INTRODUCTION

Human resource management, through a new nomenclature is a field

study in today’s context existed in some firm with the evaluation of human

organization however its systematic study stated with the development of the

field of management in the beginning of the 20th century. It has followed the

development pattern of management.

We may point out that HRM is still in its evolutionary phase. This has

evaluated out of different terms such as personnel management. Personnel

administration, staff management, manpower management, labour relations,

industrial relations and latterly some experts new term knowledge management.

However in the present context, two terms personal management and human

resource management are used quite frequently with more emphasis being place

on the latter. Therefore, it is desirable to conceptualize personal management

and human resource management and different the two subsequently.

The position of change and statement of the central importance of the

human resource, led organization to seek new ways in which to pursue

objectives that put people at the pronto of that change, while at the same time

not allowing it to become entirely personnel driven.

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Definitions:

HRM is defined as follows,

“The part of management which is concerned with the people at work

and with their relationship with in an enterprise. It aims to bring together and

develop in to and effective organization of the men and women who make up

an enterprise and having regard for the well being of the individuals and of

working groups, to enable them to make their best contribution to its success”

-National Institute of Personnel Management

“Human resource management is a series of decisions that affect the

relationship between employees and employers; it affects many constituencies

and is intended to influence the effectiveness of employees and employers”

-Milkrovich L bouotreau

“From the national point of view, human resource is a knowledge skirls,

creative abilities, talents, and attitudes in the obtained in the population; where

as from the view-point of the individual enterprise, they represent the total of

the inherent abilities acquired knowledge and skills as exemplified in the talents

and aptitude of its employees”

-Leon c.Megginson

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Objectives of HRM:

The objectives of HRM are taken from the basic objectives of the

organization. For achieving the organizational goals, it is necessary to employ

right people for right job. The primary objective of HRM is to provide right

competent and willing workforce to an organization, for attaining its primary

objective HRM frames the following objectives:

1. To guide the organization in attaining its goals by providing well trained

and competent personnel.

2. To effectively utilize the available human resources according to the

requirements i.e. to employee the knowledge and skills of the employees

in attaining organizational goals.

3. Te develops and maintains motivating productive and self respecting

working relationship among all the organizational members.

4. To develop and maintain high morale and cordial relations with in the

organization

5. To help to develop and maintain ethical policies and behavior inside and

outside the organization.

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Scope of HRM:

HRM has a very vast and wide scope. It is concerned with activities starting

from manpower planning till the employee leaving the organization.

Accordingly the scope of HRM includes procurement, development,

maintenance and control of the personnel in the organization.

1) The labor as personnel aspect:

It is concerned with manpower planning, recruitment, selection,

placement, induction, transfer, promotion, demotion, termination, training and

development lay off and retrenchment wage and salary administration,

incentives, productivity etc.

2) The welfare aspect:

It deals with working conditions and amenities such as canteens, crèches,

rest toms, lunchrooms, housing, transport, medical assistance, education, health

and safety etc.

3) The industrial relations aspect:

This is concerned with union management relations, joint consultation,

negotiations, collective bargaining, grievance handling, disciplinary action,

settlement machinery for industrial disputes etc.

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RECRUITMENT

Introduction:

Human resource planning helps to determine the number and type of

people an organization needs. Job analysis and job design specify the tasks and

duties of jobs and the qualification of expected from prospective job holders.

The next logical step is hiring the right number of people of the right type to fill

the jobs. Hiring involves two broad groups of activities

1. Recruitment

2. Selection

Technically speaking the function recruitment precedes the selection

function and it includes only finding development the sources of prospective

employees and attracting them to apply for jobs in an organization, whereas the

selection is the process of find out the most suitable candidates to the job out of

the candidates recruited.

Definition:

Recruitment is defined as,

“A process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for

attracting that manpower in adequate to facilitate effective selection of an

efficient workforce.”

“The process of searching for prospective employees and stimulating

them to apply for jobs in the organization.”

-Edwin B. Flippo

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OBJECTIVES OF RECRUITMENT:

i. To attract people with multi dimensional skills.

ii. To induct outsiders with a new perspective to lead the company.

iii. To infuse fresh blood at all levels of the organization.

iv. To develop an organizational culture that attracts competent people to the

company.

v. To search people whose skills fits the company values.

vi. To search for talent globally and not just with in the company.

Factors governing recruitment:

All organizations whether large or small do engage in recruiting activity,

though not to the same extent. This differs with:

a) The size of the organization.

b) The employment conditions in the community where the

organization is located.

c) The effects of past recruiting efforts.

d) Working conditions, salary and benefit packages offered by the

organization. This may influence turn over and necessitate future

recruiting.

e) The rate of growth of organization.

f) Cultural, economic and legal factors.

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Factors governing recruitment may be broadly divided as:

1) Internal factors.

2) External factors.

Internal factors:

Recruitment policy.

Human resource planning.

Size of the firm.

Cost.

Growth and expansion.

External factors:

Supply and demand.

Unemployment rate.

Labour market.

Political – social.

Image.

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RECRUITMENT PROCESS:

Recruitment refers to the process of an identifying and attracting job

seekers so as to build a pool of qualified job applicants. The process comprises

five interrelated stages they are planning, strategy development, searching,

screening and evaluation and control. The ideal recruitment program is the one

that attracts a relativity large number of qualified applicants who will survive

the screening process and accept positions in the organizations when offered.

Recruitment process

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Job analysis Employee requisition

Personnel planning

Searching activation “selling”

Message

Media

Applicant pool

Recruitment planning

1. Number2. Types

Job vacancies

Strategy development- when? Where? How?

Evaluation & control To selection

Applicant population

Potential Hires

Screening

RECRUITMENT POLICY:

Recruitment policy of any organization is derived from the personnel

policy of the same organization. In other words the former is a part of later.

However, recruitment policy itself should take in consideration the

government’s reservation policy, policy regarding sons of soil etc. Personnel

policies of other organizations regarding merit, internal sources, social

responsibility in absorbing minority sections, women etc.

Recruitment policy should enrich in the organizations human resources

or serving the community by absorbing the weaker sections and disadvantaged

people of the society, motivating the employees through promotions and

improving the employee’s loyalty to the organization by absorbing the

retrenched or laid-off employees or casual/temporary employees or dependents

of present/former employees etc.

The following factors should be taken into consideration in formulating

the recruitment policy. They are:

I. Government policies

II. Personnel policies of the competing organizations

III. Organizations personnel policies

IV. Recruitment sources

V. Recruitment needs

VI. Recruitment cost

VII. Selection criteria and preference

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SOURCES OF RECRUITMENT:

Where are suitable candidates available in required number. How can

they be informed about the availability of the jobs and about the jobs and

organizations. Now we deal with first question as the answer to the second

question deals with the techniques of stimulating the prospective employees.

Generally the learners of human resource management may feel that sources

and techniques of recruitment are one and the same. But they are different.

Sources are those where prospective employees are available like

employment exchanges, while techniques are those which stimulate the

prospective employees to apply for jobs like nomination by employees,

advertising, promotion etc. now we discuss the sources of recruitment.

Management has to find out and develop the sources of recruitment as early as

possible, because of high rate of time-lapse.

TRADITIONAL SOURCES OF RECRUITMENT:

The sources of recruitment are broadly divided into internal sources and

external sources. Internal sources are the sources within organizational pursuit.

External sources are the sources outside organizational pursuits.

Internal sources:

Internal sources include

i. Present permanent employees

ii. Present temporary employees

iii. Retirement employees

iv. Depends of deceased, disable, retire and present employees

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Present Permanent Employees:

Organizations consider the candidates from this source for higher level

jobs due to external Availability of most suitable candidates for jobs relatively

or equally to the sources.

Present temporary/causal Employees:

Organizations find this source to fill the vacancies relatively at the lower

level owing to the availability of suitable candidates or trade and pressures of or

in order to motivate them on the present job.

Retrenched or Retired employees:

Generally a particular organization retrenches the employees due to lay-

off. The organization takes the candidates for employment for employment

from the retrenched employees due to obligations prefer to reemploy their

retired employees as a token of their organization or to post pone some inter-

personnel conflicts for promotion etc.

Dependents of Deceased, Disable, Retired and Present Employees:

Some organizations with a view to developing he commitment and

loyalty of not only the employee but also this family members and to build up

image provide employment to the dependent (S) of deceased, disabled and

present employees. Such organizations find this source as effective source o f

recruitment.

Organizations prefer internal source to external source to some extent for

the following reasons:

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Internal recruitment can be used as a technique of motivation. Morale of

the employees can be improved

Suitability of the internal candidates can be judged better than the

external candidates as "known devils are better than unknown angles"

Employees psychological needs can be met be providing an opportunity

for advancement.

Cost of selection can be minimized

Cost of training, induction, orientation, period of adaptability to the

organization can reduced.

Trade unions can be satisfied

Social responsibility towards employees may be discharged

Stability of employment can be ensured.

External sources:

External sources are those sources which are outside the organization

pursuits. Organizations search for the required candidates from these sources,

for the following reasons

i. The suitable candidates with skill, knowledge and talent

ii. Candidates can be selected without any reservations

iii. Cost of employees can be minimized because employees selected from

this source are generally placed in minimum pay scale.

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iv. Expertise, excellence and experience in other organization can be easily

brought into the organizations

v. Human resources mix can be balanced with different background,

experience and skill etc

External sources include

i. Campus recruitment

ii. Consultants or private employment agencies

iii. Public employment agencies

iv. Professional associations

v. Data banks

vi. Casual applicants

vii. Similar organizations

viii. Trade unions

i. Campus recruitment:

Different types of organizations like industries, business firms, service

organizations, Social or religious organization can get candidates of different

types from various educational institutions like colleges and universities

imparting education science, commerce, arts, engineering and technology,

agriculture, medicine, management studies etc. most of the organizations using

this source, perform the function of selection after completion of recruitment in

the campus of the institute. Itself with a view to minimizing time laps and to

securing the cream before it is attracted by some other organizations.

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ii. Private employment agencies/consultants:

Public employment agencies or consultants like ABC. Consultants in

India perform the recruitment functions on behalf of a client company by

charging fees. Line managers are relieved from recruitment functions so that

they can concentrate on their operational activities and recruitment functions

are entrusted to a private agency or consultants. But due to limitations of high

cost, ineffectiveness in performance confidential nature of this function,

managements sometimes do not depend on this source. However, these

agencies function effectively in the recruitment of executives. Hence they are

called executive search agencies. Most of the organizations depend on this

source for highly specialized positions and executive positions.

iii. Public employment exchanges:

The government set-up public employment exchanges in the country to

provide information about vacancies to the candidates and to help the

organizations in finding out suitable candidates. The employment exchange act

1959 makes it obligatory for public sector and private sector enterprises in India

to fill certain types of vacancies through public employment exchanges. These

industries have to depend on public employment exchanges for the specified

vacancies.

iv. Professional Associations:

Professional organizations or associations maintain complete bio-data of

their members and provide the same to various organizations on requisition.

They also act as an exchange, educational training institutes, candidates etc.;

and feel them in the computer.

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It will become another source and the company can get particulars as and

when it needs to recruit, between their members and recruiting firms in

exchanging information, clarifying doubts etc. organizations find this source

more useful to recruit the experienced and professional employees like

executives, managers’ engineers.

v. Data Banks:

The management can collect the bio- data of the candidates from

different sources like employment exchange; educational training institutes,

candidates etc; and feed them in the computer. It will become another source

and the company can get the particulars as and when it needs to recruit.

vi. Causal Applicants:

Depending upon the image of the organization, its prompt response,

participations of the organization in the local activities, level of unemployment,

candidates apply casually for jobs through mail or temporary and lower in

personnel department. This would be a suitable source for temporary and lower

level jobs.

vii. Similar organizations:

Generally, experienced candidates are available in organizations

producing similar products or are engaged in similar business. The management

can get most suitable candidates from this source. This would be the most

effective source for executive positions and for newly established organization

or diversified or expanded organizations.

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viii. Trade unions:

Generally, unemployed or underemployed persons or employees seeking

change in employment put a word to the trade union leaders either a view to

getting suitable employment due to latter's intimacy with management. As such

the trade union leaders are aware of the availability or candidates.

MODERN SOURCES OF RECRUITMENT:

A number of modern recruitment sources and techniques are being used

in addition to traditional sources and techniques. These sources are divided into

internal and external. Internal source include employee referrals.

Employee referrals:

Present employees are well aware of the qualifications, attitudes,

experience and emotions of their friends and relatives. The present employees

give reference to their friends and relatives to recruit in the job.

Modern external sources include:

i. Walk-In

ii. Consult-In

iii. Head-Hunting

iv. Body-shopping

v. Mergers and Acquisitions

vi. E-Recruitment

vii. Outsourcing

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i. Walk-in:

The busy organizations and the rapid changing companies do not find

time to perform various functions of recruitment.

ii. Consult-in:

The busy and dynamic companies encourage the potential job seekers to

approach the personally and consult them regarding the jobs. The companies

select the suitable candidates from candidates to the selection process.

iii. Head-hunting:

The companies request the professional organizations to search for the

best candidates particularly for the senior executive positions. The professional

organization search for the most suitable candidates and advise the company

regarding the filling up of vacancies. Head-hunters are also called the search

consultants.

iv. Body-shopping:

Professional organizations and hi-tech training institutes develop the pool

of the human resources for the possible employment. The prospective

employers contact these organizations to recruit the employs.

v. Mergers & Acquisitions:

Business alliances like acquisitions, merges and takeovers help in getting

human resources. In addition the companies do also have alliances sharing their

human resources.

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vi. E-Recruitment:

The technological revolution in telecommunications helped the

organizations to use the internet as a source of recruitment. Organization

advertises job vacancies through the World Wide Web. The job seekers send

their applications through e-mail using the Internet.

vii. Outsourcing:

Some organizations recently started developing human resource pool by

employing the candidates for themselves. These organizations do not utilize the

human resources, instead they supply HRs to various companies based on their

need.

METHODS OF RECRUITMENT:

Dunn and Stephens summarize the possible recruiting methods in to three

categories. They are

1. Direct.

2. Indirect.

3. Third party.

Direct method:

These include sending traveling recruiters to educational and professional

institutions, employee’s contracts with public and manned exhibits. Most

college recruiting is done by placement office of a college for managerial

professional and sales personnel. Campus recruiting is an extensive operation.

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Other direct method includes sending recruiters to conventions and

seminars. Setting up exhibits at fair and using mobile offices to got o the

desired centers.

Indirect method:

Indirect method involves mostly advertising in news papers on the

television, in television and professional journals, technical magazines and

brochures. Whereas advertising in news papers and for trade journals and

magazines is the most frequently used method.

Other methods include advertising in publications. Such as trade and

professional journals, radio or television announcement, as is done by many

Indians manufactures.

Third party:

These include the use of

1. Commercial or private employment agencies.

2. state or public employment agencies also known as “employment or

labour exchange”

3. Schools, colleges and professional institutions.

4. Professional organization or recruiting firms or executive

recruiters.

5. Indoctrination seminars for college professors.

6. Employee referrals, trade unions, casual labour.

7. Voluntary organization, computer data bank.

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RECRUITMENT TECHNIQUES:

Recruitment techniques are the means or media by which management

contracts prospective employees or provides necessary information or

exchanges ideas or stimulate them to apply for jobs. Management uses different

types of techniques to stimulate internal and external candidates. These

techniques are classified as traditional techniques and modern techniques.

Traditional techniques include:

i. Promotions

ii. Transfers and

iii. Advertising

i. Promotions:

Most of the internal candidates would be stimulated to take up higher

responsibilities and express their willingness to be engaged in the higher level

jobs if the management gives them the assurance that they will be promoted to

the next higher level.

ii. Transfers:

Employees will be stimulated to work in the new sections or places if the

management wishes to transfer them to the places of their choice.

iii. Advertising:

Advertising is a widely accepted technique of recruitment, though it

mostly provides one way communication. It provides the candidates in different

sources, the information about the job and company and simulates them to

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apply for job. It includes advertising through different media like newspapers,

magazines of all kinds, radio, television etc.

Modern techniques include:

i. Scouting

ii. Salary and Perks and

iii. ESOPs

i. Scouting:

Sending the representation to various sources of recruitment with a view

to persuading or stimulating the candidates to apply for jobs.

ii. Salary and Perks:

Companies stimulate the prospective candidates by offering higher level

salary, more perks, quick promotions etc.

iii. ESOPs:

Companies recently started stimulating the employees by offering stock

ownership to the employees through their Employees Stock Ownership

Programmes. (ESOPs)

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SELECTION

Introduction:

Next to recruitment the logical step in the H.R. process is selection at

qualified and competent people. The selection procedure is concerned with

securing relevant information about an applicant. This information is secured in

a number of steps and stages. The objectives of selection process are to

determine whether an applicant meets the qualifications for a specific job and to

choose the applicant who is most likely to perform well in that job.

According to Yoder “the hiring process is of one or many go gauges.

Candidates are screened by application of these tools. Qualified applicants go

on to next hurdle, while the unqualified are eliminated”.

Thus an effective selection programme is a non-random process because

those selected have been chosen on the basis of the assumption that they more

likely to be “better employees” than those who have been rejected.

Essentials of selection procedure:

The selection procedure adopted by an organization is mostly tailor made

to meet its particular needs. The thoroughness of the procedure depends on

three factors. They are:

First factor:

The nature of selection, whether faulty or safe because faulty selection

affects not only the training period that may be needed, but also results in heavy

expenditure on the new employee and the loss that may be incurred by the

organization in case the job occupant fails on his job.

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Second factor:

The policy of the company and the attitude of the management as a

practice, some companies usually hire more than the actual number needed with

a view to remove the unfit persons from the jobs.

Third factor:

The length of the probationary or trail period is longer period; the greater

is the uncertainty in the minds of the selected candidates about his future.

The hiring process can be success full, if the following preliminary

requirements are satisfied.

1. Someone should have the authority to hire. This authority comes from

the employment requisition, as developed by an analysis of the work lad

and work force.

2. Here must be some standard or personnel with a prospective employee

may compared i.e. there should be available, before hand, a

comprehensive job description and job specifications as developed by a

job analysis.

3. There must be a sufficient number of applicants from whom the required

number of employees may be selected.

TOOLS AND TECHNIQUES OF SELECTION:

Once an organization has decided upon a set of selection criteria, a

technique for accessing each of these must be chosen. Application blanks and

bio-data forms, interviews, psychological test of aptitude a personality physical

and medical testing and checks of previous experience through references.

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Preliminary screening:

The most common first step in any selection process usually involves

asking an applicant to complete an application form. Application blanks, as

these typical refereed to vary in length and sophistication. Application blanks

can be a useful initial screening tool for jobs that requires some type of

professional certification. All the application blanks can be very useful selection

tools organizations must never forget that they are subject to the same legal

standards as any other selection method.

Employment Interview:

Other than application blanks, the interview is definitely the selection

technique most often encountered by persons applying for a job in the United

States. Interview is the oldest and widely used technique in selection process

interview is a face to face conversation. The interview is widely used not only

employee selection but for placement, orientation, performance appraisal etc.

Types of Interviews:

i. Formal interview:

This type of interview has pre-planned all the formalities and procedures

like fixing the venue time, the panel of interview, rules and regulations.

ii. Structured interview:

This method is very accuracy compared to other interviews in this

interview a list of question to be asked to the candidate which are open ended

questions, closed ended questions.

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iii. Un-structured interview:

In this interview the candidate feels freedom to tell about himself. By

revealing his knowledge on various items or areas, his background and

expectations and interest and habits.

iv. Depth interview

In this interview same experts examine the candidate. This helps to

identify skills and knowledge from the candidate.

v. Group interview:

Generally a topic for discussion is given to the group of people. The

selection force observes who will lead the discussions, initiative participations

and their presentations.

vi. Stress interview:

This interview aims at testing the candidate’s job behavior and level of

withstanding during the period of stress and strain. Interviews wise, group

interview methods and discussion interview method all the candidates are

brought into one room. Interview room and are interviewed one by one under

group interview. This method helps a busy executive to save valuable time and

gives a fair account of the objectives of interview to the candidates.

vii. Decision making interview:

After the candidates are examined by the experts including the time

managers of the organization in the core areas of the job, the head of the

department or section concerned interviews the candidates once again mostly

through informal discussion. The interviewer examines the interests if the

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candidates in the job, organization, reaction to working conditions, career

planning, promotional opportunities, work adjustment and allotment etc. the

head of the department and personal manager exchange the views and then they

jointly inform their decisions to the chairman of the interview boar, who finally

makes the decisions about the candidates performance and their ranks in the

interview.

Employment Tests:

A technique that some organizations used to aid their selection decisions

is the employment test it can be very expensive to develop a test to measure

these kinds of characteristics many employers purchase existing tests from a

variety of sources. Various kinds of tests can be used for selecting employees.

The type of test that is ultimately used will depend on a number factors,

including the budgetary constraints of the organizations the complexity and

difficulty of the job, the size and quality of applicant population and of course

the knowledge, skills, abilities, and other characteristics required by the job .

Types of tests:

a) Cognitive ability test:

Perhaps the two best known cognitive abilities are math and verbal.

Verbal and math abilities are also measured by a variety of tests developed

specifically for use in human resource selection

b) Aptitude test:

These tests measure whether an individual has the capacity or the talent

to learn a given job if given adequate training. Aptitudes can be divided into

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general and mental ability or intelligence and specific aptitudes such as

mechanical, clerical and manipulative capacity.

c) Interest test:

These tests are inventories of the likes and dislikes of the candidates in

relation to work, job, occupation, hobbies and recreational activities. The

purpose of these is tests is to find out whether a candidate is interested or

disinterested in this job which he is a candidate and to find out in which area of

the job range or occupation the candidate is interested. The assumption of these

tests is that there is a high correlation between the interest of candidate in job

and job success.

d) Ability test:

Ability test is also known as achievement test, these tests are conducted

when applicants claim to know some thing as these tests are concerned with

what are has accomplished. These tests are more useful to measure the value of

specific achievement. When an organization wishes to employee experienced

candidates.

e) Personality test:

These tests prove deeply to discover clues to an individual value system,

his emotional reactions and maturity and characteristic mood. There are

expressed in such traits like self confidence, emotional control, optimism and

decisiveness, socio ability, conformity, initiative, fear, patience, distrust,

judgment, sympathy, integrity, stability, impulsiveness and dominance.

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f) Situational test:

This test evaluated candidate in a similar real life situation. In this test the

candidate is asked either to cope with situation or solve critical situations of the

job.

Medical examination:

Certain jobs require certain physical qualities like clear vision, perfect

hearing, unusual stamina, tolerance of hard working conditions, clear tone etc.

medical examination reveals whether or not a candidate possesses these

qualities.

Medical examination can give the following information:

i. Whether the applicant is medically suited for the specific job.

ii. Whether the applicant has health problems or psychological

attitudes likely to interfere with work efficiency or future

attendance.

iii. Whether the applicant suffer from bad health which should be

corrected before he can work satisfactory.

iv. It reveals the applicants physical measurements.

Reference Checks and Recommendations:

References might have been work related or they might have been

personal organization must also be vary of any policy which suggests that all

references should be neutral in nature.

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Physical examinations:

However if an organization is going to use such examinations, all individuals

who are conditionally offered employment should be required to have one.

These requirements do not mean that on organization must hire an individual

with a disability if that person cannot perform the job.

SELECTION PROCESS:

Selection is a long process, commencing from the preliminary interview

of the applicants and ending with the contract of employment. In practice, the

process differs among organization. Selection procedure for senior managers

will be long draw and rigorous, but it is simple and short while hiring shop-

floor workers.

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Preliminary Interview

Selection Tests

Employment Interview

Reference Checks

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

REJECTED

APPLICATIONS

Internal Environment

External Environment

Selection process

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OBJECTIVES OF THE STUDY

1. To study the recruitment and selection process followed by TULASI

SEEDS PVT LTD.

2. To study the sources of recruitment and techniques which are used in

TULASI SEEDS PVT LTD.

3. To examine the selection procedure of the organization.

4. To evaluate and analyze the effectiveness of recruitment and selection

policies.

5. To elicit the employees opinion regarding the present recruitment and

selection process.

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NEED OF THE STUDY

Recruitment and selection process is one of the important functions of

HRM. In this present globalization era, human resources are very important for

every organization. So effective process of recruitment and selection are needed

for the effective organization.

            TULASI SEEDS PVT LTD should follow the best methods of

recruitment and selection procedures. For every organization, search for the

suitable applicants is the first step and selection of right person for the right job

in right time is basic foundation.

            If this foundation is strong, then there is a lot of chance for the

organization to increase their effectiveness at the key points. So finally selection

of the candidate becomes the heart of the particular organization.

            So this study is done to understand the recruitment & selection

activities in the organization and to know what extent these activities have been

successful in the organization development.

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SCOPE OF THE STUDY

The function recruitment precedes the selection function and it includes

only finding the sources of prospective employees and attracting them to apply

for jobs in an organization, whereas the selection is the process of find out the

most suitable candidates to the job out of the candidates recruited.

Recruitment policy should enrich in the organizations human resources

or serving the community by absorbing the weaker sections and disadvantaged

people of the society, motivating the employees through promotions and

improving the employee’s loyalty to the organization. The factors that are taken

in to consideration are:

i. Government policies

ii. Personnel policies of the competing organizations

iii. Organizations personnel policies

iv. Recruitment sources

v. Recruitment needs

vi. Recruitment cost

vii. Selection criteria and preference

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METHODOLOGY OF THE STUDY

Methodology is said to be the procedure or way which the project

work has been done. In this project work the methodology consists of some

steps. These steps are as follows -

i. Sources of data collection

ii. Sample plan

Sources of data collection:

Data can be broadly classified as -

i. Primary data

ii. Secondary data

Primary data:

Primary data are those data that are original in character and are

collected a fresh. As the primary data is the information collected for the time,

there are several methods in which the data is completed.

The methods are -

a. Questionnaire

b. Schedule

c. Interview

d. Observation

Of these four methods Questionnaire are proposed to use

for collection of data.

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Sampling Technique:

It is formalized set of questions which are logically and

systematically arranged to collect the information useful for the proposed study.

The questionnaire in this study is structured containing a limited number of

questions (15) which are easy and clear to understand. The layout of this

questionnaire is framed in such a way to minimize confusion and recording

errors.

Secondary data:

Secondary data refers to the use of information already collected and

published or unpublished, the source is books journal and reports etc.

Sources of secondary data:

i. The recruitment and selection report.

ii. Leaflets, Brochures.

iii. Textual information available in the library.

Universe:

The universe can be finite or infinite. In finite universe the number of

items is certain, but in case of infinite universe the number of items is infinite.

Here in this study Tulasi Seeds Pvt. Ltd. is considered as the universe.

It is the finite universe because the number of workers in a factory is known.

Sample plan:

The sample plan is the procedure or way in which the sampling plan

has been done. As no project or research can be taken into consideration, the

whole of the population or universe the concept of sampling is used. As per the

35

concept of sampling only one sample is taken the universe in order to find out

the result.

Sample plan details:

i. Sample method

ii. Sample size

iii. Sample unit

Sample method:

Sample has been selected by using convenience sampling method. A

random sampling method is one where each item in the universe has an equal

chance of known opportunity of being selected.

Sample size:

Sample size mentions the size of unit that has been taken into

consideration for the survey. The size may be in numbers, weights or some

items even qualitative here as the unit are people or executives. The size to be

considered has been taken in numbers and sample taken for the study is 60

employees.

Sample unit:

Sample unit concept speaks about the unit which has been taken into

consideration for the project. In other words it can be said that the sample unit

consists of the thing which has to be survived. Recruitment and selection is a

concept of Human Resource management. The managers and executives have

taken as sample unit here and the executives are the units to be surveyed for this

project work.

36

LIMITATIONS OF STUDY

The scope of the study is limited to TSPL.

The study has been constrained by limitations of time and cost factors.

Accuracy of study is based on the information given by the respondents

so the information may be biased.

However, necessary steps are taken to reduce the bias in the study.

37

SEED INDUSTRY

Introduction:

Indian Agriculture has made enormous strides in the past 50 years,

raising food grains production from 50 million tones to over 200 million Tones.

In the process, the country has progressed from a situation of food shortages

and imports to one of surpluses and exports. Having achieved food sufficiency,

the aim now is to achieve food and nutritional security at the household level.

The increase in agricultural production, however, has brought in its wake,

uneven development, across regions, crops, and also across different sections of

farming community. In the decade of the 'nineties', a marked slackening in the

pace of growth has occurred, pointing to the need for infusing a new vitality in

the agricultural sector.

Seed is the most important determinant of agricultural production

potential, on which the efficacy of other agriculture inputs is dependent. Seeds

of appropriate characteristics are required to meet the demand of diverse agro-

climatic conditions and intensive cropping systems. Sustained increase in

agriculture production and productivity is dependent, to a large extent, on

development of new and improved varieties of crops and an efficient system for

timely supply of quality seeds to farmers.

The seed sector has made impressive progress over the last three decades.

The area under certified seeds has increased from less than 500 hectares in

1962-63 to over 5 lakh hectares in 1999-2000. The quantum of quality seeds

has crossed 100 lakh quintals.

38

The Seeds Act, 1966 and Seeds Control Order promulgated there under,

and the New Policy on Seeds Development, 1988, form the basis of promotion

and regulation of the Seed Industry. Far-reaching changes, however, have taken

place in the national economic and agricultural scenario and in the international

environment since the enactment of the existing seed legislation and the

announcement of the 1988 Policy.

AIMS AND OBJECTIVES:

It has become evident that in order to achieve the food production targets

of the future, a major effort will be required to enhance the seed replacement

rates of various crops. This would require a major increase in the production of

quality seeds, in which the private sector is expected to play a major role. At the

same time, private and Public Sector Seed Organizations at both Central and

State levels, will be expected to adopt economic pricing policies which would

seek to realize the true cost of production. The creation of a facilitative climate

for growth of a competitive and localized seed industry, encouragement of

import of useful germplasm, and boosting of exports are core elements of the

agricultural strategy of the new millennium.

Biotechnology will be a key factor in agricultural development in the

coming decades. Genetic engineering/modification techniques hold enormous

promise in developing crop varieties with a higher level of tolerance to biotic

and a biotic stresses. A conductive atmosphere for application of frontier

sciences in varietals development and for enhanced investments in research and

development is a pressing requirement. At the same time, concerns relating to

possible harm to human and animal health and bio-safety, as well as interests of

farmers, must be addressed.

39

Globalization and economic liberalization have opened up new

opportunities as well as challenges. The main objectives of the National Seeds

Policy, therefore, are the provision of an appropriate climate for the seed

industry to utilize available and prospective, opportunities, safeguarding of the

interests of Indian farmers and the conservation of agro-biodiversity.

While unnecessary regulation needs to be dismantled, it must be ensured

that gullible farmers are not exploited by unscrupulous elements. A regulatory

system of a new genre is, therefore, needed, which will encompass quality

assurance mechanisms coupled with facilitation of a vibrant and responsible

seed industry.

VARIETALS DEVELOPMENT AND PLANT VARIETY

PROTECTION:

The development of new and improved varieties of plants and availability

of such varieties to Indian farmers is of crucial importance for a sustained

increase in agricultural productivity.

Appropriate policy framework and programmatic interventions will be

adopted to stimulate varietals development in tune with market trends,

scientific-technological advances, and suitability for biotic and a biotic stresses,

location adaptability and farmers' needs.

An effective sui generis system for intellectual property protection will

be implemented to stimulate investment in research and development of new

plant varieties and to facilitate the growth of the Seed Industry in the country.

40

A Plant Varieties & Farmers Rights Protection (PVP) Authority will be

established which will undertake registration of extant and new plant varieties

through the Plant Varieties Registry on the basis of varietals characteristics.

The registration of new plant varieties by the PVP Authority will be

based on the criteria of novelty, distinctiveness, uniformity and stability. The

criteria of distinctiveness, uniformity and stability could be relaxed for

registration of extant varieties, which will be done within a specified period to

be decided by the PVP Authority.

Farmers/groups of farmers/village communities will be rewarded suitably

for their significant contribution in evolution of a plant variety subject to

registration. The contribution of traditional knowledge in agriculture needs to

be highlighted through suitable mechanisms and incentives.

A National Gene Fund will be established for implementation of the

benefit sharing arrangement, and payment of compensation to village

communities for their contribution to the development and conservation of

plant genetic resources and also to promote conservation and sustainable use of

genetic resources. Suitable systems will be worked out to identify the

contributions from traditional knowledge and heritage.

Plant Genetic Resources for Food and Agriculture Crops will be

permitted to be accessed by Research Organizations and Seed Companies from

public collections as per the provisions of the 'Material Transfer Agreement' of

the International Treaty on Plant Genetic Resources and the Biological

Diversity Bill.

41

SEED DISTRIBUTION AND MARKETING:

The availability of high quality seeds to farmers through an improved

distribution system and efficient marketing set-up will be ensured to facilitate

greater security of seed supply.

For promoting efficient and timely distribution and marketing of seed

throughout the country, a supportive environment will be provided to encourage

expansion of the role of the private seed sector. Efforts will be made to achieve

better coordination between State Governments to facilitate free Inter-State

movement of seed and planting material through exemption of duties and taxes.

Private Seed Sector will be encouraged and motivated to restructure and

reorient their activities to cater to non-traditional areas. A mechanism will be

established for collection and dissemination of market intelligence regarding

preference of consumers and farmers.

A National Seed Grid will be established as a data-base for monitoring of

information on requirement of seed, its production, distribution and preference

of farmers on a district-wise basis.

Access to term finance from Commercial Banks will be facilitated for

developing efficient seed distribution and marketing facilities for growth of the

seed sector. Distribution and marketing of seed of any variety, for the purpose

of sowing and planting will be allowed only if the said variety has been

registered by the National Seeds Board.

INFRASTRUCTURE FACILITIES:

To meet the enhanced requirement of quality/certified seeds, creation of

new infrastructure facilities along with strengthening of existing facilities, will

42

be promoted.National Seed Research and Training Center will be set up to

impart training and build a knowledge base in various disciplines of the seed

sector. The Central Seed Testing Laboratory will be established at the National

Seed Research and Training Center to perform referral and other functions as

required under the Seeds Act. Seed processing capacity will be augmented to

meet the enhanced requirement of quality seed.

Modernization of seed processing facilities will be encouraged in terms

of modern equipment and latest techniques, such as seed treatment for

enhancement of performance of seed, etc.

Conditioned storage for breeder and foundation seed and aerated storage

for certified seed would be created in different regions. A computerized

National Seeds Grid will be established to provide information on availability

of different varieties of seeds with production agencies, their location, quality

etc. This network will facilitate optimum utilization of available seeds in every

region.

Initially, seed production agencies in the public sector would be

connected with the National Seed Grid, but progressively the private sector will

be encouraged to join the Grid for providing a clear assessment of demand and

supply of seeds.

State Government or the National Seeds Board in consultation with the

concerned State Government may establish Seed Certification Agencies. State

Governments will establish appropriate systems for effective execution and

implementation of the objectives and provisions of the Seeds Act.

43

IMPORT OF SEEDS AND PLANTING MATERIAL:

The objective of the import policy is to provide the best planting material

available anywhere in the world to Indian farmers, to increase productivity,

farm income and export earnings, while ensuring that there is no deleterious

effect on environment, health and bio-safety.

While importing seeds and planting material, care will be taken to ensure

that there is absolutely no compromise on the requirements under prevailing

plant quarantine procedures, so as to prevent entry into the country of exotic

pests, diseases and weeds detrimental to Indian agriculture.

All imports of seeds will require a permit granted by the Plant Protection

Advisor to the Government of India, which will be issued within the minimum

possible time frame.

All import of seeds and planting materials, etc. will be allowed freely

subject to EXIM Policy guidelines and the requirements of the Plants, Fruits

and Seeds (Regulation of import into India) Order, 1989 as amended from time

to time. Import of parental lines of newly developed varieties will also be

encouraged.

Seeds and planting materials imported for sale into the country will have

to meet minimum seed standards of seed health, germination, genetic and

physical purity as prescribed.

THE NATIONAL SEEDS POLICY:

The Government of India trusts that the National Seeds Policy will

receive the fullest support of State Governments/Union Territory

Administrations, State Agricultural Universities, plant breeders, seed producers,

44

the seed industry and all other stakeholders, so that it may serve as a catalyst to

meet the objectives of sustainable development of agriculture, food and

nutritional security for the population, and improved standards of living for

farming communities.

The National Seeds Policy will be a vital- instrument in attaining the

objectives of doubling food production and making India hunger free. It is

expected to provide the impetus for a new revolution in Indian agriculture,

based on an efficient system for supply of seeds of the best quality to the

cultivator.

The National Seeds Policy will lay the foundation for comprehensive

reforms in the seed sector. Significant changes in the existing legislative

framework will be effected accompanied by programmatic interventions. The

Policy will also provide the parameters for the development of the seed sector

in the Tenth and subsequent Plans. The progress of implementation of the

Policy will be monitored by a High Level Review Committee.

A BRIEF HISTORY OF THE SEED INDUSTRY:

One hundred fifty years ago the United States did not have a commercial

seed industry; today we have the world's largest. Some view this as real

progress, a form of genetic Manifest Destiny. A nation once a `debtor' in plant

genetics now supplies the world. In 1854, seeds were sourced in the U.S. by

way of a small number of horticultural seed catalogs, farmer (or gardener)

exchange, on-farm seed saving, and through the beneficence of the United

States government. Specifically, beginning in the 1850s, the U.S. Patent and

Trade Office (PTO) and congressional representatives saw to the collection,

propagation and distribution of varieties to their constituents throughout the

45

states and territories. The program grew quickly so that, by 1861, the PTO had

annual distribution of more than 2.4 million packages of seed (containing five

packets of different varieties). The flow of seed reached its highest volume in

1897 (under USDA management) - with more than 1.1 billion packets of seed

distributed.

The government's objectives in funding such a massive movement of

seed stemmed from the recognition that feeding an expanding continent would

require a diversification of foods. To the early colonies, the introduction of

wheat, rye, oats, peas, cabbage and many other vegetable crops was as critical

to food security as was the adoption of the corn, beans and squash. Immigrants

were encourage to bring seed from the old country, founding fathers such as

Thomas Jefferson engaged in seed-exchange societies, and by 1819 the U.S.

Treasury Department issued a directive to its overseas consultants and Navy

officers to systematically collect plant materials.

The first commercial seed crop was not produced until 1866 cabbage

seed produced on Long Island for the U.S. wholesale market. The industry

flourished to some degree, but early seed trade professionals felt their growth

was stymied by the U.S. government programs as well as the self-replicating

nature of their product (that is, the factory contained within that product). In

1883, the American Seed Trade Association (ASTA) formed and immediately

lobbied for the cessation of the government programs. The organization

developed powerful allies, such as Grover Cleveland's Secretary of Agriculture,

J. Sterling Morton, who wrote that the government giveaway was "antagonistic

to seed as a commodity-form and in direct competition with the private seed

trade." But the program was very popular with constituents, and the USDA's

46

seed budget was kept intact - at one point counting for a full 10 percent of the

agency's overall annual expenditures.

In the early part of the 20th century, the first wave of hybrids began to

provide seed companies with a potential increase in product profitability (as

farmers would now need to return to the seed distributor for materials each

year). However, most of the hybrid development was occurring at Land Grant

Universities, and these universities refused to give the companies exclusive

rights to the seed. Once again, the industry felt its growth hindered by federal

programs and complained of unfair trade practices. Mounting data also

indicated a slowing in yield increases from seed developed in government

programs. The industry used this last point to strengthen its argument for the

privatization of seed development in order to foster greater food security.

In 1924, after more than 40 years of lobbying, ASTA succeeded in

convincing Congress to cut the USDA seed distribution programs. The USDA

still supported breeding at the state agricultural schools, and for a time these

programs continued to compete with seed companies by developing `finished'

commercial varieties. Associations such as the American Society of Agronomy

and American Society of Horticulture Science eventually convinced the public

programs that their appropriate role was in training plant breeders, performing

fundamental research, and creating raw materials and technologies for private

industry to capitalize on. The LGUs began to increasingly serve in this

capacity, developing inbred parental lines and breeding stock that the seed trade

would use to create proprietary varieties.

These changes in the public role, along with improvements in hybrid

techniques, led to the growth of the seed trade following World War 11. The

47

trade was well represented during this period by regional companies. The

conversion to mono-cropping and large-scale corporate agriculture had not yet

moved into full swing. The Santa Clara Valley grew vegetables and fruit and

not internet startups, and Americans still planted their Victory Gardens. The

seed trade reflected this diversity in food production.

In the 1960s, a few larger seed firms began to purchase smaller

companies (mostly to acquire strong hybrid holdings). But the consolidations of

this period were minor compared to the frenzy that would come with a Supreme

Court ruling on June 16, 1980, in the case of Diamond V. Chakravarty. Prior to

the Chakravarty decision, a plant (or animal) could be owned, but the genetics

could not. This case cleared the patenting of life forms on the bases of their

genetic coding. The PTO granted more than 1,800 such patents following the

ruling. Companies that had no historical seed interests-primarily chemical and

pharmaceutical firms--began purchasing seed companies. In a few short years,

there were billions of dollars in mergers and acquisitions-with little to no

regulatory oversight creating for the first time a majority ownership of plant

genetics by a few multinational companies. No other natural resource (marine,

timber, minerals) has ever shifted from public to private hands with such

rapidity, such intensity of concentration, and so little oversight...

Agri-Consultant, 4, Bhupali Apts, Rain Maruti Road, Thane 400 602,

India SEED is the most important input component for productive agriculture.

In the significant advances that India made in agriculture in the last four

decades, the role of the seed sector has been substantial. The expansion of seed

industry has occurred in parallel with growth in agricultural productivity. Given

the fact that sustained growth to cope with increasing demand would depend

more and more on the pace of development and adoption of innovative

48

technologies, the seed would continue to be a vital component for decades to

come. The organized seed industry of the country is just forty years old. Yet, its

growth has been phenomenal. India is one of the few countries where the seed

sector is already reasonably advanced. The private seed industry is no more

confined to just production and marketing of seed. It has as well acquired

technological strength to cater to the varietal needs of tomorrow.

The Indian seed industry is currently valued around Rs 2500 crores ($

500 million) and is proposed to be around 3750 crores ($ 750 million) by 2002.

There are about 150 organized seed companies in India today. Several

companies have Government of India (DSIR) recognized research and

development departments and have produced and released a large number of

varieties and hybrids in several crops. The contribution of private research in

terms of value is steadily increasing. The share of research hybrids in total

turnover of crops like pearl millet, sorghum-sudan grass, sunflower, maize,

sorghum and cotton was about 70% in 1997-98 compared to 46% in 199091.

Private R&D's real investment in research has quadrupled between 1986 and

1998. Subsidiaries and joint ventures with multinational companies account for

30% of all private seed industry research3. A study made over nine private seed

companies indicates that the amount spent on R&D ranged from 0.78% (0.49

crores) to 15.08% (22.62 crores) (Companies Annual Reports 1998-99). Some

of the companies initiated the work on development of transgenic crops. In

March 2002 the first transgenic hybrid cotton seed was allowed for commercial

cultivation in the farmer's field.

This article provides a historical perspective to the development of seed

industry in India, its current status and future. Besides, some suggestions are

49

also provided for improvement and modification in the regulatory procedures,

particularly in case of transgenic crops.

HISTORICAL PERSPECTIVE:

The National Seed Corporation was established in 1963. The

Government of India enacted the Seeds Act in 1966 to regulate the growing

seed industry4. The sixties were the most eventful times for Indian agriculture,

not only because of introduction of high-yielding cereals, particularly wheat

and rice but also for many other positive developments related to seed such as,

constitution of Seed Review Team, enactment of Seeds Act, 1966 and

formation of National Commission on Agriculture.

GROWTH:

Seeds form the fundamental and crucial input for sustained growth in

farm production, often stimulating the use of new methods, machinery and

yield-enhancing agro-inputs. The role of the seed sector is not only to ensure

adequacy in seed quality but also to ensure varietal diversity. Today, the Indian

seed programme boasts one of the biggest seed markets in the world, with

annual sales at around US $920 million. Of this, domestic off take accounts for

US $900 million and sales in the global market account for the remaining US

$20 million.

The New Policy on Seed Development (NPSD), established in 1988 with

the objective of augmenting productivity and output quality, stimulated major

growth in the industry as it attracted a lot of investment in seed business from

major domestic seed companies. Given the growth of the seed sector in recent

years, India has the potential to become the foremost player in the seed export

50

business in the developing world with prospective markets in Asia, Africa and

South America.

PUBLIC SECTOR:

Like many agriculturally developed Asian nations, India has sizeable

public and private sector seed businesses. Giant public sector players include

the National Seeds Corporation (NSC), the State Farms Corporation of India

(SFCI) and the thirteen State Seed Corporations (SSCs). NSC was the first

public sector organization, established in 1963, and remained virtually the only

agency for seed production for around 13 years. Its role extended to several

developmental programs including training, quality control and extension

activities in seeds. This was followed by the setting up of the SSCs under two

consecutive plan periods, supported by the World Bank, and these largely

adopted the role of the NSC in the Indian States. These corporations engage

principally in production and marketing of seeds of high yielding and hybrid

varieties developed by the public sector.

PRIVATE SECTOR:

Although private seed companies such as Poach and Sutton have been

established since the pre-independence era, accelerated growth of the private

sector began only after the introduction of the new seed policy in 1988 which

ushered in a liberal business climate. Currently there are over 200 private seed

companies, together with a few multinational companies, and these tend to

focus on low volume, high value crops with the principal effort being placed on

creating hybrids for oilseeds, maize, cotton and vegetable crops. The private

sector accounts for 70% of the market in terms of market turnover whereas the

public sector has the greater share in terms of volume sales.

51

GLOBAL INITIATIVES:

India today has a critical mass and level of growth that it could use not

only to cater to the growing domestic requirement but also to make a concerted

effort for global trade under provisions of GATT and WTO. Furthermore, India

is endowed with second largest area of farmland, and the largest area of

irrigated land, in the world and, with its huge germ plasm diversity, its seed

industry is well placed to serve both domestic and international markets.

The diversity of agro-climatic conditions, strong seed production

infrastructure and market opportunities, India holds significant promise for

export of seeds. Government will evolve a long term policy for export of seeds

with a view to raise India's share of global seed export from the present level of

less than I% to 10% by the year 2020.

The export policy will specifically encourage custom production of seeds

for export and will be based on long term perspective, dispensing with case to

case consideration of proposals.

Establishment and strengthening of Seeds Export Promotion Zones with

special incentives from the Government will be facilitated. A data bank will be

created to provide information on the International Market and on export

potential of Indian varieties in different parts of the world.

The release of high yield dwarf varieties of wheat and rice by the mid

1960s gave further impetus to the growth of seed industry. This period also

saw the constitution of the seed review team, enhancement of seeds act.1996

for regulating the quality of seed and formation of the National Commission

of agriculture. This was the period in which the private sector took significant

steps into the seed business.

52

The 1980s witnessed two more important developments viz., granting of

permission to MRTP/ FERA companies for investment in the seed sector in

1987 and the introduction of "NEW POLICY" on seed development in 1988.

The new policy on seed development while helping liberalize import of

vegetable and flowers seeds in general and seeds of others crops in a restricted

manner encouraged global seeds companies to enter the seed business of India.

CURREN STATUS:

To supply the seeds necessary for the five hundred thousand Indian

villages is a big problem. Storage, transportation and timely distribution of pure

seed from village to village calls for careful organization with in the state

department of agriculture and the willing co-operation of farmers.

Indian's seed industry has grown in size and level of performance over

the past four decades. It represents a blend of private and public sector

companies/ corporations. The private sector comprises approximately 140 seed

companies, which includes national, global, regional and other seed producing

and/ or selling companies. The industry has made impressive strides from

modest beginning in 1962-63 to over 5 latch hectares in seed production in

1995-96. The quantum of seed distributed also grew from 14 lakh quintals

during this period. On the inputs supply the certified quality seeds distribution

touched anew high of one million tones during the year 2000-2001. It was 0.91

million tones the previous year.

CHALLENGES:

Implementing of new techniques requires dissemination and training for

their beneficial use. To achieve this goal radical change will be required in the

existing extension system. In many cases entirely new approaches for

53

dissemination of knowledge will be required. These will have to be constant

learning an up gradation of skills to enable transmission of knowledge to the

user.

To realization of the prospects of the industry will also changes in the

government policy, which would facilitate the development of the Indian

agriculture and seed industry. The policy must aim at governing greater self

discipline and removing controls and restrictions, which inhibit growth and

development.

ROLE OF THE GOVERNMENT:

To achieve self-sufficiency in the production through planned

programs, the distribution of quality seed was rightly considered as a key factor

by the government. The far-sighted and liberal policies of government of India

has always laid emphasis to build a sound seed industry in the country and has

supported both public and private sector organizations to develop and to meet

the increasing seed demand and also to produce surplus stocks require for

export.

To support expanded activities the "National seed S.C.R. Engineering

College programme" was launched with the financial assistance of the "world

bank" (International Bank for Reconstruction and Development) in order to

make available the right quality of seed to the Indian farmers in adequate

quantities and at reasonable price in time. The government of India took various

steps including promulgation of "Seed Act" during 1996, which became

operative throughout the country from October 1969. The main objective of the

act is to produce quality seed of different crop varieties under a system of seed

certification and testing is voluntary but the farmers have recognized the

54

importance of quality seed to get higher production with limited resources

available at their end.

High yielding varieties are being released for cultivation in quick

succession by various agricultural universities and ICRA institutions through

massive research project and screening of planning materials. Steps have been

taken during early 1984 to bring seed with in the purview of the essential

commodities Act to strengthen the regulation of seed quality and to economies

production at derived levels.

PROBLEMS:

The seed industries and farmers from many years are facing many

problems. A number of multi-national corporations have stepped into our

agricultural country to gain control over the seeds and their distribution.

Recently, a new variety of seeds have entered the country. This created many

new problems for the seed industry and farmers.

Generally, a seed may be used either as a food material or as a seed for

another crop. But now, the life in the seed is being taken out for making it to be

used only as a food material and not as a seed for another crop.

These types of seeds are called genetic change or genetic engineering

seeds. Example, BT Cotton seed, the farmers are made to purchase those seeds,

which are manufactured by the corporation for their crops. Once the farmers or

industry have used these types of seeds, they face many problems. They have to

use only those pesticides, which are produced by that association for protecting

their crops from the pests, diseases etc. these types would use by the wide

associations.

55

SEED INDUSTRY IN GLOBAL PERSPECTIVE:

The population has been growing at a faster rate in the country. To

increase the production accordingly an "All India Co-ordinate organization has

been established in 1951 with the assistance of "Rockefeller Foundation"

which belongs to America. As a part of this project, it produced new seeds of

maize in 1961 and cotton seeds in 1971.

With a view that the state governments are unable to meet the

demand for seeds correctly, two associations have been established with the

help of Rockefeller Foundation. They are "National Seed Association" 1963

and "State Farm Corporation of India", 1969. Due to the "Development

Programme" which came into existence in 1988, many multinational

corporations have stepped into the seed industry. At present there are more

than 700 multinational corporations in India organizing seed business directly

or industry. Nineteen multinational companies have been made an agreement

with the Indian seed industries and have been enjoying the leadership in the

seed market. Monsanto, an American multinational corporation, has acquired

one-fourth part of the MICO seeds industry, one of the biggest seed industries

in India. The acquisition value given by the Monsanto Corporation is more

than 17 times to the real value.

SEED INDUSTRY IN INDIA:

Indian seeds industry has grown in size and level of performance over

the past four decades. India stands in the 8th position all over the world in the

production of different variety of crops. Again in each crop there are thousand

of varieties. To co-ordinate the seeds research centers and a private

organization in the country and to support the expanded activities, the "National

56

seed Program" was launched in 1967 with the financial assistance of the World

Bank. In 1960 many private organizations have participated in the production

of seeds. Many seed industries have laid a strong foundation in the country.

Following are some of the major seed industries in India.

MICO seeds private Limited, Mumbai.

Monsanto holdings private Limited, Mumbai

Namdhari Seed Corporation limited, Bangalore.

National Seeds Corporation limited, New Delhi.

Rallies India limited, New Delhi.

Sungro seeds limited, Delhi.

Cargill hybrids private limited, New Delhi.

Pioneer India limited, Kolkata.

Proagro seeds private limited, Chennai.

Sasys seeds private limited, Bangalore.

Sinjent India limited, pune.

Nunhams seeds private limited, Gurgaon.

SEED INDUSTRY IN ANDHRA PRADESH:

In Andhra Pradesh the seed industries are many in number. Though

Andhra Pradesh is one among the states in India who have been producing

different varieties of crops it does not have the major seed industries in it when

compared to other states. Many seed have formed recently in the state. Also the

state is growing industrially and there is sample scope and potential for the

entry and success of new industries.

57

The crop producing seasons are different for different states. In Andhra

Pradesh the crop producing seasons starts from June and ends with the month

of September. Generally the rain fed crop in situated in the irrigated crop may

not have better results when compared. The stock to be sold by the seed

industries is kept ready during the starting of years as the period during which

the demand will be more fall between march and august. The industries in the

state market with other states, which form the boundaries of it. The selling

period of those states will vary. The following are some of the seed industries

in Andhra Pradesh.

Indo American hybrid seeds (India) Pvt. Ltd, Hyderabad.

Seed works India limited, Hyderabad.

Mourya agri-tech, Hyderabad.

Sriram Bioseed genetics India limited, Hyderabad.

Nath seeds limited, Hyderabad.

Jk seeds limited, Secunderabad.

Nugeveedu seeds limited, Hyderabad.

Tulasi seeds Private limited, Guntur.

Venus crane seeds Pvt. Ltd, Guntur.

Tammareddy seeds, Vijayawada.

58

COMPANY PROFILE OF TSPL

Tulasi Seeds Pvt. Ltd. was incorporated on 15th May 1992 under the

proprietorship of Sri Tulasi Rama Chandra Prabhu. TSPL is the one among the

industries which are being run under the same management.

Tulasi Seeds Pvt. Ltd.:

Tulasi Seed Pvt Ltd. started in the year 1992. Current year turnover is

Rs.100 crores. Having R&D unit, Green House, Seeds Testing Laboratory, Bio-

technology Lab, 100 acres of Farm Land, Research scientists with M.SC.(Agr)

PhD, Breeders, employees 450 regular and 300 seasonal. TSPL is accredited

with ISO 9001: 2000.

Coastal Packagings:

A packaging industry manufacturing corrugated boxes started in the year

1977.Total number of employees are 150.Present turnover Rs.6 crores. It has

been accredited with ISO 9001:2000.

Chaitanya Packagings Pvt. Ltd.:

Started in the year 1986 for manufacturing heavy duty export quality

corrugated boxes. The company employed 340 persons as on today and having

turnover of Rs.35 crores per annum. Accredited with ISO 9001:2000.

Chandra Transport:

Started in the year 1980. Total number of employees are 100. Having a

fleet of 47 trucks.

59

Tulasi Ram Chits Pvt Ltd:

Started in the year 1998. Present turn over is Rs.3 crores.

Tulasi Filling Systems:

Started in the year 2002 for manufacturing office stationary. At present

employing 40 persons.

Tulasi Digital Studios:

Started in the year 2004, for printing of flex & vinyl banners for large

size hoardings with a special focus on quality. Number of employees are

60.Turnover is 67.34 lacks.

Tulasi Technosoft Pvt. Ltd:

Started recently, employing 35 members. Scope for expansion.

The company proprietor, Sir Tulasi Rama Chandra Prabhu, had received

"Best Management Award" in 1994 from the hands of Former Chief Minister,

Kotla Vijaya Bhaskar Reddy. Again he received "Parisramika Vijetha" award

from the Minister of Industries, Kotagiri Vidyadhar. The company is being run

under his efficient management is such a way that it is not only to pave its way

but also able to earn some surplus to meet the needs of growth and expansion.

Total group turn over is Rs. 153 crores. Total number of employees are

1000 permanent, 500 persons seasonal.

60

OBJECTIVES OF TULASI SEEDS PRIVATE LIMITED:

The main objective of the company is to provide pure quality and

certified seeds to the farmers and to protect them from purchasing the duplicate

seeds and increase the production.

The farmers are made to purchase the duplicate seeds for their crops by

some of the big corporations whose main objective is to earn profit and not the

well being of the farmers and the crop production.

Once the farmers have used those duplicate seeds, they face many

problems. They have to use only those pesticides which are produced by those

corporations alone for protecting their crops from the pests, diseases, etc.

Therefore to save them from duplicate seeds and to increase the production

TSPL is striving hard to serve the farmers.

LOCATION OF THE COMPANY:

The Processing Plant and Research Farm are located at Ameenabad. It is

near Dokiparru in Medikonduru mandal of Guntur district in the State of

Andhra Pradesh. It is only 15 km from Guntur and is on Guntur-Narasaraopet

highway. It is well connected by both rail and road transportation. It is only

45km from Vijayawada which is industrially located.

The registered office named “TULASI HOUSE" is located at 4th lane of

Arundelpet in Guntur. It is nearer to the Railway Station. The Zonal Office is

situated at Hyderabad. The Branch office is situated at Nagapur in the state of

Maharastra.

61

ABOUT TULASI SEEDS PVT LTD:

Financial Obligations:

No expenditure was incurred during the year in foreign currency.

The contingent liabilities at the end of the year were nit.

The amount due by the company to SSI units was nil.

The company has paid the interest and commissions regularly to, the

respective parties.

Future Outlook:

The company has introduced own branded seeds in the local market along

with the partial introduction of them in the states of Maharastra, Madhya

Pradesh and Karnataka. It has made good progress in the previous year from the

own hybrids of cottonseeds and established its own good will in the market.

The company is confident of achieving better results in the current

financial year in view of the improving market conditions and the company's

strategically developed network in various areas. It has been taking all

necessary steps for improving quality of the products and services.

Research and Development (R&D):

Specifically in the R&D carried out by the company.

Development of own hybrid seed.

To improve quality

To improved productivity

Rs.3,49,108 spent under own research and development programme

during the year.

62

FUNCTIONAL AREAS:

MARKETING:

The company mainly markets its products from its processing plant at

Ameenabad. The consumers come to the registered office or to the processing

plant and place their order. The company has its own trucks and vans for the

transportation.Directly approach the company and reserve the material which

they want to purchase by making advance payments.

ADMINISTRATION:

Recruitment in Tulasi Seeds Pvt Ltd. is done mainly through internal

sources. It has good relations with their employees, workers, farmers, dealers

and distributors. Promotion is mainly based on seniority. It maintains farmer’s

guest house at the processing plant. Programs were also arranged on relevant

topics as safety, role of employees, self- development, productivity, human

relation, health etc.

FINANCIAL:

Tulasi seeds private limited use both its won capital and debt to perform

its activities. The company aims at wealthy maximization, rather than earning

more profits. It maintains proper record if every transaction showing full

particulars when wanted.

The company has adequate internal audit system commensurate with the

size and nature of its business. White God Chits and Finance, one of the units

maintained by the same management itself holds 50% shares of the company

having Rs.10/face value each.

63

The parties and employees to whom loans and advances have been given

by the company are repaying the principal amount stipulated.

PRODUCTION:

The production profile of Tulasi Seeds Private Limited deals with the

whole issue of processing of various kinds of seeds which includes the

procedure, stockpile etc. The company processing of cotton seeds takes the

major place among all seeds. The different types of seeds which are being

processed by the company are as follows:

Cotton Seeds

Chilli Seeds

Jowar Seeds

Sunflower Seeds

Tomato Seeds

Maize Seeds

The company has separate section for maintaining seed testing

laboratories, germination testing room, humidity controlled room, etc.

Laboratory oven is used to remove moisture of the seeds. The seeds sometimes

have more moisture than required. For example, cotton seeds must have

generally 10% moisture.

The seeds are kept in the oven and the fins inside remove the moisture

from the seeds to the extent mentioned on the oven. The Programmable

Environment Test Chamber is a device used to know the germinating power of

seeds. For this, a particular type of paper called germination paper is used. The

seeds are kept on the germination paper and are kept inside the Environment

64

Test Chamber. The test chamber is kept on at a temperature of 25 degree

centigrade and 99% humidity.

The paper is taken out and tested periodically for knowing the

germination power of the seed. There is a germination testing room in the

section which indicates the germination capacity. There will be some shelf’s in

the room on which the seeds are kept. The room will be air conditioned. A

germination tester attached to the shelf indicates the germination capacity in

percentages. Finally, a humidity controlled room is maintained by the

company. The room is air conditioned at the temperature of 30 degree

centigrade. Two pipes will be there in the room. Through one pipe moisture

will be going out and through another pipe outside air will be coming in thus

maintaining same temperature.

The company has its own research and development programme. The

scientists from their research make the parent seeds which will be stored in the

humidity controlled room. The seeds of the company are given to the growers

to grow the corps in the farms of the company. The crop period will be about

150 to 170 days. After that, the crop is taken by the company from the farmers.

For cotton crop, it will be kept in a round machine surrounded by

horizontal beams called dust remover machine. It removes the dust from the

crop. Then it is thrown in the ginning machines. The machines perfectly

separate the dust is sold out in the market. The seeds are taken for delineating

process. In this sufficient quantity of acid is pored in the machine along with

the seeds. The machine revolves and the negligible cotton remained will get

burnt. After that seeds which turn into black color will be dried for one or two

days.

65

The dried seed are taken for grading. For this a machine called seed

Grader is used for removing dust and for grading. The seeds are poured in the

machine and the dust, whether big or small will be separates the light and

damaged seeds.

Then the seeds flow into a gravity separator. The fans beneath identity the

light seeds and workers to take off the useless seeds, if any. The seeds

examined are then pored into a crop protection machine for chemical

processing. These chemicals Gaucho, Cruser & Tata are mainly used in

chemical processing. The chemical processing of seeds through the crop

protection machine will help to protect the crop from pests and for quick

germination these seeds are poured in the packing machine.

The seeds processed with different it chemicals are packed separately.

Generally, the seeds processed with Gaucho chemicals have more demand.

There will be a PMC machine by the side of the packing machine which

indicates the weight of the packets new weight will be of 500 grams. The

packets are again packed in cardboard boxes and kept ready for delivery

purposes. It means quick delivery of the materials ordered by the consumers

through these trucks and vans. If any unforeseen demand arises and orders are

placed in plenty, it consults the Chandra Transport Agency for the delivery of

the material ordered.

The prices are fixed basing on its competitors and the variations in the

prices of the goods in the market advertising of done by the company.

The advertisement relating to the company seeds are given in daily

newspapers like 'VAARTHA' and monthly journals like 'ANNADAATA', etc.,

the advertisement and business promotion expenses are included in the selling

66

and distribution expenses while preparing the financial statements. The

advertisement expense during the year incurred by the company is less than the

previous year. The packing of the seeds is the last stage in processing. The

packages are kept in corrugated boxes sent for delivery to consumers. These

packing expenses are included in the sale price.

The distribution is the main function in the marketing of seeds of the

company. It maintains good relations with its dealers, distributors and fanners.

The company conducts and organizes the meetings where the farmers, dealers

and distributors come for the discussions.

This facilitates good understanding between them and finally leads to the

overall development of both the company and the members. The farmers and

dealers directly approach the company and reserve the material they want to

purchase by making advance payments.

AWARDS:

Government of AP gave “BEST SMALL SCALE INDUSTRIAL

AWARD” in 1994.

APSFC awarded “PARISRAMIKA VIJETA” consecutively for 4 years

from 2001.

Ministry of small scale industries, Govt. of India, given “NATIONAL

AWARD”-2003 handed over the award by Dr.A.P.J.Abdul Kalam,

president of India.

Chaitanya packagings pvt. Ltd. Obtained certificate of merit from

capexil, a recognition of export achievement in respect of paper boxes

sponsored by ministry of commerce & industry, Govt. of India on

1.10.2007 at NewDehi for the year 2006-2007.

67

Federation of Andhra Pradesh Chamber of commerce and industries. Red

Hills, Hyderabad chosen TULASI SEEDS PVT. LTD., for the award of

EXCELLENCE IN RESEARCH & DEVELOPMENT for 2007.

Received “BEST MANAGEMENT AWARD” -2007 from

Y.S.Rajashekara Reddy, C.M of A.P

AGRICULTURAL BACKGROUND:

Established Tulasi Seeds Pvt Ltd. in the year 1992 with a good motive of

serving farming community by supplying high quality hybrid seeds for

getting higher yields.

Established Tulasi R&D division in 1994 in an area of 200 acres for

developing superior hybrids and OPVs and it has been recognized DSIR

(Dept, of Science and Industrial Research), Ministry of science &

Technology, Govt. of India, New Delhi

For development of transgenic BT cotton hybrids, made agreement with

Monsanto Company for the transfer of BT technology in promising

"Tulasi" cotton research hybrids and built spacious green houses in

22,000 sq. ft. area for this purpose.

Several high yielding hybrids have been developed in crops like cotton,

Chilly, Maize, Sunflower, Billet, sorghum etc

State of the Art Biotechnology Laboratory was constructed and acquired

several modern equipments.

More than 100 post graduate & Ph. D students have been guided and

helped them for doing their project work in Tulasi Biotechnology

Laboratory.

68

This year around 10 Lakh farmers have been benefited by using Tulasi

hybrids.

Farmers were given training by conducting farmers' fields, field days &

jeep campaigns.

EXTENSION ACTIVITIES:

Showing keen interest in organic farming, natural manures like vermin

compost etc have been produced in large quantities and experiments are being

carried out at Tulasi R&D division.

RECENT ACHIEVEMENT:

Tulasi Seeds, which aims to emerge as market leader in seeds sector in

next two years, will raise Rs. 150 crore in next three months by offering 20 per

cent of its stake to private equity firms as well as banks, according to the Tulasi

Group Chairman and Managing Director Tulasi Ramachandra Prabhu.

Mr Prabhu, who recently received an award from President Pratibha Patil

for his company's research into seeds, told media persons here that the entire

process of stake sale would take three months. The company will use the funds

to expand its operations.

According him, Tulasi Seeds, which is the 3rd largest seeds marketing

company in the country, achieved a turnover of Rs. 171 crore last fiscal and

would generate Rs. 225 crore during the current fiscal."We have entered into an

agreement with an Italian company for producing vegetable seeds as well as BT

seeds of maize," he said. Mr Prabhu also said his company would go for public

issue within three years.

69

"TULASI" SYNONYM FOR HIGH QUALITY

Good seed is the basic and crucial input to improve the agricultural

economy. Inspite of availability of various kinds of seed in market, the

challenge of producing sufficient agriculture production is not possible due to

the poor quality of seed. In order to supply high quality and high yielding

hybrid seeds and OPVs in important agricultural crops to the farming

community at an affordable price, Tulasi Seeds Pvt, Ltd. (TSPL) was started in

1992 at Guntur (Andhra Pradesh).

Sri Tulasi Rama Chandra Prabhu, an Engineering Graduate from IIT,

Madras, who hails from an agricultural family, is the chairman for the

company. Due to his continuous efforts and dynamic leadership for the last 15

years, Tulasi Seeds Pvt. Ltd., has grown to be one of the leading seed

companies in the country. TSPL is marketing its own research hybrids as well

marketing network all over the country.

This company has been accorded IS09001:2000 certification for its

quality management system. Sri Prabhu has also received `National Award for

entrepreneurship' from the president of India Dr.A.P.J.Abdul Kalam.

Research development division of TSPL was started in 1994 with a view

to develop superior hybrids and OPVs for higher yield, early maturity, better

quality and resistance to biotic and abiotic stresses in major crops. The R&D

Division has excellent infrastructure facilities with highly qualified scientific

manpower for conducting research in Plant Breeding and Biotechnology.

DSIR(Department of Scientific and Industrial Research), Ministry of Science &

70

Technology, Govt. of India has accorded recognition to TSPL's R&D division.

Collaborative research is also being carried out with international institutes like

ICRISAT etc., for hybrid development program.

Due to the continuous efforts at R&D division, several high yielding

hybrids in crops like Cotton, Chilli, Maize, Sunflower, Sorghum, Pearl Millet,

Okra etc., have been developed.

Very popular and revolutionary Tulasi cotton research hybrids like

Tulasi-4Bt(Sri Tulasi Bt),Tulasi-9Bt(Bhaskar Bt) (Central Zone) &Tulasi-117

Bt (Namaskar Bt) are being cultivated in lakhs of acres in major cotton growing

areas in the country and these Tulasi Bt Cotton hybrids are showing excellent

results in framers fields. The R&D Division has also developed BG II versions

for Tulasi4BG II &Tulasi-9 BG II and these two hybrids have shown the best

performance in the large scale field trails in North, Central & South Zones.

After GEAC approval Tulasi-4 BG II & Tulasi BG II hybrids would be made

available to farmers for Kharif 2008 season.

RECRUITMENT AND SELECTION IN TSPL

People are the most important and valuable resource of any organization.

In due consideration to this aspect, TSPL lays maximum emphasis on human

resources planning, development and management for optimum utilization and

full realization of the employee potential to achieve the goals. TSPL follows

corporate recruitment policy in meeting its manpower requirements. The

organization in order to accomplish the present and future business objectives

71

assesses and reviews the manpower requirements of various plants every year

by consolidating their requirements. In other words, it collects information

about the manpower requirements of various plants and then it takes appropriate

action for recruitment and selection. Recruitment of manpower is done at two

levels, namely recruitment at corporate level and recruitment at plant level.

RECRUITMENT PROCESS:

TSPL applies corporate rules and procedures in case of recruitment.

Wide publicity is given through open advertisements in media. The

advertisement specifies the service conditions and compensation packages.

Once the recruitment process is completed, TSPL allots selected candidates to

various power plants. When the selected candidates join the respective plants,

the branch manager concerned allots candidates to various departments in

consultation with the heads of the various departments. Candidates with right

qualification and adequate experience are placed in appropriate departments.

They are also given necessary orientation in terms of “On the job training”. The

training is mostly conducted in its in-house training institute. The process

involved in recruitment is shown in chart. The recruitment process in TSPL is

transparent and fair. For instance, TSPL after receiving applications form

potential candidates calls them for a written test. Potential candidates who

successfully pass through the written examination are called for group

discussion followed by an interview.

72

Recruitment and selection process

Thus, after taking the final decision, the organization has to intimate this

decision to the successful as well as unsuccessful candidates. The organization

offers the job to the successful candidates either immediately or after sometime

depending upon its time schedule. The candidates after receiving job offer

communicates his acceptance to the offer or requests the company to modify

the terms and conditions of employment or reject the offer.

The company may modify the terms and conditions of employment as

requested by the candidate. The company employs those candidates who

accepts the job offer with or without modification of terms and conditions of the

employment and place them on the job.

73

Advertisement

Written test

Interview

Induction / training

Posting

PROMOTIONS AND PROMOTIONAL POLICES:

Promotion policy is one of the most important components of personnel

policies in any organization. Every employee in service looks for better service

conditions like promotion to the next higher cadre after having put in a

minimum period of service in the current cadre. It is therefore necessary to lay

down a clear policy regulation with regard to promotion to each cadre, as it

creates a healthy atmosphere in the organization and also improves the

efficiency of the organization to a larger extent. In TSPL, promotional policies

are transparent and fair. TSPL follows two types of promotions such as “merit-

cum-seniority” and “seniority only” subject to fitness. The following cadres

come under the purview of “merit-cum-seniority”.

CRITERIA FOR PROMOTION:

The criteria adopted for fixing the merit rating in respect of cadres for

which promotion is on the basis of merit-cum-seniority is as follows. The total

marks obtained in the annual appraisal reports for the latest five years shall be

added and divided by 5 to obtain the average marks. Based on the average

marks obtained, grading will be given in terms of the following and the same is

presented in table.

Gradation of Employees

Out of turn 90% and above

In turn Less than 90%

Unfit

Not to be

considered

74

The grades as mentioned above are the basis for considering the

suitability of an employee for promotion. It is to be mentioned here that “out of

turn” grading shall be awarded only, if two different reporting officers award

‘A’ grade to the employee who is assessed.

SENIORITY ONLY:

In case of employees from reference, their claims shall be considered on

the basis of seniority subject to fitness. No personal interests are encouraged

and the promotions are only based on the performance and seniority only.

INTER PERSONAL RELATIONS:

Employees of TSPL personally know one another and hence, inter

personal relations are good. For instance for the last four years, no conflicts are

reported among the employees and officers, which shows that good

interpersonal relation exist in the organization.

RULES AND REGULATIONS:

Every organization has its own rules and regulations and TSPL is no

exception. In TSPL, the rules and regulations are very strict. For instance, the

management views unauthorized absenteeism seriously. Further, the staff

should be continuously made available in the organization. They should not

leave the office without prior permission from the authorities concerned.

75

Further, during emergencies the employees have to work round the clock, until

the problem gets solved. Likewise, if an employee wants to apply for leave, he

has to obtain prior permission from the authorities concerned. On the whole, the

rules and regulations are strict.

COMMUNICATION:

Good communication system exists in TSPL. All the sections,

departments and units are linked by Intranet, a system designed by TSPL.

Besides this, landline telephones are arranged in all the sections and

departments. As such, communication is faster in TSPL.

REPORTS:

The various departments of the plant have to submit daily reports to the

heads concerned, who in turn submit the reports to the superior concerned.

Ultimately, all the reports from various departments and wings reach the branch

manager. Further, Unit heads submit performance reports to the chairman every

month. The various reports to be submitted are maintenance reports, lubrication

reports, stock reports, breakdown reports etc. These reports, if not submitted

timely, the management views the matter seriously.

EMPLOYEE WELFARE:

Employees at lower levels in every organization usually perform

relatively monotonous tasks and have fewer opportunities for promotion or

change. This is particularly true in developing countries. Hence, Organizations

in order to maintain their work commitment and motivation provide welfare

facilities. Having recognized the importance of welfare facilities, TSPL

provides statutory, non-statutory and social security welfare facilities to its

employees. For critical diseases, employees, engineers and officers are referred

to corporate hospitals in Hyderabad. A canteen is provided where tea and

76

snacks are served at subsidized prices. Besides this, the consumer co-operative

credit society lends loans liberally to all its employees. Above all, whatever the

profit the Tulasi Seeds will get it will distribute a certain percentage

proportionally to all the employees.

TABLE 1.1

EXPERIENCE IN THE COMPANY:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 0-1 year 11 18%

2 1-3 years 16 27%

3 Above 3 years 33 55%

Total 60 100%

Interpretation:

From the above table it is known that 55% of the employees are working

from more than 3 years in the company and 27% of the employees have

77

been working from 1-3 years and 18% of employees have 0-1 year

experience.

GRAPH 1.2

EXPERIENCE IN THE COMPANY:

78

TABLE 2.1

SOURCES FOR RECRUITMENT:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 Advertising 15 25%

2 Reference from

employees

9 15%

3 All the above 36 60%

Total 60 100%

Interpretation:

79

From the above analysis, 60% of the employees said that the sources of

recruitment are both advertising and reference from employees.25% said only

advertising and 15% said only reference from employees.

GRAPH 2.2

SOURCES FOR RECRUITMENT:

80

TABLE 3.1

FREQUENCY OF RECRUITMENT:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 1 year 54 90%

2 2-3 years 4 7%

3 3-5 years 2 3%

4 Above 5 years 0 0%

Total 60 100%

Interpretation:

81

From the above analysis, 90% of the employees said that their company

recruits employees for every 1 year.7% of the employees said that for 2-3

years.3% of the employees said that for every 3-5 years.

GRAPH 3.2

FREQUENCY OF RECRUITMENT:

82

TABLE 4.1

PERCENTAGE OF RECRUITMENT PER YEAR:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 10-20% 22 37%

2 20-30% 29 48%

3 30-40% 9 15%

4 40-50% 0 0%

Total 60 100%

83

Interpretation:

From the above table, 48% employees said 20-30%.37% of the

employees said 10-20%.15% of the employees said 30-40% regarding the

percentage of recruitment per year.

GRAPH 4.2

PERCENTAGE OF RECRUITMENT PER YEAR:

84

TABLE 5.1

ATTRIBUTES TO FILL UP VACANCIES:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 Experience and 13 22%

85

Qualification

2 Technical skills 11 18%

3 Communication

skills

8 13%

4 All the above 28 47%

Total 60 100%

Interpretation:

From the above analysis, 47% of the employees said that experience and

qualification, technical skills, communication skills are taken into consideration

while filling up vacancies.22% said experience and qualification are

considered.18% said that technical skills are considered.13% said that

communication skills are taken in to consideration.

GRAPH 5.2

ATTRIBUTES TO FILL UP VACANCIES:

86

Experience and Qualification

Technical skills Communication skills

All the above0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

22%

18%

13%

47%

TABLE 6.1

SOURCES OF ADVERTISING FOR RECRUITMENT:

S.NO PARTICULARS NO. OF PERCENTAGE

87

RESPONDENTS

1 Newspapers 39 65%

2 Journals 12 20%

3 Internet 5 8%

4 All the above 4 7%

Total 60 100%

Interpretation:

From the above analysis, 65% of the employees said newspapers, 20% of

the employees said journals, 8% of the employees said internet and 7% of the

employees said that all the three i.e. newspapers, journals and internet are

considered as sources of advertising to recruit employees.

GRAPH 6.2

SOURCES OF ADVERTISING FOR RECRUITMENT:

88

TABLE 7.1

LEVELS OF INTERVIEW IN THE SELECTION PROCESS:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

89

1 1 level 7 12%

2 2 levels 12 20%

3 More than 2 levels 41 68%

Total 60 100%

Interpretation:

From the above table, 68% of the employees in the organization said that

‘more than two levels’ of interviews are conducted in the selection process.20%

said ‘2 levels’ of interview and 12% of the employees said ‘1 level’ of

interview.

GRAPH 7.2

LEVELS OF INTERVIEW IN THE SELECTION PROCESS:

90

TABLE 8.1

DIFFERENT STEPS IN THE SELECTION PROCESS:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 Application 5 8%

91

screening

2 Written

examination

2 3%

3 Oral interview 13 22%

4 All the above 40 67%

Total 60 100%

Interpretation:

From the above analysis it is clear that application screening, written

examination, oral interview are the steps that the organization is following in

the selection process.67% said that all the 3 steps are considered in the selection

process.22% said oral interview, 8% said application screening and 3% said

written examination.

GRAPH 8.2

DIFFERENT STEPS IN THE SELECTION PROCESS:

92

TABLE 9.1

BUSINESS GAMES IN THE SELECTION PROCESS:

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 Case study 29 48%

93

2 Role play 17 28%

3 Sensitivity

training

6 10%

4 Simulation 8 14%

Total 60 100%

Interpretation:

From the above analysis, 48% of the employees said that case study is the

game that organization follows in the selection process.28% of the employees

said role play.14% of the employees said simulation and 10% of the employees

said sensitivity training.

GRAPH 9.2

BUSINESS GAMES IN THE SELECTION PROCESS:

94

TABLE 10.1

METHODS OF INTERVIEWS IN THE SELECTION PROCESS:

S.NO PARTICULARS NO. OF PERCENTAGE

95

RESPONDENTS

1 Formal 39 65%

2 Informal 11 18%

3 stress 3 5%

4 panel 7 12%

Total 60 100%

Interpretation:

From the above analysis, 65% of the employees responded that formal

method of interview will be followed in the selection process.18% of the

employees said informal interview.12% of the employees said panel

interview.5% of the employees said stress interview.

GRAPH 10.2

METHODS OF INTERVIEWS IN THE SELECTION PROCESS:

96

TABLE 11.1

TRAINING SESSION AFTER RECRUITMENT AND SELECTION

PROCESS:

S.NO PARTICULARS NO. OF PERCENTAGE

97

RESPONDENTS

1 Yes 49 82 %

2 No 11 18%

Total 60 100%

Interpretation:

From the above table it is known that 82% of the employees said ‘Yes’

regarding the training session after recruitment and selection process and 18%

of the employees said ‘No’.

GRAPH 11.2

TRAINING SESSION AFTER RECRUITMENT AND SELECTION

PROCESS:

98

Yes No0%

10%

20%

30%

40%

50%

60%

70%

80%

90%82%

18%

TABLE 12.1

LEVELS OF SATISFACTION:

S.NO PARTICULARS NO. OF PERCENTAGE

99

RESPONDENTS

1 Satisfied 47 78%

2 Need improvement 13 22%

Total 60 100%

Interpretation:

From the analysis, 78% of the employees are satisfied with the present

recruitment policy and 22% said that improvement is needed in the present

recruitment policy.

GRAPH 12.2

LEVELS OF SATISFACTION:

100

Satisfied Need improvement0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

78%

22%

TABLE 13.1

IMPROVEMENT IN THE PRESENT RECRUITMENT AND

SELECTION PROCEDURE:

101

S.NO PARTICULARS NO. OF

RESPONDENTS

PERCENTAGE

1 To great extent 6 10%

2 To some extent 31 52%

3 Can’t say 23 38%

Total 60 100%

Interpretation:

From the analysis, 52% of the employees suggested that

improvement is needed to some extent and 10% of the employees said that

improvement is needed to greater extent and 38% of the employees said can’t

say.

GRAPH 13.2

IMPROVEMENT IN THE PRESENT RECRUITMENT AND

SELECTION PROCEDURE:

102

FINDINGS OF THE STUDY

The major sources for recruitment are only through advertising and

reference from employees.

Still 37% of the employees are not aware of exact requirement of

recruitment per year.

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13% of the employees are considering that only communication skills are

the only attribute to fill up vacancies.

Still 8% of the employees are considering the internet as the only source

of advertising to recruit employees.

After completion of recruitment and selection process 18% of the

employees are not attending any training session.

Still 22% of the employees need improvement in the present recruitment

policy.

SUGGESTIONS OF THE STUDY

It’s better to go for many other sources to recruit employees in an

organization.

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Company should conduct awareness programs for enhancing employee

regarding recruitment.

The management should educate all the employees that not only

communication skills but also experience and qualification, technical

skills are also major attributes to fill up the vacancies.

The HR manager should create awareness about the sources of

advertising that are using by the company to recruit employees.

They should focus on each and every employee after the completion of

recruitment and selection process.

The management should make the employees to adjust with the present

recruitment policy and where ever require should conduct modifications.

CONCLUSION

In this global scenario recruitment and selection plays an important role

in the organization in order to retain and also get a competitive candidate for the

right position and to form a good congregation of all the types. This study

reveals that the recruitment and selection process offered by the TSPL is

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observed good. Majority of employees in the company are satisfied with

recruitment selection process followed by the company. It is observed that the

company is satisfying all the procedures of the recruitment selection to motivate

the employees providing development opportunities for that the company had

planned for detainment of employees by offering good incentives, promotions

and this help in maintaining good relations. This also helps in achieving

individual goals and organizational goals.

106