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
(0.00)
36
(11.11)
6
(1.85)
68
(20.99)
324
(100.00)
5 21900-43350 28
(8.64)
104
(32.10)
74
(22.84)
32
(9.88)
18
(5.55)
68
(20.99)
324
(100.00)
6 21200-42000 26
(8.02)
98
(30.25)
66
(20.37)
44
(13.58)
24
(7.41)
66
(20.37)
324
(100.00)
7 17300-38610 24
(7.41)
78
(24.07)
66
(20.37)
50
(15.43)
34
(10.49)
72
(22.23)
324
(100.00)
8 13600-31300 22
(6.79)
78
(24.07)

66
(20.37)
46
(14.20)
40
(12.34)
72
(22.23)
324
(100.00)
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
9 11300-22470 36
(11.11)
74
(22.84)
70
(21.61)
50
(15.43)
28
(8.64)
66
(20.37)
324
(100.00)
10 10100-22000 36
(11.11)

64
(19.75)
0
(0.00)
54
(16.67)
38
(11.73)
132
(40.74)
324
(100.00)
11 9700-21710 24
(7.41)
76
(23.46)
10
(3.08)
38
(11.73)
42
(12.96)
134
(41.36)
324
(100.00)
12 8800-20940 36
(11.11)
70
(21.61)
66
(20.37)
38
(11.72)
44
(13.58)
70
(21.61)
324
(100.00)
13 8100-19870 44
(13.58)
70
(21.61)
52
(16.05)
46
(14.20)
42
(12.95)
70
(21.61)
324
(100.00)
14 7300-17940 92
(28.40)
64
(19.75)
0
(0.00)
52
(16.05)
48
(14.81)
68
(20.99)
324
(100.00)

Note : Figures in brackets are percentage to total
Source : Questionnaire A, Qu. No. 3



1.2.2 Planning job analysis and job description:
After having decided how many human resources would be needed, next
important step is planning job analysis and job description. In order to fill up a post
for the job, information about the duties to be performed in that job is essential. Hence
under this step, requirements of the duties to be performed in a particular job are
planned, which demands job analysis and job description.
Job analysis is detailed and systematic study of information relating to the
tasks, operations and requirements of a specified job i.e. complete study of nature of
job. In other words, it reference to the anatomy of the job. Job description is a written
record of the duties, skills, responsibilities and conditions of a particular job. It
contains a statement describing the job in such terms as its title, location, duties,
working conditions, hazards, and relationship with other departments. Supervision to
be exercised etc. By study of job analysis and job description selection committee can
clearly know the type of person to be selected. So job analysis and job description
provide a realistic basis for recruitment and selection.
The PGVCL has prepared job analysis and job description for various
categories of job. In job description generally information about title of job category
of job, requirements education and experience pay scale and allocation at work are
described. But it does not contain information about relationship with other
departments and supervision to be exercised. So job description may not be
comprehensive.
The PGVCL should prepare comprehensive job description describing all
matters about nature of job suggested by 34.57 percent respondents from the survey of
324 sample units. (Please see table no. 4.12 page no.108)

1.2.3 Selection adequate sources of recruitment:
After determining manpower requirements and preparing job analysis and job
description, the PGVCL selects different sources of recruitment.
There are two sources of recruitment:
A. Internal sources: Internal sources refer to the employees who are already
on the pay roll of an organisation. Major internal sources are promotion, transfer and
demolition.
B. External sources: Major external sources are advertisement, employment
exchange deputation, educational institution, professional and trade association, badly
workers, friends and relatives of present employees etc. The PGVCL uses internal and
external both the sources of recruitment as discussed under point no.2.2
[1.3] Number of new units and posts created
In order to meet the growing demand of electricity in the state, the PGVCL
expands its activity by creating new units of power generation, transmission and
distribution as per requirement. When new units are created, accordingly new posts
are created and sanctioned by the establishment section. New units and posts created
and sanctioned by the PGVCL during 2005-06 to 2009-10 are presented in table no.
4.2
Table 4.2
Number of units and posts newly created
Sr.
no
.
Name of
units
Year
2005-06
Year
2006-07
Year
2007-08
Year
2008-09
Year
2009-10
No
of
units
No
of
post
No
of
units
No
of
post
No
of
units
No of
post
No
of
units
No
of
post
No
of
units
No
of
post
1 O & M
Division
3 99 3 201 3 146 1 68
2 O & M Sub
division
2 19 1 5
3 O&M Circle 3 86 2 110
4 Transmissio
n Circle
1
5 Transmissio
n Division
1 6
6 400 KV Sub
station
1 54
7 220KV Sub
station
3 54 2 34 3 77 2 58 5 148
8 132 KV Sub
station
2 11 1 20 3 62 1 14 2 37
9 66 KV Sub
station
15 97 33 240 59 590 20 200 23 252
10 O&M
Substation

9 137
11 Sub Division 2 79 8 83
12 Sectional
off.
1 2
13 Construction
Division
1
14 Construction
Sub Division
2
15 Civil Sub
Div
2
Total 25 280 51 718 80 1118 26 351 40 520
Source: Administrative Report of PGVCL
Analysis of data presented in table 4.2 shows:
1. During 2005-06 to 2006-07 number of new units created increased by
218.75 % and new posts created increased by 146.43%.
2. During 2006-07 to 2007-08 number of new units created increased by
56.86 % and new posts created increased by 55.71%
3. During 2007-08 to 2008-09 number of new posts are created declined by
67.50 % and new posts created declined by 68.60 %
4. During 2008-09 to 2009-10 number of new units created increased by
53.85% and new posts created increased by 48.15%
5. During 2005-06 to 2009-10 total number of new units created increased by
150% and new posts created increased by 85.70%.
6. During 2007-08 maximum number of new units was created 80units and
during this year maximum number of new posts was created 1118 posts.

All these observations show that even though the PGVCL has imposed ban on
recruitment, in order to meet the need of expansion of the PGVCL activities new units
and posts are created as requirement.
2. Recruitment:

[2.1] Meaning of recruitment:
Any organisation is merely a blue print for human activity and requires people
in order to function. The mere passage of time causes some people to grow old, to
retire, to die or to become incapable. Seasonal and cyclical fluctuations in business
cause a constant ebb and flow in the work force. Hence employees constantly need to
be replaced.
Once determination of human resources requirements has been made,
recruitment and selection process can begin. The acquisition of human resources can
be brought about through recruitment and selection. To recruitments to obtain fresh
supplies. Recruitment means discovering applicants for present or future jobs in an
organisation. Accordingly to Edwin B. Flippos Recruitment is process of searching
for prospective employees and stimulating them to apply for jobs in the organisation.
Recruitment may also be described as art of attracting applicants from whom
the most suitable one may be selected. the purpose of recruitment is to provide a large
number of candidates so that the organisation will be able to select the qualified
employees it needs.

[2.2] source of recruitment:
Manpower planning indicates possible vacancies. Now it is determined which
of these vacancies will have to be filled. In order to fill these vacancies, various
sources of recruitment are selected.
As discussed under point no. 1.2.3, the PGVCL uses internal and external both
the sources or recruitment. The chairman has been delegated the power to decide the
manner of filling the posts and the PGVCL has prescribed minimum qualifications
and experience for different categories of posts.
A. Internal Sources
The PGVCL uses following internal sources of recruitment
i. Promotion:
Generally class II, III and IV vacancies are filled by promoting an employee
from lower cadre to higher cadre as per the PGVCLs promotion policy. The PGVCL
promotion policy is discussed in chapter VI
ii. Transfer:
the PGVCL fills class I, II and III vacancies by transferring employees from
one department/unit to another department/unit as per its transfer policy. The PGVCL
transfer policy is discussed in chapter VI
iii. Demotion:
This source of recruitment is used as a punitive measure only when there are
serious breaches of duty on the part of an employee and is preliminary to dismissal. In
demotion and employee is demoted to a job of lower rank.
B. External sources:
The PGVCL uses following external sources of recruitment.
i. Employment exchange:
employment exchanges Act, 1950 (Compulsory notification of vacancies
Act.1959) has been passed to bring employers and work seekers together. According
to this act all vacancies up to the level of supervisory/non-gazetted positions should
be notified first to the nearest employment exchange for filling. Presently there are a
number of private and public employment agencies who register candidates for
employment and furnish a list of registered candidates who qualify on the minimum
requirements given by the organisation from their date bank.
Before filling vacant posts by direct recruitment, a list of suitable candidates is
invited by the PGVCL from public employment exchanges. Though public
employment exchanges are well regarded, particularly in the fields of unskilled, semi
skilled and skilled operative job. Hence for technical and professional area the
PGVCL has to go for other source.
ii. Advertisement:
advertisement is the most widely used method for generating application. Its
reach is very wide. The PGVCL places advertisement of required human resources in
newspapers to generate a large number of relevant applications. Newspaper for
advertisement is selected from the list of approved national and local news papers.
The news papers for advertisement of various posts are selected as below.

(a) For all posts which need country wide publicity:
One English daily news paper each from Bombay, Delhi, Calcutta, and
Madras is selected. Where a news paper is published simultaneously from two center,
the advertisement is so arranged that same news paper does not get the same
advertisement for two centers. One Gujarati news paper each from Rajkot,
Ahmedabad, Vadodara and Bombay is selected.
(b) For all posts which need state wide publicity:
one English daily news paper of Bombay is selected and one Gujarati daily
news paper each from Rajkot, Ahmedabad, Vadodara and Bombay is selected.
(c) For all posts which need region wide publicity:
Two Gujarati, daily newspaper are selected.
A copy of advertisement is sent in every unit of the PGVCL.
Advertisement for a vacancy is given in such a way that vacancy is known to a
large number of people and the opportunities the PGVCL offers. The PGVCL also
tries to attract candidates through advertisement highlighting the demands of job in
terms of knowledge (technical-non technical), challenges and future prospect offered
by the PGVCL. The researcher attempted to collect respondents opinion regarding
researching and attracting a large number of candidates to apply for the job in the
PGVCL by the existing recruitment systems (class I and II from sample unit). Which
are shown in table 4.3


Table 4.3
Respondents opinion regarding searching and attracting a large number
Of candidates to apply for the job by existing recruitment system
(class I and II)
Sr.no.
Respondents opinion
regarding searching and
attracting a large number
Of candidates to apply for
the job by existing
recruitment system

Number of respondents / percentage
Head
office
Rajkot Jamnagar Junagadh Porbandar Amreli Total
1 Strongly agree 10
(31.25)
12
(22.22)
20
(20.00)
0
(00.00)
12
(31.58)
6
(11.54)
60
(18.52)
2 Agree 18
(56.25)
28
(51.85)
70
(70.00)
40
(83.33)
24
(63.16)
32
(61.54)
212
(65.43)
3 Neither agree nor disagree 0
(0.00)
4
(7.41)
4
(4.00)
6
(12.50)
2
(5.26)
0
(0.00)
16
(4.94)
4 Disagree 2
(6.25)
10
(18.52)
4
(4.00)
2
(4.17)
0
(0.00)
12
(23.08)
30
(9.26)
5 Strongly disagree 2
(6.25)
0
(0.00)
2
(2.00)
0
(0.00)
0
(0.00)
2
(3.84)
6
(1.85)
6 Total 32
(100.00)
54
(100.00)
100
(100.00)
48
(100.00)
38
(100.00)
52
(100.00)
324
(100.00)
Note: Figures in brackets are percentage to total
Source: Questionnaire A, Qu. No. 5
Analysis of date presented in table 4.3 shows that
1. 83.95 % respondent agree with the existing recruitment system searches
and attract a large number of candidates to apply for the job (18.52%
respondents strongly agree and 65.43 % respondents agree)
2. 11.11 % respondents disagree with the existing recruitment system
searches and attract a large number of candidates to apply for the job in the
PGVCL. (9.26% respondents disagree and 1.85% respondents strongly
disagree.)

Majority of respondents agree with the existing recruitment system searches and
attracts a large number of candidates to apply for the job in the PGVCL.

III. Taking persons on deputation:
Deputation refers to sending an employee to another organisation for a short
duration of two to three years. The PGVCL uses this sources of recruitment for class I
and II posts.
Deputation provides ready expertise and the PGVCL does not have to incur
initial costs of induction and training. But deputation period is limited to two to three
years. So after completion of deputation period, the PGVCL has to recruit new
employees for which it has to incur initial cost of induction and training.
IV. Apprenticeship list:
The PGVCL prepares a list of apprentices who have completed commercial
and lineman apprenticeship. The apprentices from this apprenticeship list are
generally directly recruited for the post of junior clerk, assistant, helper and lineman
on the basis of seniority.
V. Other sources of recruitment:
In addition to above discussed external sources of recruitment there are also
several other external sources or recruitment. Such as colleges and universities
(education institutions) professional and trade association, labor unions, former
employees, contractors etc. But the PGVCL does not generally use these sources of
recruitment.
Educational institutions and professional and trade association are very
popular sources of recruitment and used by a number of private sectors. Therefore the
PGVCL should seek to recruit from reputed educational institutions and professional
and trade association.
Educational Institutions :
Many educational institutions have their placement officers through which
students find their jobs. The PGVCL should send its recruiters/representatives to
college or university campus to interview the candidates and those who are successful
should be invited to the PGVCL for interview or applications should be directly
invited from students of such institutions by collecting relevant information from such
institutions.
The PGVCL should take optimum benefit of this sources, because cost of this
sources is very low, interview cab be arranged at short notice and it gives an
opportunity to sell the PGVCL to a large students body who would be graduating later
Professional and trade association:
For specific vacancies, which require specialized skills, the PGVCL should go
to professional and trade associations. An application routed through these association
would perhaps the better in terms of qualification as some of these associations
themselves do preliminary screening.

[2.3] Ranking to sources of recruitment given by respondents (from sample
unit):
The researcher made an attempt to collect data regarding ranking to sources of
recruitment given by class I,II,III and IV respondents (from sample unit)as per utility
of sources to be used by the PGVCL. The details are presented in table 4.4.1 to 4.4.3
as under.

Table 4.4.1 indicate ranking to sources of recruitment given by class I and
II respondents.
Table 4.4.2 indicate ranking to sources of recruitment given by class III and
IV respondents.
Table 4.4.3 indicate ranking to sources of recruitment given by class I , II,
III and IV respondents.
Any other sources include friends and relatives of present employees and
offering job to dependent of an employee who die during service.
Table 4.4.1 shows that
1. First rank has been given to transfer by maximum respondents (25.31% if the
respondents)
2. Second rank has been given to promotion by maximum respondents ( 31.48%
of the respondents)
3. third rank has been given to employment exchange centers by maximum
respondents (57.85% of the respondent.
4. Fourth rank has been given to taking persons on deputation by maximum
respondents (32.10% of the respondents).
5. Fifth rank has been given to advertisement by maximum respondents (26.55%
of the respondents)
Former employees, colleges and universities, labor unions and professional and
trade associations sources are generally not used by PGVCL. So ranking to these
sources of recruitment can be recommendation of respondents. All these findings
show that transfer is the main source of recruitment.
Table 4.4.1
Ranking to sources of recruitment given by respondents (class I and II)
Sr.no. Sources of recruitment Number of respondents/ percentage
Ranking to sources of recruitment by respondents from 1 to 10 No.
opinion
total
1 2 3 4 5 6 7 8 9 10
1 Employment
exchange centers
12
(3.70)
4
(1.24
168
(51.85)
122
(37.65)
10
(3.09)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
6
(1.85)
2
(0.62)
324
(100.00)
2 Taking persons on
deputation
72
(22.22)
12
(3.70)
60
(18.52)
104
(32.10)
60
(18.52)
0
(0.00)
6
(1.85)
0
(0.00)
4
(1.24)
0
(0.00)
6
(1.85)
324
(100.00)
3 Advertisement
Apprenticeship
70
(21.60)
42
(12.96)
62
(19.14)
44
(13.58)
86
(26.55)
6
(1.85)
6
(1.85)
0
(0.00)
0
(0.00)
2
(0.62)
6
(1.85)
324
(100.00)
4 Promotion
76
(23.46)
102
(35.19)
16
(4.93)
46
(14.20)
74
(22.83)
2
(0.62)
4
(1.24)
0
(0.00)
2
(0.62)
0
(0.00)
2
(0.62)
324
(100.00)
5 Transfer
82
(25.31)
114
(35.19)
14
(4.32)
4
(1.24)
68
(20.98)
10
(3.09)
16
(4.93)
2
(0.62)
2
(0.62)
4
(1.24)
8
(2.47)
324
(100.00)
6 Former employees
6
(1.85)
22
(6.79)
0
(0.00)
0
(0.00)
14
(4.32)
48
(14.81)
106
932.72)
38
(11.73)
38
(11.73)
12
(3.70)
40
(12.35)
324
(100.00)
7 Colleges and
universities
2
(0.62)
8
(2.47)
0
(0.00)
2
(0.62)
4
(1.21)
66
(20.37)
50
(15.43)
100
(30.86)
48
(14.81)
2
(0.62)
42
(12.96)
324
(100.00)
8 Labor unions
0
(0.00)
2
(0.62)
0
(0.00)
0
(0.00)
0
(0.00)
84
(25.92)
60
(18.52)
68
(20.99)
64
(19.75)
2
(0.62)
44
(13.58)
324
(100.00)
9 Professional and
trade associations
0
(0.00)
10
(3.09)
0
(0.00)
0
(0.00)
0
(0.00)
60
(18.52)
32
(9.880
64
(19.75)
112
(34.58)
0
(0.00)
46
(14.20)
324
(100.00)
10 Any other
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
6
(1.85)
0
(0.00)
8
(2.47)
10
(3.09)
36
(11.11)
264s
(81.48)
324
(100.00)
Note: Figures in brackets are percentage to total
Source: Questionnaire A Qu. No. 4


Table 4.4.2
Ranking to sources of recruitment given by respondents (class III and IV)
Sr.no. Sources of recruitment Number of respondents/ percentage
Ranking to sources of recruitment by respondents from 1 to 10 No.
opinion
total
1 2 3 4 5 6 7 8 9 10
1 Employment
exchange centers
34
(12.32)
0
(0.00)
138
(50.00)
90
(32.61)
8
(2.90)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
4
(1.45)
2
(0.72)
276
(100.00)
2 Taking persons on
deputation
56
(20.29)
8
(2.90)
46
(16.67)
100
(36.23)
62
(22.46)
0
(0.00)
4
(1.45)
0
(0.00)
0
(0.00)
0
(0.00)
0.
(0.00)
276
(100.00)
3 Advertisement
Apprenticeship
52
(18.84)
38
(13.77)
48
(17.39)
54
(19.57)
80
(28.98)
4
(1.45)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
276
(100.00)
4 Promotion
80
(28.99)
68
(24.64)
28
(10.14)
22
(7.97)
54
(19.57)
8
(2.9)
12
(4.35)
2
(0.72)
0
(0.00)
0
(0.00)
2
(0.72)
276
(100.00)
5 Transfer
48
(17.40)
112
(40.58)
10
(3.62)
10
(3.62)
48
(17.39)
20
(7.25)
16
(5.80)
8
(2.90)
0
(0.00)
2
(0.72)
2
(0.72)
276
(100.00)
6 Former employees
2
(0.72)
18
(6.52)
6
(2.17)
0
(0.00)
16
(5.80)
54
(19.57)
86
(31.16)
56
(20.29)
10
(3.62)
16
(5.80)
12
(4.35)
276
(100.00)
7 Colleges and
universities
2
(0.72)
20
(7.25)
0
(0.00)
0
(0.00)
6
(2.17)
58
(21.00)
50
(18.12)
66
(23.91)
54
(19.58)
4
(1.45)
16
(5.80)
276
(100.00)
8 Labor unions
2
(0.72)
8
(2.90)
0
(0.00)
0
(0.00)
0
(0.00)
40
(14.49)
50
(18.12)
94
(34.06)
62
(22.46)
4
(1.450
16
(5.80)
276
(100.00)
9 Professional and
trade associations
0
(0.00)
2
(0.72)
0
(0.00)
0
(0.00)
0
(0.000
62
(22.47)
34
(12.32)
34
(12.32)
124
(44.93)
6
(2.170
14
(5.07)
276
(100.00)
10 Any other
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
16
(5.80)
8
(2.90)
2
(0.72)
10
(3.62)
32
(11.60)
208
(75.36)
276
(100.00)
Note: Figures in brackets are percentage to total
Source: Questionnaire B, Qu. No. 3
Table 4.4.2 shows

1. First rank has been given to promotion by maximum respondents (28.99% of
the respondents)
2. Second rank has been given to transfer by maximum respondents (40.58% of
the respondents)
3. Third rank has been give to employment exchange centers by maximum
respondents (50.00% of the respondents)
4. Fourth rank has been given to taking persons on deputation by maximum
respondents (36.23% of the respondents)
5. Fifth rank has been given to advertisement by maximum respondents (28.98%
of the respondents)
All these findings show that promotion is the main source of recruitment.


Table 4.4.3
Ranking to sources of recruitment given by respondents (class I,II, III and IV)
Sr.no. Sources of recruitment Number of respondents/ percentage
Ranking to sources of recruitment by respondents from 1 to 10 No.
opinion
total
1 2 3 4 5 6 7 8 9 10
1 Employment
exchange centers
46
(7.66)
4
(0.67)
306
(51.00)
212
(35.33)
18
(3.00)
0
(0.00)
0
90.00
0
0.00)
0
(0.00)
10
(1.67)
4
(0.67)
600
(100.00)
2 Taking persons on
deputation
128
(21.38)
20
(3.33)
106
(17.67)
204
(34.00)
122
(20.33)
0
(0.00)
10
(1.67)
0
(0.00)
4
(0.67)
0
(0.00)
6
(1.00)
600
(100.00)
3 Advertisement
Apprenticeship
122
(20.33)
80
(13.33)
110
(18.33)
98
(16.33)
166
(27.68)
10
(1.67)
6
(1.00)
0
(0.00)
0
(0.00)
2
(0.33)
6
(1.000
600
(100.00)
4 Promotion
156
(26.00)
170
(28.33)
44
(7.33)
68
(11.33)
128
(21.34)
10
(1.67)
16
(2.671)
2
(0.33)
2
(0.33)
0
(0.00)
4
(0.67)
600
(100.00)
5 Transfer
130
(21.67)
226
(37.67)
24
(4.00)
34
(2.33)
116
(19.33)
30
(5.00)
12
(5.33)
10
(1.67)
2
(0.33)
6
(1.00)
10
(1.670
600
(100.00)
6 Former employees
8
(1.33)
40
(6.67)
6
(1.000
0
(0.00)
30
(5.00)
102
(17.00)
192
(32.00)
94
(15.67)
48
(8.00)
28
(4.67)
52
(18.660
600
(100.00)
7 Colleges and
universities
4
(0.67)
28
(4.67)
0
(0.000
2
(0.33)
10
(1.6)
124
(20.07)
100
(16.67)
166
(27.67)
102
(17.00)
6
(1.00)
58
(9.65)
600
(100.00)
8 Labor unions
2
(0.33)
10
(1.67)
0
(0.00)
0
(0.00)
0
(0.00)
124
(20.67)
110
(18.33)
162
(27.00)
126
(21.00)
6
(1.00)
60
(10.00)
600
(100.00)
9 Professional and
trade associations
0
(0.00)
12
(2.00)
0
(0.00)
0
(0.00)
0
(0.00)
122
(20.33)
66
(11.00)
98
(16.33)
236
(39.34)
6
(1.00)
60
(10.00)
600
(100.00)
10 Any other
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
0
(0.00)
22
(3.67)
8
(1.33)
10
(1.67)
20
(3.33)
68
(11.33)
472
(78.67)
600
(100.00)
Note: Figures in brackets are percentage to total
Source: Table-3.4.1 and 3.4.2
Table 4.4.3 shows
1. First rank has been given to promotion by maximum respondents (26.00%
of the respondents)
2. Second rank has been given to transfer by maximum respondents (37.67%
of the respondents)
3. Third rank has been give to employment exchange centers by maximum
respondents (51.00% of the respondents)
4. Fourth rank has been given to taking persons on deputation by maximum
respondents (34.00% of the respondents)
5. Fifth rank has been given to advertisement by maximum respondents
(27.68% of the respondents)
All these findings show that promotion is the main source of recruitment (from
all respondents point of view)
Respondents suggestions (belonging to class I and II from sample unit) to
make recruitment practices more effective have been collected by the researcher. The
details are shown in table 4.5






Table 4.5
Suggestions given by respondents to make recruitment practices more effective
(Class I and II)
Sr. No. Suggestions given by respondents
practices more effective
Number of respondents/percent Total
Head
office Rajkot Jamnagar
Junagad
h
Dh
Porband
ar

Amreli
No.
opinion
1 Giving advertisement in the news
papers having country wide
publicity
12
(3.70)
40
(12.35)
36
(11.11)
20
(6.17)
24
(7.41)
24
(7.41)
168
(51.85)
324
(100.00)
2 Giving repetitive advertisement 2
(0.62)
8
(2.47)
12
(3.70)
2
(0.62)
6
(1.85)
2
(0.62)
292
(90.12)
324
(100.00)
3 Sending 2
(1.23)
14
(4.32)
12
(3.70)
8
(2.47)
6
(1.85)
2
(0.62)
278
(85.81)
324
(100.00)
4 Sending a copy of advertisement
in each department
0
(0.00)
14
(4.32)
8
(2.47)
12
(3.70)
4
(1.23)
12
(3.70)
274
(84.58)
324
(100.00)
5 Offering promising opportunities
for employment security and
personal growth on the job
22
(6.79)
24
(7.41)
68
(20.99)
36
(11.11)
20
(6.17)
34
(10.49)
120
(37.04)
324
(100.00)
Note: Figures in brackets are percentage to total
Source: Questionnaire A, Qu. No. 6





Table 4.5 shows that,

1. maximum respondents (62.96 per cent of the respondents) have suggested
that PGVCL should offer promising opportunities and personal growth on the job in
order to make recruitment practices more effective.

2 .minimum respondents (9.88 per cent of the respondents) have suggested
that repetitive advertisement should be given with a view to make recruitment
practices more effective.

3 According to 48.15 per cent respondents, advertisement should be given in
the news papers having countrywide publicity, according to 15.43 per cent
respondents, a copy of advertisement should be sent in each department and
According to 14.20 per cent respondents, a copy of advertisement should be sent in
each employment exchange in order to make recruitment practices more effective.

The PGVCL should offer promising opportunities for employment security
and personal growth in order to improve recruitment practices. Moreover the PGVCL
should adopt a policy of recruiting through also educational institutions (preference
may be given to gold medalist) and professional and trade associations. Provided that
candidates possess the required academic attainment.












3. Selection & Placement

[3.1] Meaning of Selection
Selection of candidates begins where their recruitment ends. i.e. only after
adequate number of applicants is secured through different sources of recruitment.
Selection is a process of choosing a few among those who have been attracted. In
selection, the organisation is moving towards actual placement on job. According to
yoder, The selection process is of one or many go, no-go, gauges. Candidates are
screened by the application of these tools. Qualified applicants go on the next step,
while the unqualified applicants are eliminated. Selection process is a series of steps,
for securing relevant information about an applicant. At each step we learn more
about the applicant. The purpose of selection process is to determine whether an
applicant meets the qualification for specific job and to choose an applicant who is the
most likely to perform well in that job.

[3.2] Selection process
Different expert have given different selection process.
Edwin B. Flippo has suggested following stages of selection process.
1. Initial or preliminary interview
2. application blank or blanks
3. Check of references
4. Psychological tests
5. employment interview
6. approval by the supervisor
7. Induction or orientation.

Selection process of employees at PGVCL contains following steps
1. Advertisement
2 .Scrutiny of applications.
3 .Examination and trade test
4. Interview
5. Ratification of panel of successful candidates.
6. Appointment of successful candidates
7. Officiating appointment
8. Physical fitness examination
9 .Duty joining report
10 .Placement

[3.2.1] Advertisement
When it is decided to fill the vacancies by direct recruitment, such vacancies
are advertised in the news paper. The news papers for advertisement are selected from
the list of approved national and local news papers generally 10 to 20 days time
duration is given for submission of application. In advertisement, same of post,
number of vacancies, pay-scale, age limit, qualification, reservation, category,
experience and other required information are given.
When the PGVCL advertises vacancies, such vacancies are notified to
employment exchange centers and a list of suitable candidates is invited from the
employment exchange centers.

[3.2.2] Scrutiny of Applications
An application is to be addressed to the authority specified in the advertisement
and be accompanied by
1. Evidence of age and examination passed
2. Permission of the present employer, if the candidate is in govt. service.
3. Testimonials of good moral character having reference to previous two or
more years signed by a gazette officer may be accompanied.
Copies of certificates are not returned to the candidates. Each candidate is
required to prove satisfactory the correctness of his statement as regards Age,
Examinations passed and reservation category on joining the PGVCL in the event of
his passing the competitive examination, trade test and /or interview. The original
testimonials are examined before and application is allowed for the examination and
or interview. Selection of candidates who are unable to produce the written
permission of their present employer is not considered final till such permission is
obtained.
An application received incomplete are not considered and no correspondence
is entered in this respect.

[3.2.3] Examination and trade test
After scrutinizing of application, at third stage if required, different
examinations (written test) and trade test are arranged. Generally after scrutiny of
application, applicants are called for interview and written tests are not conducted. but
sometimes, while filling class I posts, technical and non-technical written tests are
conducted. The type of written test depends upon the nature of post. Sometimes, while
filling the post of steno-typist or typist, short hand test typing test is conducted.
Chairman is authorized to decide whether to arrange written test or not to arrange.
PGVCL has not fixed minimum passing standards. The passing standards are fixed on
the basis of number of candidates appearing in written test and number of posts to be
filled.
Written test can be lessening selection cost by reducing large group of
applicants into a small ones and more accurate information about applicants can be
gathered. Therefore the PGVCL should conduct written test for all posts except lower
level posts suggested by 67.28% respondents from the survey of 324 sample unit (For
detail please see table 4.12 page no.108)
Pattern of written test should be based on reasoning, numerical, ability test,
maths and English depending upon the nature of post. Candidates, who pass written
test as per passing standard fixed, should be called for group discussion/ interview.

[3.2.4] Interview
Candidates who pass written test are called for interview. If written test is not
arranged, after scrutinizing application, candidates are called for interview. The
number of candidates to be called for interview should be three times the number of
vacancies to be filled up. If there are too many applications for the vacancy advertise
the PGVCL prepares a short list of applications to be called for interview on the basis
of mark scored in relevant examination.
For managerial level posts, candidates who pass written test, should be called
for group discussion and who pass group discussion, should be called for interview,
but the PGVCL does not conduct group discussion for managerial level posts. Group
discussion can give an opportunity for the selection committee to observe and judge
how well the participants can think, analyze problems, find solutions and take
decision. Therefore the PGVCL should conduct group discussion for managerial level
posts suggested by 54.94% respondents from the survey of 324 sample unit (for
details please see table no. 4.12 page no.108)
The selection committee should judge group discussion on the basis of such
activities as initiating discussion, explaining problems, providing information,
clarifying issues, influencing others, speaking effectively, mediating arguments
among participants, summarizing etc.
Candidates, who pass group discussion as per standard fixed, should be called
for interview, especially for managerial level posts.

Selection committees for interview :
The PGVCL has fixed different selection committees for the purpose of
interview of various posts and members of each selection committees are nominated
by the Chairman from time to time. The selection committees for various posts and
members of selection committees are shown in table 4.6 until further orders.

The selection committee recommends a list of applicants for appointment after
interviewing. This committee may also recommend the grant of higher existing salary,
relaxation of educational qualification, age limit and condo nation of physical defects,
if any.
Table 4.6
Selection committees and members of selection committees
for the purpose of interview
Sr.
no.
Category of staff Name of selection
Committee
Member of selection
Committee
1 All class I posts
minimum of whose pay
scale is Rs.27,000
And above
Service
Selection
Committee-1
1. Chairman
2. Full time member
3. Secretary
4. Department head co-
opted
2 All class I posts other
than those mentioned in
(1) above
Service
Selection
Committee-2
1. Full time member
2. Secretary
3. Department head co-
opted
3 All posts in head office
minimum of whose pay
scale is Rs.8100 or less.
Head office Selection
committee
1. Secretary
2. One departmental head
3. One personnel officer
4 All posts minimum of
whose pay scale is
below Rs.13,600 in field
offices.
Circle
Selection
Committee
1. S.E. of the circle
2. Executive engineer
3. Accounts officer of the
circle
4. Asst. secretary of the
circle
5 All posts minimum of
whose pay scale is
Rs.7300 Or less in field
offices (except circle
office)
Divisional Selection
Committee
1. E.E. of Division
2. Deputy engineer
3. Divisional
Accountant
6 Posts not included in (1)
to (5) above
Central
Selection
Committee
1. Full time member
2. Secretary
3. Departmental head
Source: Information by Industrial Relation Officer.

Traveling allowance for attending interview :
Only SC/ST candidates who are called for interview are paid minimum to and
from bus or II class railway fare. Candidates of other categories have to journey for
the purpose of interview at their own cost. Unless otherwise decided by the Chairman
in any special case.

[3.2.5] Ratification of a panel of successful candidates:
After conducting interview of applicants, the competent selection committee
draw-up a list of applicants recommended for appointment in order of merits. The list
is to be ratified by competent authority which becomes a panel of successful
candidates who will be offered appointment in turn as per order of merit fixed.
Authority for the purpose of ratification of a panel of successful candidates is
shown in table 4.7
Table 4.7
Authority for ratification of a panel of successful candidates
Sr. No Category of staff Approving authority
1 Class I post, minimum of whose pay-
scale is Rs.27,000 and above
PGVCL
2 All class I and II posts other than those in
(1)
Chairman
3 All other posts minimum of whose pay-
scale is Rs.11,300 and above and also
other lower grade posts in head office
Full time member
4 All other posts in field offices minimum
of whose pay-scale is less than Rs.11,300.
S.E. of the circle

Source: Information provided by industrial Relation Officer.

The list ratified by approving authority is generally valid for a period of one year from
the date of selection.

[3.2.6] Appointment of successful candidates
After preparing a panel of successful candidates, these candidates (whose
names appear on the panel) are informed about the result and serial number on which
their names appear. Informing candidates in such a manner does not assure
appointment. But the appointment will depend on the vacancies arising and the list is
valid for one year only from the date of selection.
On occurrence of the vacancy the successful candidates (from the panel) in
turn are sent an intimation by Registered A.D. asking him to join the appointment
within 15 days. If the candidate fails to join his appointment within specified time
without a valid extension, the appointment is treated as cancelled, his name is dropped
from the panel, and the next candidate is turn is called upon for appointment. The
appointing authority is empowered to grant an extension in this respect.
If a dependent of a deceased employee (during service in the PGVCL) is
having requisite qualifications for the vacancy advertised, such person may be given
first preference against the available vacancy on compassionate ground.

[3.2.7] Officiating appointment
When no suitable candidate with requisite qualification or experience is
available by direct recruitment or departmentally, for the posts having been
advertised, a departmental candidate with lesser experience may if necessary be
promoted to officiate in the said vacancy as a purely temporary base. In such
appointment, the officiating person is not entitled to the grade prescribed for the post,
but is eligible to his pay of the lower cadre plus special pay to the extent of 10% of
the presumptive pay of the post to which he is appointed on temporary base,
depending upon the nature of the post. The officiating person is also not entitled to
confirmation in that cadre unless no direct recruitment is available on advertising the
post again and be has acquired necessary experience as well he is selected by the
competent selection committee. Moreover, the officiating service is also not counted
for the purpose of seniority in that cadre.

[3.2.8] Physical fitness examination
All the candidates who are selected for appointment have to pass satisfactory
physical fitness examination as per physical standards specified by the PGVCL. The
medical examination is conducted by
1. Medical adviser for staff is appointed at head office.
2. Doctor appointed by the PGVCL at its dispensary and
3. Sr. Panel doctor (to be selected by the secretary on recommendations of
the medical advisor) at headquarter of each of the divisional offices.
Generally, before joining the service in the PGVCL candidates are sent for
medical fitness examination. But if a candidate is required to be appointed and joined
immediately in the interest of the PGVCL services before complying with said
physical fitness requirements, he is sent for medical examination as soon as possible
within six months from the date of appointment.
After physical fitness examination the medical authority concerned issues and
forward the physical fitness certificate to the concerned office from where the
candidate was sent for medical examination. If a candidate selected for appointment
fails to satisfy physical fitness examination as per the physical standards specified by
the PGVCL, he shall not be appointed and or continued in the service of the PGVCL
unless he is specifically exempted by the PGVCL from that requirement. The
Chairman is empowered to condone such physical disabilities which in his opinion do
not come in the way of performance of duties for the post to which the candidate is
appointed or to be appointed. The medical examination is generally restricted only to
such candidates for whom there are reasonable prospects of their being appointed as
regular employee of the PGVCL and not necessary for temporary for leave and short
term services.

[3.2.9] Duty joining report
After passing physical fitness examination as per physical standards specified
by the PGVCL the candidate is appointed in the PGVCL. While joining the services
of the PGVCL on regular establishment, each and every fresh appointee is required to
submit duty joining report. Along with duty joining report, the appointee is also
required to submit below listed forms:
1. Oath of allegiance
2. Declaration
3. Character certificates
4. Medical certificate (within six months after joining)
5. Nomination (immediately after deduction of C.P.F)
6. Payment of service book

On appointment in the service of the PGVCL a candidate is governed by the
service regulations of the PGVCL which may be modified from time to time. Now
next step is to place him on right job i.e. placement.
The researcher made an attempt to collect respondents view regarding
generating enough human resources to meet the need of manpower by the existing
selection process (class I and II from sample unit). The details are show in table 4.8



Table 4.8
Respondents view regarding generating enough human resources to meet
The need of manpower by the existing selection process
(class I and II)

Sr.
no.
Respondents view regarding
enough human resources to meet
the need of manpower by
existing selection process
Number of respondent/percentage
Head
office
Rajkot Jamnagar Junagadh Porbandar Amreli
Total

1 Strongly agree 2
(6.25)
4
(7.41)
4
(4.00)
2
(4.17)
2
(5.26)
2
(3.82)
16
(4.94 )
2 Agree 18
(56.25)
22
(40.74)
60
(60.00)
14
(29.17)
24
(63.16)
14
(26.92)
152
(46.91)
3 Neither agree nor disagree 2
(6.25)
0
(0.00)
14
(14.00)
4
(8.38)
4
(10.53)
2
(3.85)
26
(8.02)
4 Disagree 8
(25.00)
16
(29.63)
20
(20.00)
18
(37.50)
8
(21.05)
30
(57.69)
100
(30.87)
5 Strongly disagree 2
(6.25)
12
(22.22)
2
(2.00)
10
(20.83)
0
(0.00)
4
(7.69.)
30
(9.26)
6 Total 32
(100.00)
54
(100.00)
100
(100.00)
48
(100.00)
38
(100.00)
52
(100.00)
324
(100.00)

Note: Figures in brackets are percentage to total
Source: Questionnaire A, Qu. No. 7

Table 4.8 shows
1. 51.85% respondents agree with the existing selection process generate enough human
resources to meet the need of manpower. ( 4.94% respondents strongly agree and
46.91% respondents agree)
2. 40.13% respondents agree with existing selection process generate enough human
resources to meet the need of manpower. ( 30.87% respondents disagree and 9.26%
strongly respondents agree)

The PGVCL has imposed ban on recruitment since long time due to which vacancies are
not always sanctioned as per G.S.O. But the respondent who disagree with generating enough
human resources to meet the need of manpower by the existing selection process, have linked it
with selection process. In fact, it is related with manpower planning. So it can be said that
existing selection process generates enough human resources to meet the need of manpower.

[3.2.10] Placement
Once a candidate is selected by an organisation as a member of its personnel, the next
step is to place him on the right job and orienting to the organisation. Placement is a decisive
factor which contains determination of the job to which an acceptable applicant is to be assigned
and his assignment to the job. i.e. proper matching of the applicant with the job. Objective of
placement is to fit the new employee to the job demand. As new employee is unknown and
untrained he is initially put on probation and at the end of probation period, his employment is
regularized provided that during probation period his work has been found to be satisfactory.
Only in very rare cases, an employee is discharged as an unsatisfactory probation. A proper
placement system reduces employee turnover, absenteeism and accident rates and improves
moral.
After selecting candidates as a member of its personnel the PGVCL places him on the job
for which he has applied and selected under its placement system. An attempt has been made by
the researcher to collect respondents opinion regarding placing right person on right job by the
placement system (class I and II from sample unit) which are shown in table 4.9 and respondents
opinion regarding their posting on the posts for which they were selected (class III and IV from
sample unit) which shown in table 4.10
Table 4.9
Respondent opinion regarding placing right person on right job by the placement system
(class I and II)
Note: Figures in brackets are percentage to total
Source: Questionnaire A Qu. no. 9

Sr.
no.
Respondent
opinion
regarding
placing right
person on right
job by the
placement
system
Number of respondent/percentage
Head
office
Rajkot
Jam-
Nagar
Juna
Gadh
Por-
bandar
Amreli
Total

1 Strongly agree 8
(25.00)
10
(18.52)
16
(16.00)
4
(8.33)
4
(10.53)
2
(3.85)
44
(13.58)
2 Agree 6
(18.75)
28
(51.85)
36
(36.00)
18
(37.50)
20
(52.63)
18
(34.62)
126
(38.89)
3 Neither agree
nor disagree
0
(0.00)
0
(0.00)
8
(8.00)
2
(4.17)
2
(5.26)
0
(0.00)
12
(3.70)
4 Disagree 10
(31.25)
16
(29.63)
26
(26.00)
18
(37.50)
10
(26.32)
24
(46.15)
104
(32.10)
5 Strongly
disagree
8
(25.00)
0
(0.00)
14
(14.00)
6
(12.50)
2
(5.26)
8
(15.38)
38
(11.73)
6 Total 32
(100.00)
54
(100.00)
100
(100.00)
48
(100.00
)
38
(100.00)
52
(100.00)
324
(100.00)
Table 4.9 shows

1. 52.47% respondents agree with placing right person on right job by placement
system( 13.58% respondents strongly agree and 38.89% respondents agree)
2. 43.83% respondents disagree with placing right person on right job by placement
system( 32.10% respondents disagree and 11.73% respondents strongly disagree)

Point to be noted is that when vacancies are advertised without mentioning place of
vacancies, after selecting an applicant, he may be posted at disliking place or very far place from
native. The respondents, who disagree with placing right person on right job by the placement
system, have linked it with the placement system. Here it can be suggested that while advertising
vacancies, so far as possible, the PGVCL should mention the place of vacancies. It will solve the
complain of employees that they were unknown about place of vacancies and were area posted at
disliking place.
From above discussion it can be said that the placement system generally places right
person on right job.


Table 4.10
Respondents opinion regarding their posting on the posts for which they were selected
(class III and IV)

Sr.
no.
Respondent
opinion
regarding their
posting on the
posts to which
they were
selected
Number of respondent/percentage
Head
office
Rajkot
Jam-
nagar
Juna-
gadh
Por-
bandar
Amreli
Total

1 Strongly agree
6
(100.00)
18
(33.33)
14
(30.43)
20
(33.33)
16
(33.33)
22
(35.48)
96
(34.78)
2 Agree
0
(0.00)
18
(33.33)
18
(39.13)
24
(40.00)
20
(41.66)
16
(25.81)
96
(34.78)
3 Neither agree
not disagree
0
(0.00)
0
(0.00)
0.
(0.00)
4
(6.67)
2
(4.17)
0
(0.00)
6
(2.17)
4 Disagree
0
(0.00)
16
(29.63)
14
(30.44)
10
(16.67)
8
(16.67)
24
(38.71)
72
(26.10)
5 Strongly
disagree
0
(0.00)
2
(3.71)
0
(0.00)
2
(3.33)
2
(4.17)
0
(0.00)
6
(2.17)
6 Total
6
(100.00)
54
(100.00)
46
(100.00)
60
(100.00
)
48
(100.00)
62
(100.00)
276
(100.00
)
Note: Figures in brackets are percentage to total
Source: Questionnaire B.Qu.no. 5

Table 4.10 shows
1. 69.56% respondents agree with their posting made on the posts for which they were
selected (34.78% respondents strongly agree are 34.78 respondents agree)
2. 28.27% respondents disagree with their posting made on the posts for which they
were selected (26.10% respondents disagree are 2.17 respondents strongly dis- agree)

The respondents who disagree with their posting made on the posts for which they were
selected, opined during interview that sometimes applicants may apply for two related posts,
having fully eligible and selected and posted on slightly lower level post. In fact in such a case
the applicant is selected and posted on any one post for which he had applied. So it can be said
that the PGVCL places employees on the posts for which they were selected under its placement
system.
Each and every fresh appointment is done by the PGVCL on probation period of six
months to two years as per category of appointment. The probation period may be extended by
the appointing authority for such period as may be considered necessary. During probation
period service of an employee can be terminated at any time without assigning any reason and
without giving any notice. After probation period, the employee appointed in the PGVCL, is
required to be confirmed provided that his work has been found satisfactory. If probation period
of an employee is extended by the concerned authority, he will not be confirmed until the
probation period is completed. With a view to see that the concerned employee is confirmed in
time, the confirmation proposal of the concerned employee is to be sent well in time, generally
one and half month in advance, to head office or concerned authority.
At the time of confirmation of an employee, necessary entries are required to be made in
the service book like personal bio data. Left/right hand impression duly signed by him and the
controlling authority concerned. Similarly at every stage, entries of leave, yearly increment etc.
are required to be made in the service book and all corresponding office orders related to an
employee are filed in the personal file of the employee concerned.
Respondents view, belonging to class III and IV (from sample unit) regarding their
appointment and posting with regard to their efficiency have been collected by the researcher.
The details are shown in table 4.11

Table 4.11
Respondent view regarding their appointment and posting with regard to their
efficiency (class III and IV)

Sr.
no.
Respondent
view
regarding
their
appointment
and posting
with regard
to their
efficiency
Number of respondent/percentage
Head
office
Rajkot
Jam-
nagar
Juna
gadh
Por-
bandar
Amreli
Total

1 Strongly
agree
4
(66.67)
18
(33.33)
12
(26.09)
24
(40.00)
16
(33.33)
22
(35.49)
96
(34.78)
2 Agree
2
(33.33)
28
(51.85)
14
(30.43)
24
(40.00)
18
(37.50)
24
(38.71)
110
(39.86)
3 Neither agree
nor disagree
0
(0.00)
0
(0.00)
8
(17.39)
0
(0.00
0
(0.00)
0
(0.00)
8
(2.90)
4 Disagree
0
(0.00)
8
(14.82)
8
(17.39)
10
(16.67
12
(25.00)
12
(19.35)
50
(18.11)
5 Strongly
disagree
0
(0.00)
0
(0.00)
4
(8.70)
2
(3.33)
2
(4.17)
4
(6.45)
12
(4.35)
6 Total
6
(100.00)
54
(100.00)
46
(100.00)
60
(100.00)
48
(100.00)
62
(100.00)
276
(100.00)

Note: Figures in brackets are percentage to total
Source: Questionnaire- B,Q. no. 4
Table 4.11 shows
1. 74.64% respondents agree with their appointment and posting with regard to their
efficiency. (34.78% respondents strongly agree and 39.86% respondents agree)
2. 22.46% respondents disagree (dissatisfied) with their appointment and posting with
regard to their efficiency. (18.11%respondents disagree and 4.35% respondents strongly
disagree)

The respondents, who disagree with their appointment and posting with regard to their
efficiency, opined during interview that sometimes applicants having higher qualification may
apply for lower level post because of employment problem. In such cases, they are appointed and
posted on lower level posts, for which they had applied. Hence their appointment and posting
may not be as per their qualification.
From above discussion it can be said that generally employees are appointed and posted
with regard to their efficiency.
The researcher made an attempt collect respondents suggestion to make selection
practices more effective (class I and II from sample unit) which as shown in