weighted application form is more effective as it provides relevant

information for predicting job success.

(b) Employment tests

Employment tests serve as a screening device and provide supplementary inputs in

selection decisions. They serve as additional predictors intended to make selection

decisions more opt and accurate. They are different types of employment tests like (i)

written tests (ii) performance simulation tests, (iii) personality inventories and

temperament tests (iv) non-verbal communication tests etc. These tests have varying

degrees of validity and reliability.

The management may conduct any one or a combination of these tests to ensure

the right selection of the personnel.

(c) Employment Interview

Interview is an oral examination of candidates for employment. It is probably the

most widely used and core method of selection. It is face to face communication and

involves a brief personal contact with the candidate to judge his suitability for the job. Its

purpose is to find out the candidate's mental and social make up and to know the qualities

available in him to make him suitable for a job in the concern. lnterviews differ in terms of

their focus and format. lnterviews may be classified into (i) structured (patterned)

interviews (ii) unstructured interview (iii) stress interview (iv) depth interview and

(v ) panel interview.

This type of interview used depends both on the kind of information desired and

the nature of the situation. It is observed that though interview is an essential element in

selection process, still it remains subjective and biased and thus reliability and validity is

low. To improve validity and reliability organizations must seek to make interviews as

objective as possible by adopting specific guide lines, criteria, measures and give proper

weightages for various aspects covered by the interview.

(d) Background Investigation

The truthfulness of a candidate's resume or application form will be checked and

further information will be sought from one or more of the candidate's past techniques,

previous employers, public man or police verification etc. Such an investigation is usefill ,

since studies have shown that as many as half the applications submitted contained false or

erroneous information.

e) Medical and physical examination

This is valid for those jobs that require certain physical characteristics. However.

this includes a very small proportion ofjobs today. Physical examination is not very valid

in predicting future medical problems.

(f) Final Employment

If the candidate successfully passes through various selection tests stated above, he

is declared selected. A job offer is made to him in the form of an appointment letter which

contains the job for which he is selected, terms of appointment, pay scales etc.

Steps and devices of selection stated above are flexible. They vary from

organization to organization form job to job. For low level jobs selection intervicw may be

quite perfunctory and heavy emphasis may be placed on the initial screening intervicw or

on tests. On the other hand, for selection of candidates for middle and upper level jobs, the

interviewing may be extensive.

4.3.4. Recruitment and Selection Process in SVGB

The policy of recruitment and selection in SVGR is based on the provisions of the

RRBs Act. RUBS (Appointment and Selection of Officers and Employees) rules framed by

the Central Government and staff service regulations of the bank. As per section 17 of

RUB Act, SVGB can be appoint such number of otlicers and other employees as may be

necessary in such manner as may be prescribed by Central Government rules(RRB rules)

for the efficient performance of its functions and may determine the terms and conditions

of their appointment and service. The bank takes proper care to follow the constitutional

directions and principles as well as Central and State Governments directives, notifications

and circulars in the matter of providing reservations in various jobs for candidates

belonging Scheduled Castes, (SCs) and Scheduled Tribes (STs), Physically Handicapped

penons(PHC), Disabled persons etc. Also the qualifications, age limit and other eligibility

criteria as prescribed by the Central Government for various posts are taken into

consideration while making recruitment and selection.

It is observed that the following are the important sources and methods of

recruitment followed by SVCB.

(a) Direct recruitment from external sources.

(b) Internal sources through promotions.

(c) Deputation from sponsor bank ( i.e Indian Bank)

(a) Direct Recruitment from External Sources

For the purpose of direct recruitment through external sources, media advertising

method is followed. It is a open competition method where all eligible candidates can be

apply for the posts advertised and selection is based purely on merit. As per Central

Government rules SVCR can make recruitment for officers and clerical posts only from

among eligiblc candidatcs residing with in the state of' Andhra Pradesh. The merit is

judged in two stages viz, (i) written test and (ii) interview. In first stage the candidates

have to quality in the written test. In the second stage out of those who are qualified in the

written test based on the ranks(marks) obtained in the written test, certain required number

of candidates in the ratio of 1 :3 or 1 :4 are called 1br interview for final selection.

The entire process of recruitment and selection for all nationalized banks and

RRBs is done through a separate organiration formed Tor this purpose by the Central

Government. The common ownership of public sector banks and RRBs and the

consequential need for identical service conditions, etc., necessitated adoption of common

eligibility criteria and standards for recruitment of personnel in all public sector banks and

RRBs. AS a result, Central Government establishment in 1978 Banking Services

Recruitment Board (BSRB) with 15 Regional Boards located in different parts of the

country to cater to the recruitment requirements of banks located in each of these regions.

These regional boards of RSRB were assigned the functions of recruitment of officers and

clerical cadre employees of nationalized banks as well as RRRs in the respective regions.

Since SVGB is located in Andhra Pradesh its direct recruitment process was located after

by BSRB (Southern Region). This position continued till recently. Recently. on the basis

of recommendations of Narasimham committee, 1991 (Report of the Committee on

Financial System) and high power committee headed by Sri D.R Mehatha, the practice of

recruitment through BSRB was dispersed with. Consequently, at present all nationalized

banks and RRBs are empowered to make direct recruitment independently through their

own advertisement, written test and interview subject to rules and regulations and

directives of the central government.

The above description of direct recruitment procedure in SVGB clearly indicates

that SVGB like any other RRB in Andhra Pradesh (AP) followed open competition

method of recruitment by advertisement through a formalised independent organization

BSRB (Southern Region) Hyderabad. A11 RRBs including SVGB, located in Andhra

Pradesh informed BSRB; Hyderabad regarding vacallcies to be filled category- wise

(officers and clerical statf) .BSRB, Hyderabad located after the entire work of recruitment

and selection for officers and clerical cadre posts by involving applications from eligible

candidates through a common advertisement for all K R H in Andhra Pradesh, holding

written tests, preparing merit lists, conducting interviews and making linal selection of

candidates.

After final selection BSRB prepared list of candidates eligible for appointment.

bank-wise and cadre-wise and sent the same to the concerned RRBs for issuing

appointment letter. ARer receipt of list of candidates selected from the BSRB, the

chairman of the concerned RRBs issue appointment letters to candidates selected for their

banks. The appointment letters stating the name of the post for which selected and terms

and conditions of appointment.

Thus, from the foregoing discussion of direct recruitment and selection process in

SVGB it is clear that the bank has followed recruitment at entry- point level only through

advertisement and final selection through performance in written test and interview. 'Tl~us,

is necessitated due to rules and regulations framed by Central Government in this regard.

It is also observed that due to prevalence of large scale educated unemployment in India,

there is always an over whelming response from prospective candidates. Thousands of

applications are received and lot of time effort and money are involved in processing of

these applications, conducting written tests, interviews, and final selection. Though the

recruitment and selectioh process is done purely on the basis of written tests and

interviews it is reported that the present scheme does not place any emphasis on testing a

candidates' ability and knowledge about rural environment and rural economy which is

necessary for a job in a rural bank like SVGB.

(b) Recruitment through Internal Source by Promotions

Whenever a clear vacancy exists as for as practicable, such vacancy is filled by

promoting a suitable candidate from lower cadre within the same organization rather than

recruiting and selecting from out-side source. This internal source of recruitment and

selection not only reduces cost of recruitment and selection but also reduces stagnation

and discontentment among existing employees. This also boosts up morale and motivation

among them.

It is reported that in SVGB direct recruitment through out side sources virtually has

come to a stands till due to restrictions imposed by the Central Government in creating

fresh vacancies in the post liberalization era(aftcr 1991) and also on account of

introduction of automation. Consequently, to avoid stagnation and dissatisfaction among

existing employees, SVGB initiated measures to recruit and select personnel through

internal promotions regularly from 1997-98 onwards. Before that only during 1992-93

recruitment of 6 officers from scale -I to scale-Il was made through promotions. This

process of internal recruitment through promotions has been effected from subordinate

staff to clerical cadre, clerical cadre to officers scale-I, officers scale-1 to scale I1 and from

scale I1 to scale-Ill. 'These promotions are based on RRBs (appointment and promotions of

officers and employees) rules framed by the central government.

(c) Recruitment through Deputation from Sponsor Bank

RRB act provide that Chairman and General Manager shall be appointed by

deputation from sponsor bank. According to section 17 of the RRBs act it shall be lawful

for a sponsor bank, If requested so to do by a KRB sponsored by it, to send such number

of officers or other employees on deputation to the RRB as may be necessary or desirable

for the efficient perfbrmance of its functions. It is reported that when SVGB was

established in 198 1, besides Chairman and General Manager, some officers and clerical

staff were also sent on deputation to SVGB by the Indian bank (sponsor bank). After the

SVGB started recruiting its own staff from 1983 onwards the number of deputed personnel

declined gradually. At present the bank has only three deputed staff. viz.. Chairman,

General Manager, and Chief Inspector and Chief Vigilance Officer.

Strength of Staff in SVG Bank

Table 4.1 shows year wise total strength of staff in SVGB (excluding deputed

staff) since its inception in 1981 which gives an idea of staff recruited over a period of

time. AS the SVGB depended on deputed staff in first year of establishment i.e. in 1981.

there was no direct recruitment in that year. It started direct recruitment form1982

onwards. Between 1983 and 2004-2005 total number of employed recruited has gone up

form 8 1 to 419 showing an overall increase of 5.17 ti~l~es. Annual growth between 1982

and 1983 was highest(l07 percent) and lowest in 1993(1 percent). After 1994-95 them

was a negative growth due to resignations and also shortage of further recruitment. It

started operations with 7 branches in 1981 and number of branches increased to 71 in 1988

and therefore there was no branch espansion and as a result the number of' branches

increased to 75 branches by December 2005. It is also observed that in most of the years

average strength of the staff per branch varied between 5 and 6 and every branch requires

a minimum of 4 employed (one branch manager, field oficer, one Clerk, one sub-stnfr).

Depending upon the size and operations of the branch some branches (urban branches)

have an average of 4-6 employees. Thus from the above analysis it can be concluded that

there is no over staffing in SVGB and strength of the staff per branch is within reasonable

limits. The Compound Growth Rate (CGR) in stall- growth was 3.2346 percent. 11us

from the above analysis it can be concluded that of the staff of SVOB year's by year is

constant.

CGR : 3.2346 Significant at 5 per cent level

TABLE - 4.1 STRENGTH OF THE STAFF IN SRI VENKATESWARA GRAMEENA BANK, DURING THE YEARS 1981-2005

(Excluding deputed staff)

Source: Records and Annual Reports of SVG Bank, Head office, Chittoor from 1981

to 2005.

--

% increase1 decrease over previous year

--

No .of Posts

6 60 64 74

-- 83 83 83 83 83 83 83 83 83

Year

1981

Employees per Branch

4 3 4 4 5 5 5 6 6 6 - 6 - 6

1982 - 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993

Total no. of Employees

0

Increase I Decrease in no.

of employees over previous year

- 8 1 168 230 262 -- 324 378 383 ' 1 40 1

-- 440

" -- - 87 62 --

,

32

62 ---- 54 5 18 3 9 -___-

- 107 37 14 24 17 1 5 10 --

- 3

I --- -

452 45 2 457

12 -- ---

0 5

Category-wise Staff of the Strength in SVGB

Table 4.2 shows strength of employees category-wise fmrn 19995-96 to 2004-

2005. Due to data constraints details for earlier years could not he shown. It is evidcnt

from the table that there was increase in number of employees for diffennt years in

officers scale-11, and scale-Ill (Area or senior managers cadre) fmrn 6 to 66, there was

decline in number employees of officers in scale-l (Branch managers and officers) from

192 to 146 and clerical cadre from 166 to 127 during the 1995-96 and 2004-05.. Since all

officers in scale 11 and scale I l l were appointed through internal recruitment (proniotion).

there was no direct recruitment in this category. Hence there was a considerable incrcasc

in strength in this category. Variations in strength of otEcers in scale I category occurred

due to non promotion and recruitment of existing officers in scale-I.

It is reported that most of the subordinate staft' were initially ~ppointed on

temporarily basis and later on conlirmed. Their strength dcclincd during the spun l YYS-96

to 2004-05.The Linear Growth Rates (LGR) computed were positive for officers cadre

( 2 . 2 4 5 3 ~ ~ cent) where the growth rates for clerical cadre(-1.6529 per cent) and

subordinate staff (-0.2564 per cent) were negative. tfowevcr all the growth rates were

observed insignificant. Therefore, the 'growth in staffofOfliccrs in SVGR is significant at

5 per cent level' stands not accepted, whereas the 'growth in staff of Clerical cadre and

Sub-staff in SVGB is not signiticant' stands accepted.

TABLE - 4.2 CATEGORY-WISE STRENGTH OF THE STAFF IN SVGB.

Note : ** I% level significant * 5% level significant

Source: Annual reports o f SVG Bank, Head Office, Chittoor, December 2005.

Reservations for BCI SC, ST Categories in SVGB

Table 4.3 shows the number o f BCI SC,ST employees in different jobs in SVGB

from 1995-96 to 2004-2005. The number o f BCISC,ST employees was the same during

1995-96 to 2004-05 but increased to 32 and 36 respectively during the 2004-20905. As

regards clerical cadre jobs, the number o f BCISC,ST employees varied between 19, 25, 2 1

and 28 during the period 1995-96 to 2004-2005.

l'he share o f BC/ SCIST employees in both ofticers and clerical jobs was about

15.025 per cent and 16.75 per cent in most o f the years. Only in the case o f subordinate

staff BCI SC,SI' staff accounted for between 13.75 per cent to 15.38 per cent and 17.50

per cent to 18.68 per cent respectively. This clearly indicates that bank has implemented

government policy on reservation for BC/SC.ST candidates at the time of making

recruitment, selection and promotion to various types ofjobs.

It is observed that at the time of recruitment and selection, even though these BCI

SC,ST candidates have no relaxation in educational qualifications and eligibility marks in

written test, they hove relaxation in age limit as per Central Government rules. Also free

esamination coaching programme to appear for written examination have k e n pmvided

with the help of BSRB for these candidates, if they so d c s i ~ . thmuyli selected centers.

TABLE - 4,3 CATEGORY WISE RESERVATION FOR BC I SC, ST CATEGORIES OF EMPLOYEES IN SVGB

Note : Figures in brackets are percentages to column totals.

Source: Primary data

As already stated in the methodology of the study (Chapter 11); to elicit employees'

opinion about various aspects of HRM activities in SVGB. 210 employees (73 oficers Scale

1,33 oficers Scale 11.64 clerical, and 40 sub-stafnhave k e n selected us m p l e for study . In

what follows, their opinions about different aspects of mruitn~ent. selection placement,

induction programmes in the bank are presented.

Status of the Respondents at the time of joining in SVGB

Table 4.4 shows status of respondents the time of joining in SVCiB. I t is evident from

table that 4.4 that majority of respondents in (officers-scale-I, 57.54 per cent and 55 p r cent

sub-staff, 50 per cent of clerical and 39.39 per cent of officers scale-11) indicated that they

were un employed. Only about 14.28 per cent of them were employed in other jobs and the

remaining respondents were students at the time of joining in SVGH service. This indicates

that mainly unemployed educated persons applied for job in SVGB.

TABLE - 4.4 STATUS OF RESPONDENTS AT THE TIME OF JOINING IN SVGB

Note : Figures in brackets are percentages to column totals


Opinion of Sample Employees According to Reasons for Joining in the Job in the

SVG Bank

Table 4.5 shows the summary of opinion of the selected respondents on various

aspects of reasons for joining in the job in SVGB. For empirical findings Chi-square value

has been calculated. For this purpose, opinion of respondents has been grouped into 3 scales

v~z., positive, neutral and negative responses and for such findings Chi-square value

calculated is 0.757 which is not significant against the table value i.e., confirms that opinions

of employees on reasons for joining in the job of SVGR are not satisfactoly.

TABLE - 4.5 CATEGORY- WISE DISTRIBUTION OF SAMPLE EMPLOYEES

ACCORDING TO REASONS FOR JOINING IN THE JOB IN SVGB.

Note: 1, denotes positive respondents. 2, denotes neutral respondents. 3, denotes Negative respondents.

Opinion of the Sample Employees on laformation to Apply for Job in SVGB

It is evident from the table 4.6 that main source of information to apply for a job in

SVGB was advertisement published in news papers as indicated by 90.62 per cent clerical

cadre, 89.04 per cent of officers scale-1,87.88 per cent of officers scale-11 and 85 per cent of

sub staff sample employees. Only a very few respondents got information about vacancies

through their friends and relatives working in the bank.

TABLE - 4.6 SOURCE OF lNFORMATlON TO APPLY FOR JOB IN SVGB


Source: Official Records of SVGB, Head Office, Chittoor.

Source of Information

Advertisement

published in news

papers

Friends, and

relatives working in

the bank

Total

Source of recruitment may be internal and external. The opinion elicit from the samplc

employees regarding source of recruitment indicated that most of them (93.94 per cent of'

officers scale-11.93.75 per cent of clerical, 93.16 per cent of officers scale-l and 85 per cent of

sub-staff ) favoured external (direct) recruitment and only a few of them preferred internal

method. This opinion is also in conformity with the bank's policy as all vacancies (officers,

clerks and sub- staff)at entry point level are filled through direct recruitment.

Nosof Respondents-- -- - Officers

Clerical -- -..

58

190.621

6

19.381

64

IlOO]

Offieen -, 65

[89.04]

8

[10.96]

73

I1001

officers - 11 '

29

[87.88]

4

[12.12]

33

ll0Ol

Sub staff ..---

34

(85.001

6

[I 5.001

40

ll0OJ

Total -----

186

188.581

"---- ----

24

[I 1.421

- 210

JlUOj

TABLE - 4.7

OPINION OF RESPONDENTS ABOUT SOURCES OF RECRUITMENT OF RESPONDENTS


Source: Primary data.

Source of

Recruitment

Internal

External

Opinion on Different Methods of Recruitment Rased on review of literature, about methods of recruitment, five important methods

of recruitment were listed and included in the questionnaire to explicit the opinion of sample

employees of SVGR about these methods, The methods of recruitment considered are:

No. of Respondents

I . Advertisement

2. Employment agencies

3. Campus recruitment

4. Casual callers

5. Recommendations.

The respondents of sample employees about these methods were obtained using a five

point scale and weights are assigned to these respondents as follows.

Highly satisfied : 1

Satisfied : 2

No opinion : 3

Dissatisfied : 4

Highly dissatisfied: 5

73 Total

Clerical Sub staff Total

4 6 17

[6.25] [15.00] [8.09] - -- - -. -- -- -- -

60 34 193

[93.75] [85.00] [91.91]

33

I1001

Officers ....

Scale - I

5

[6.84]

68

[93.16]

Scale - I1 -

2

[6.06] - - .- --

3 1

[93.94]

The total of weighted scores for each method was scertained by adding weighted

scores of all the five respondents. Then weighted mean score for each method was worked out

by dividing total of weighted scores by the number of sample employees. When the weighted

mean score for a method varied between 2 and 1 the response was treated as 'highly satisfied',

when weighted mean score varied between 3 and 2 it w s considered as 'satisfied', when

weighted mean score varied between 4 and 1 it was taken as 'dissatisfied' nnd when wrightcd

mean score varied between 5 and 4 it was considered us 'highly dissatisfied'.

Table 4.8 shows opinion of sample employees about methods of recruiment along

with the respective weighted mean scores. It is evident from the table that the weighted mean

score for advertisement method of recruitment varied between 3 and 2. this indicates that all

the four categories of employees (officers scale-], scale-11, clerical cadre, and sub-stafl') have

satisfied that recruitment by the method of 'advertisement' is the hest and most suitable

method. The weighted mean score for en~ployment agencies and campus recruitment methods

varied between 3 and 4 which implying that all the other categories of e~nployees have

satisfied that these methods are also important for recruitment. Hut they yct second and third

performances respectively. The remaining two methods of recruitment viz cusuui callers und

recommendations have been assigned least priority by all the types of respondents since they

dissatisfied/ highly dissatisfied about these methods.

TABLE - 4,8 OPINION OF SAMPLE RESPONDENTS ON METHODS OF RECRUITMENT

No. of Respondents I

(Contd.. . . , ..)

5. Recommendations -.- ... 119) [9.09]

~ e g a ) [54.54]

1412) [36.37]

i ~ j i ~ j [IOO]

, , 1 ~ 1 ~

Note : Figures in parenthesis are [ ] indicates percen~es to column totals, ( ) indicdes percentage to row totals.

Opinion of Sample Employees Faced any Problems of Imple'mentation of

Recruitment Policy in SVGB.

It is evident from table 4.9 that main source of information to faced any problems

implementation of recruitment as favourable opinion by 97.27 per cent of officers scale-I,

96.88 per cent of clerical staff, 96.07 per cent of officers scale-ll and 90 per cent of sub-

staff. Only a few opinions of respondents is not favourable.

TABLE - 4.9

OPINION O F SAMPLE EMPLOYEES FACED ANY PROBLEMS O F IMPLEMENTATION OF RECRUITMENT POLICY IN SVGB

No, of Respondents (Category wise) -7 Opinion

Note: Figures in brackets are percentages to column totals.


Yes

No

-

Total

Source of recruitment may be effective. 'The opinion elicit from the sample

employees regarding source of recruitment indicated that most of them (96.97 per cent of

officers scale-ll, 96.87 per cent of clerical staff, 95.00 per cent of sub-staff and 94.52 per

cent of officers scale-l cadre respondents) favorable opinion on recruitment is effective,

and only a few of them preferred recruitment policy is not effective. This opinion is also in

conformity with the bank's policy as all vacancies (officers, clerical and sub-staff) at entry

point level are filled through recruitment policy is effective. This is shown in table 4.10.

Officers

Scale -I I Scale -11 1 2

[2.73]

7 1

[97.27]

73

I1001

Clerical

Staff

1

13.031

32

[96.07]

33

IlQOI

Sub Staff Total

2

[3.12]

62

196.881

64

I1001

4

[I 0.001

36

[90.00]

40

11001

9

[4.29]

20 1

[95.71]

210

I l O O l

TABLE - 4.10

OPINION OF THE SAMPLE EMPLOYEES OF RECRUITMENT POLICY EFECTIVE IN SVGB

Opinion Omcers

Yes 196.881 195.001

Note : Figures in brackets are percentages to colutnn totals


Opinion of Sample Employees Informed Clearly about Duties, Responsibilities

and Nature of Work

Table 4.1 1 presents attitude of employees about who were infornied clearly about

duties, responsibilities and nature of work of SVG Hank. In that table majority of

respondents who were not at all informed was 42.87 per cent insufliciently informed

29.04 per cent, and lest one informed in the advertisement 28.09 per cent respectively.

TABLE 4.1 1 OPINION OF SAMPLE EMPLOYEES INFORMED CLEARLY ABOUT

DUTIES, RESPONSIBILITIES AND NATURE OF WORK

Opinion

Not at all informed

I I I I I

Informed in the 1 26 1 10 1 14 1 9 1 59

No. of Respondents (Category wise)

insufficiently informed

advertisement I [35.62] 1 [30.301 1 [21.88] 1 [22.50] 1 [28.09] I

- Officers

- Scale -I I Scale -I1

--

Total

90

[42.87]

I

15

[20.54]

Note : Figures in brackets arc percentages to column totals


Clerical

Staff

34

[53.12]

Overall Opinion of Sample Employees on Various Aspects of Recruitment in SVGB.

12

[30.00]

I I

[33.33]

Overall opinion o f sample employees about various o f recruitment policy in SVG

Bank is presented in table 4.12. I t is observed that 87.88 per cent officers scale -11, 87.68

per cent officers scale-1, 78.12 per cent o f clerical cadre, 57.50 per cent o f sub-staff

respondents are highly satisfiedisatislled about the recruitment policy followed in SVG

Bank. The remaining respondents in the three categories o f opinions are either undecided,

dissatisfiediliighly dissatisfied with the system. The weighted average scores for officers

scale-1,(4.1507), officers scale -II(4.12 12). Clerical cadre (3.9375) arid sub-staff

respondents (3.4) respectively. These scores clearly indicate that all the four categories o f

respondents are satisfied to a highly satisfiedlsatisfied /no opinion the recruitment policy

ofthe bank. We can also say that by ANOVA, there is no variation in different categories

o f sample employees on the aspects o f recruitment in SVG Bank and same opinion is seer1

on the various aspects o f recruitment in SVG Bank.

Sub

Staff

16

[25.00]

Total

TABLE - 4.12

OVERALL OPINION OF SAMPLE EMPLOYEES ON VARIOUS ASPECTS OF RECRUITMENT IN SVGB

Highly Dissatisfied

NOTE: Figures in parenthesis are ( ) weighted scores [ ] percentages

Opinion of Sample Employees on Deciding Factors in Selection As a part of selection, employees opinion on deciding factors in selection is

presented in table4.13. I t is observed that 47.95 per cent of employees belonging to

oficers scale-I. 37.50 per cent belonging to clerical cadre, 24.24 per ccnt of belonging to

officers scale-ll and 15.00 per cent belonging to sub-staff categories felt that selection

should be on he basis of 'entrance testl(merit) whereas 33.33 per cent ofticers scale-11. 30

per cent of sub-staff 29.69 per cent of clerical and 10.96 per cent of' ol'ftcers scale-l

categories of employees opined that selection should be thc basis of 'qualifications',

while 40 per cent sub-staff. 27.28 per cent of officers scale-ll. 10.94 per cent clerical and

6.85 per cent of officers scale-1 categories of employees viewed that 'experience'. and

21.97 per cent of officers scale-I, 14.06 per cent of clerical, I0 per ccnt of sub-staff and

9.09 per cent of officers scale-ll categories of respondents opined that selection should be

the basis of qualification& ehtrance test(merit).'lhe remaining employees (12.32 per cent

of officers scale-I. 7.81 per ccnt of clerical, 6.06 per cent of oflicers scale-11, and 5 per

cent of sub-staff categories)felt that all the four aspects (qualification, experience, entrance

test and qualification and above all) should be considered while makes selection. Thus

majority of employees viewed that entrance test should be the deciding factor for

selection.

TABLE - 4.13 VIEWS OF SAMPLE EMPLOYEES ON DECIDING FACTORS IN

SELECTION

I 1 No. of Respondents I Deciding Factors

Clerical

3 5 8 24 Entrance Test

[47.95] [24.24] [37.50]

Qualification & mxx : ; All the above ,,a6, 1 ,,:,,

73 33 64 Total

Sub Staff Total -7



Opinion of Sample Employees on Selection Process in SVG Bank.

It is evident from table 4.14 that in the opinion of more than 90 per cent of sample

employees belonging to all categories selection process in SVGB is 'comprehensive'.

Thus, most of the sample employees of SVGB have positive opinions about selection

process in SVGB. Thus the views expressed by sample employees are in conformity with

the procedure followed by SVGB in selection where in the candidates are selected taking

in to accomplish their performance in written test.

TABLE - A14

SAMPLE EMPLOYEES' OPINION ON SELECTION PROCESS IN SRI VENKATESWARA GRAMEENA BANK

No. of Respondents

factors Sub StafC

7 2 4 7 Simplistic

[9.59] [6.07] I6.251 ( 17.501

73 33 Total

[loo] I1001

L

Comprehensive



Overall Opinion of Sample Employees on Various Aspects of Selection in SVGB.

66

[90.41]

Overall opinion of sample respondents about various aspects of selection in SVGB

is presented in table 4.15. It is observed that 82.20 per cent oflicers scale -1, 93.94 per

cent officers scale -11. 79.69 per cent Clerical cadre. 62.50 per cent sub-staff respondents

60 3 1

[93.93]

are highly satisfied/satisfied about the selection followed by SVG t3ank. 'The remaining

3 3

respondents in the three categories of opinions are either undecided, dissatisfactory/highly

[93.75] ' 8 . 5 0 [sj

dissatisfactory with the system. The weighted average scores for officers scale -1

(4.5342), officers scale -11 (4.2727). clerical cadre (4.0156) and sub-staff (3.6)

respectively. We can alsu say that by ANOVA, there is no variation in different categories

of sample employees on the selection aspects in SVG Bank and there is much variation in

opinion of employees on the'selection aspects in SVG Bank.

TABLE - 4.15 OVERALL OPINION OF SAMPLE EMPLOYEES ON VARIOUS ASPECTS

OF SELECTION IN SVGB.

NOTE: Figures in parenthesis are ( ) weighted scores [ ] percentages

Opinion

--

4.4. JOB ANALYSIS

4.4.1. Meaning and importance

Job analysis is the starting point for many HRM activities. According to Decenzo

No of Officers

and Robbins "job analysis involves compiling a detailed description of tasks, determining

Scale - 1 22(110)

[30.14]

the relationship of the job to technology and other jobs. and examining the knowledge,

qualifications or ernployment stands, accountabilities and other incumbent requirements 9

Total

63(3 15)

[30.00]

Respondents (category wise)

Scale - I1 12(60)

(36.361 - 19(76)--

157.581

1 (3)

[3.03]

1(2)

[3 031

...... ~-

Satisfied

No opinion

Dissatisfied

Highly Dissatisfied

Thus, job analysis or job study or work study is process by which the facts with

respect to each job are systematically discovered. St enables managers to understand jobs

and job structures to improve the workflow or develop techniques to improve productivity.

104(416)

149.52) I

23(69)

[I 0.961

15(30)

[7.14]

5(5)

[2.38]

--

Clerical Staff

19(95)

129.691 -

32(128)

[50.00]

8(24)

[ I 2.501

38(190)-

[52.06]

7(2 1)

[9.59]

4(8)

[5.48]

2(2)

[2.73] -

I t provides useful information for man power planning, recruitment, selection, placement.

Sub staff

1 O(50)

[25.00] --

15(60)

137.501

7(21)

[I 7.501

Total

Average weighted Scores

orientation, performance appraisal, training and development, career planning,

73(301)

I1001

4.5342

compensation, transfer and promotions of human resources of organization.

5( 10)

[7.81 1

.... --

33(141)

[lo01

4.2727

5(10)

[ I 2.501

3(3)

[7.50]

40(144)

I1001

3.6

64(257)

I1001

4.0156

210(835)

I1001

3.9762

4.4.2. Methods of job analysis

A variety of methods are used for collection of data relating lo a job. These

methods can be broadly divided into general methods and special methods. General

methods include (i) observation method: (i i ) interview method; (iii) structuml

questionnaire method; (iv) technical conference method: and (v) dairy1 log method. None

of these methods are perfect and usually a combination of several methods are used for

collection of data for job analysis. Special methods like (i) Functional job analysis; (ii)

positional'analysis questionnaire: and (iii) manayenlent position description qucstionnaire

methods are used combining two are more general mcthods to provide quantitative score

for job analysis. Special methods are behavior-oriented as they describe the job in tcrtns of

standard behavior''

4.4.3. Out put of Job Analysis

(a) Job description

Job description is an out put of a jab analysis. The data collected fbr job analysis

provide the basis for preparing job description for each job. Job description highlights the

major tasks, duties authority and responsibilities for effective job perfbrmance ' I .

(b) JobSpecification

Another out put of the job analysis process is the preparation of job specifications

for different jobs in the organization. It spells out the personnel attributes required for a

job in terms of education, training aptitude and experience to fulfill the job description.

(c) Job Design

Using information provided by job analysis, job description and job specification,

job is designed. Thus developing appropriate job design is another out come of job

analysis. Job designing is concerned with structuring ofjob elements, duties and tasks in a

manner to achieve optimal job performance and satisfaction.

4.4.3. Job Analysis and Classification in SVGB

The staff of SVGB, like every other KRB are broadly classified into offices and

other employees. Also for the purposes of scales of gradation employees arc divided into

Group A, B and C employees belonging to Croup-A are considered as officers cadre i.e.,

officers scale-l(branch managers/Officers), officers scale-ll and scale-111 (area managers/

senior managers) while employees coming under Group B are treated as clerical

cadre(clerk-cum-cashier and clerk-cum-typist), employees falling under Group-C are

regarded as subordinate staff (messengers, messengers-cum-sweeper, driver-cum-

messenger, and security guard).lt i s reported that officers and branch managers are posted

to different branches, Area Managers are in-charge o f area assigned to them and senior

managers are assigned different departments at head office o f the SVGB. Al l these come

under middle or lower level management posts. Clerical and subordinate staff (non-

managerial) are posted in head office as well as in branches.

The nature o f work assigned to managerial (officer cadre) and non- managerial

staff differs. It also varies according to their place o f sposting. The Central Government

has fixed uniform eligibility criteria for all RRBs with regard to educational qualifications,

for officer, clerical cadre and subordinate staff separately, which is implemented by

SVGB. It is also observed that job analysis and classification depends upon nature o f work

and responsibilities assigned to the employees.

4.5. PLACEMENT

Once on offer o f employment has been offered and accepted by the candidate, the

organization has to place him initially in that job for which he is selected. Thus placement

is the detennination o f the job to which an accepted candidate is to assigned, and his

assignment to that job. Generally, organizations place the candidates on probation and

give him initial training. Usually the pcriod probation changes between six months and

two years. On the basis o f candidates aptitude and performance during the initial training

and probation (trial) period, the final placement i s done on the job and his services are

regularized. A proper placement o f an employee reduces employee turn over, absenteeism

and accidents rates and improves moraleI2.

4.5.1. Placement, Probation and Confirmation

Staff service regulations of SVGB stipulated that service of a person appointed

in the bank shall commerce on the working day on which hetshe reports for duty in the

bank on a post for a which is appointed. In SVCB period of probation depends upon

nature of recruitment and category of job for which a person is selected. For emptvyees

who are selected thought direct recruitment. the period of recruitment is fixed as two years

for oficers scale-1 which may be extend up to one more year and one year for clerical and

sub-staff. In the case of employees promoted fm~n clerical cadre to oflicer scale-I and

those officers promoted to higher scale probation period is one year, wherras for those

who are promoted from subordinate staff to clerical cadre the probation period is six

months. It is also stipulated that for valid reasons, the probation period may be extended

up to one more year for those employees who are placed on probation for two years, up to

six months for those whose probation period is one year and up to three lnonths for those

whose probation period is six months. Afler satisfactory completion of stipulated

probation period including extending period, if ruiy, an oficer or any other employee shall

be confirmed in the bank service by the appointing authority.

Opinion of' Sample Employees on Procedure for Placement, Probation and

Confirmation Procedure in SVGB.

It is observed from the table 4.16 that one of the whole 80.94 per cent of sa~nple

e~nployees are fully satisfied/satisfied about placement, probation and confirmation

procedures followed by the bank. Category- wise analysis reveals that 86.95 per cent of

clerical, 80.83 per cent of officers scale-1, 78.79 per cent of officers scale-I1 and 75 per

cent sub-staff categories of employees are fully satisfiedl satisfied with placemcnt

probation and conformation procedure followed by the bank. Undecided or decided

employees constitute 19.06 per cent of totat sample employees. Thus it can be infemd that

satisfaction level of employees about placement, probation and conformation procedure is

very high.

TABLE - 4.16

OPINION OF SAMPLE EMPLOYEES PROCEDURE FOR PLACEMENT, PROBATION AND CONFlRMATION IN SVGB

-

Satisfied A ~ 5 - i ~ i [47.95] [42.42] 15 % 1.571 .la-7- [45.00] [47.61]

Opinion

Highly Satisfied

Highly Dissatisfied - T- [3.03] [5.00] [ I .42]

No. of Respondents (Category wise)

No opinion

Note: Figures in brackets are percentages to column totals

Source: Primary Data

Officers

12

116.441

Total

4.6. INDUCTION (ORIENTATION) AND SOCIALIZATlON

Clerical Staff

22

134.381

Scale -I 24

[32.88]

Induction / orientation is a process of familiarizing a new employee with the job

and organization. Its purpose is to make the employee feel at more and develop a sense of

pride in the organization and commitment to the job. Typically induction programme

conveys (i) general information about the daily work routine; (ii) organization's history,

purpose, needs, operations etc., and (iii) organization's policies, work rules and employee

benifitsI3. Effective induction programmes reduce the anxiety of-the new employees.

Scale -11 12

i36.371

4

112.121

73

I1001

Sub Staff

12

[30.00]

Total

70

[33.33]

6

[9.371

33 -

ll0Ol

r [12.501 [12.861

64

IlOOl

40

ll0Ol

210

IlOOl

4.6.1. Socialization

Socialization is a process of learning of adoption. In a broader sense it is the

sharing of the norms, v a l ~ ~ e s benefits and work culture of the organization imported to the

new in~umbent'~. This is a process which continuous throughout the career of the

employee in the organization. Socialization creates a homogeneous and congenial work

atmosphere in the organiirstion so that the employees could be productive and helpful to

the organization.

4.6.2. Opinion on Induction1 Orientation Progrnmmc

I t is reportod that SVGB undertakes inductiontorientation pmgrnmme to all

employees in order to familiarize them about the objectives and functions 01' the bunk.

work culture, work schedule, nature of duties to be performed, service rzgulations, leave

rules etc. The induction programme depends upon nature ofjob. tasks to be perfunned and

the duration of induction programme varies from one week to one month.

Opinion Of Sample Employees Regarding Methods of Induction

Table 4.17 shows sample employees views about methods of induction programme

adopted by the bank. More than 93 per cent of sample employees belonging to the three

categories viewed that bank adopted 'class room orientation method' with regard to

induction programme. Only about 2 per cent of sample respondents reported that bank also

adopted other methods of induction (discussion with superior, book lets and circulars).

TABLE - 4.17

EMPLOYEES OPINION REGARDING METHODS OF INDUCTION

I No. of Respondents (Category wise) I

Orientation

Discussion with

Booklets &

Note: Figures in brackets are percentages to column totals


Opinion of Sample Employees on Importance of Induction Programme

Table 4.1 8 presents attitude of employees about induction programme in SVGR . Overall opinion of respondents about induction programme has revealed that 93.93 per

cent officers scale-11, 89.07 per cent of clerical staff, 87.67 per cent of officers scale-I and

87.50 per cent of sub-staff categories of employees have agreed that orientation

programme is important to a great lconsiderableimoderate extent. This is clearly signifies

the need and significance o f induction programme in acquisition function

TABLE - 4.18

OPINION ON IMPORTANCE OF INDZJCTION PROGRAMME

Importance

Important to a 16 8 13 considerable extent [2 1.921

Important to a 10 I I

moderate extent -,-,-,-

Important to some 7 --- 5

extent [9.591

2 2 2 Not at all Important [2.74] 16.071 L2.871

73 33 64 Total linol ~ I Q O ]

- - -

Officers

Staff Total scale -I [ scale -11 Staff

Important to a great extent

Note : Figures in brackets are percentages to column totals


3 8

[52.06]

-- - --*- --- - 12 35 103

[36.36] [ [S4.69] 1 14::0] 1 *9.04]

REFERENCES

1. Stainer, G; Manpower Planning, William Heineman Ltd., London, 1971, p.3.

2. Stoner, James, A.F; Management, Prentice-Hall of India Ltd., New Delhi,

1982 , p.322.

3. Yoder Dale, et al., Hand Book of Personnel Management and Labour Relations,

Mc-Graw-Hill Book Company, New York, 1958, p.72.

4. Shoeb Ahmad, New Dimensions in Human Resource Management, Discovery

Publishing House, New DeIhi,2000,p.32.

5. Venkataratnam, C.S., and Srivastava, S.K, Personnel Management and Human

Resources, TATA Mc.Gral-[ill Publishing Company, New Delhi, 1999, pp.74-75

6. Ibid, pp75-76

7. Stoner, James, A.F., Op.Cit., p.83 1.

8. (a) Decenzo and Robbins, P. Stephen, Personnel 1 Human Resource Management,

Prentice - Hall of India (Pvt. Ltd.), New Delhi, 1999, pp.149-158

(b) Venkatratnam, C.S and srivastava, B.K., Op.Cit., pp.82-86.

(c) Subba Rao,P; Essential of I iRM and IR, Himalaya Publishing House, Mumbai.

1999, pp. 160- 180.

9. Decenzo, David. A. and Robbins, Stephen, Op.Cit., pp.98.

10. lbid, pp.98-102.

1 1. Op.Cit., pp.36-39.

12. Pigors, Paul and Myres, Chales, Personnel Administration: A Point of View and a

Method, Mc Graw-Hill Kogakusha Ltd., Tokyo ,1973, p.285.

13. Stoner James, Op.Cit., pp.336.337.

14. Shoeh Ahamad, Op.Cit., pp.44.

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