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  • Chapter IV

    MANPOWER PLANNING, RECRUITMENT, SELECTION AND PLACEMENT

    1. Manpower planning

    1.1 Meaning and importance of manpower planning

    1.2 Manpower planning process

    1.2.1 Anticipating manpower needs

    1.2.2 Preparing job analysis and job description

    1.2.3 Selecting adequate sources of requirement

    1.3 Number of new units and posts created

    2. Recruitment

    2.1 Meaning of recruitment

    2.2 Sources of recruitment

    a. Internal sources

    b. External sources

    2.3 Ranking to sources of recruitment by respondents from sample unit

    3. Selection and placement

    3.1 Meaning of selection

    3.2 Selection process

    3.2.1 Advertisement

    3.2.2 Scrutiny of applications

    3.2.3 Examination and trade test

    3.2.4 Interview

    3.2.5 Ratification of a panel of successful candidates

    3.2.6 Appointment of successful candidates

    3.2.7 Officiating appointment

    3.2.8 Physical fitness examination

    3.2.9 Duty joining report

    3.2.10 Placement

  • Human resource is the total knowledge, skills, creative abilities, talents and

    aptitudes of an organisations work-force as well as the values, attitudes and benefits

    of an individual involved. Human resource is the most valuable assets of an

    organisation, not money or physical equipment. An organisations performance and

    resulting productivity are directly proportional to the quality and quantity of human

    resources.

    An organisation on the bases of its requirements plans for right number and

    skills of human force to suit its present and future needs and after planning manpower

    requirement, recruitment and selection process can begin. After selecting an employee

    by an organisation as a member of its personnel function, the next step is to place him

    on the right job and orienting him to the organisation.

    Proper selection and placement of human resources would not only contribute

    to achievement of objectives and smooth running of an organisation but also offer

    significant potential for future development. Therefore building and maintaining

    effective human resources is very important function of human resources

    management.

    Now we shall discuss in detail different aspects of manpower planning,

    Recruitment, selection and placement with special reference to PGVCL in the

    following pages.

  • 1. Manpower Planning

    [1.1] Meaning and importance of manpower planning:

    Manpower planning is determination of right number and right skills of human

    force to suit present and future needs. Manpower planning is defined by stainer

    strategy for the requisition, utilization, improvement and preservation of an

    enterprises human resource. It relates to establishing job specifications or the

    quantitative requirements of jobs determining the number of personnel required and

    developing sources of manpower. Manpower planning is a process determining

    requirements of right number and right kind of human force at right place and right

    time.

    Objectives of manpower planning are to ensure optimum use of human

    resources currently employed. To assess future skills requirement, to provide control

    measures to ensure that necessary resources are available as and when required, to

    determine requirement level, to anticipate redundancies and avoid unnecessary

    dismissals and assess training and development needs.

    Each organisation needs manpower planning. An organisational unit is started

    to accomplish certain goals. Which requires human resources with necessary

    qualification? These are provided through effective manpower planning.

    Comprehensive manpower planning helps to optimise effectiveness of human

    resources. In an organisation, employees who have grown old or who resign, retire,

    die or become incapacitated because of mental or physical ailment have to be replaced

    and new employees have to be recruited. This can be done through manpower

    planning. It is also needed for identifying surplus or shortage manpower areas and

    there by balancing manpower. In short manpower planning provides right size and

    structure of human resources which provides the basic infrastructure for smooth

    functioning of an organisation. It minimizes the cost of employment and nullifies the

    effects of disruptions in developing and utilizing the human resources.

  • [1.2] Manpower Planning process:

    Manpower planning process of PGVCL includes three steps

    1.2.1 Anticipating manpower needs.

    1.2.2 Preparing job analysis and job description

    1.2.3 Selecting adequate sources of recruitment

    1.2.1 Anticipating manpower needs:

    Anticipating manpower needs provide basic premises on which the manpower

    planning is built in PGVCL this function is undertaken by establishment section-GM

    (HRD)

    Under this step manpower requirements are forecasted annually or sometimes

    two yearly, for which heads of different units of the PGVCL are asked to present

    annually or two yearly data in prescribed forms about current manpower available of

    different categories of personnel number of vacant posts- whether sanctioned or not,

    requirement of new posts to be filled with reasons for arising such new posts etc. to

    the G.M. (HRD) at head office. In this way an inventory of the existing manpower of

    different units, vacant posts and new posts to be filled is taken.

    PGVCL has set up various standards for sanction of staff of the PGVCLs

    various units under G.S.O. issued in establishment section viz resolution Approval by

    the state govt. letter no. GUV-10-2009-126-k dated 1-7-2009. Now the inventory of

    current manpower sent by various units is compared with standards set up for sanction

    of staff under G.S.O. which will indicate shortage or surplus of staff? In case of

    surpluses it is decided how these surpluses will be dealt and in case of shortage , by

    considering data about number of vacant posts and new posts to be filled it is decided

    how many human resources are needed and how to meet these shortages.

    In addition to this, as and when there is requirement of manpower, the

    concerned unit prepares a proposal of required manpower. In the proposal, particulars

    about total manpower requirements place of work, nature of work, reasons for arising

    such vacancies etc. are mentioned and it is sent to G.M. (HRD) if the proposal is as

    per standards set up for sanction of staff under G.S.O. it is accepted otherwise

    rejected. Now the proposal needs to be sanctioned by the chairman and PGVCL

    members.

  • After sanctioning the proposal, a resolution for filling the posts of the proposal

    is passed and the posts are released for filling.G.S.O.

    The researcher made an attempt to collect respondents view (class I and II

    from sample unit) regarding sanction vacancies to fill up for different pay scales as

    per G.S.O. The details are shown in table 4.1

    Table 4.1 Shows the across the pay scales.

    1. According 14.20 percent respondents (average) vacancies of different pay

    scale are always sanctioned to fill up as per G.S.O.

    2. 53.70 % of the respondents (average) feel that vacancies of different pay

    scales are not always sanctioned to fill up as per G.S.O.

    3. 8.64 % respondents (average) are of the opinion that vacancies of different

    pay scales are never sanctioned to fill up as per G.S.O.

    Majority of the respondents are of the opinion that vacancies of different pay

    scales are not always sanctioned to fill up as per G.S.O.

    The PGVCL has imposed ban on recruitment especially non technical class III

    and IV posts since long time. Hence all vacancies are not always sanctioned to fill up

    as per G.S.O.

    Respondents opined during interview that sometimes vacancies already

    sanctioned are not released to fill or are delayed in releasing and instead of releasing

    the sanctioned vacancies to fill simultaneously; they may be released one by one i.e.

    in piece-meal, which may result in duplication in fulfilling the procedural formalities.

    In this regard it can be suggested that vacancies once sanctioned should be released to

    fill simultaneously and practices of releasing vacancies to fill in piece meal should

    be stopped in order to reduce duplication in fulfilling the procedural formalities.

  • Table 4.1

    Respondents view regarding sanctioning vacancies to fill as per GSO

    (class I and II)

    Sr.no. Pay-scale

    Rs.

    Respondents opinion regarding sanctioning vacancies to fill up Number of respondents /Percentage

    Always Sanctioned

    Most of the times

    Sanctioned

    some times Sanctioned

    Occasionally Sanctioned

    Never Sanctioned

    No opinion Total

    1 54700-77000 66 (20.37)

    124 (38.27)

    28 (8.64)

    24 (7.41)

    12 (3.70)

    70 (21.61)

    324 (100.00)

    2 48590-75900 60 (18.52)

    120 (37.04)

    44 (13.58)

    22 (6.79)

    8 (2.46)

    70 (21.61)

    324 (100.00)

    3 41200-70270 26 (8.02)

    100 (30.86)

    82 (25.31)

    32 (9.88)

    12 (3.70)

    72 (22.23)

    324 (100.00)

    4 27000-44710 104 (32.10)

    110 (33.95)

    0 (

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