A PROJECT REPORT ON

RECURITMENT PROCEDURES
(with special reference to Singareni Collieries Co. Ltd)

PROJECT REPORT
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

BY

N . N A V E E N K U MA R
H.T.NO.06171C_1006 06171C_1006 06171C

K.L.R.COLLEGE OF BUSINESS MANAGEMENT

(Affiliated to KAKATIYA UNIVERSITY, WARANGAL)

PALONCHA_507115, KHAMMAM DIST

DECLARATION
I here by declare that the Project Report entitled "A Study on Recruitment Procedures in the area of Personnel Department in Singareni Collieries Company Limited" is solely done by me in partial fulfillment for the award of the degree of Master of Business Administration, Kakatiya University, Warangal. The facts and figures represented in the report are as per the rules of the survey done by me. This Project Report has not been

submitted else where for the award of any degree, either in partial or in full. I declare the above mentioned information is true for the best of my knowledge and belief.

Place: Date:

N. NAVEEN KUMAR

ACKNOWLEDGEMENT
"There

are innumerable supporting hands behind ones success"

A person may conceive an idea but for it to get materialized and take a shape between many people need to lend their hands and minds and this project work is no realization of this work. I take this opportunity to express my profound gratitude to Sri. P. CHANDRAKANTH SHARMA, Chief General Manager of HRD for granting me permission to do my project work in Singareni Collieries Company Limited, Kothagudem. I am deeply indebted to Sri K. V.SUBBA RAO, Dy. GM

(Personnel), Sri P. ANJANEYA RAJU, PM (Personnel Dept.), for taking

special care in my project work and extending cooperation for successful completion of project. It is with immense pleasure that I thank profusely Smt. Hema Subhalaxmi, Lecturer in HR, and KLR College of Business Management for her kind help. I will be failing in my duty if I do not express my heart full gratitude to my parents and family members who encourages me in all possible ways for the completion of this project. Last, but not least, it is my pleasures to express my gratitude and sincere thanks to all my friends who helped me in giving final touches to this projects and making this project really presentable.

N.NAVEEN.KUMAR

FOREWORD

In accordance with the prescribed curriculum of Kakatiya University for the award of M.B.A every student has to undergo interesting training for a period of 45 days and project on a topic selected by the student. In accordance with the above rules, I'm here with submitting my project report done in the Singareni Collieries Company Limited, HRD Dept, Kothagudem. The contents include the objectives towards Recruitment and selection Procedures. Due to time constraint and size of Organization only some of the aspects of department have been studied with help of various printed materials etc., were quite useful in preparation of the report.

N. NAVEEN KUMAR

CONTENTS
Page No.

Chapter-I

--

Introduction to the topic (Section A) Methodology of the study (Section B)

1 5

Chapter-II Chapter-III

---

Profile of the Organization. Recruitment and Selection Procedures 'A theoretical frame work'

33

Chapter-IV

--

Recruitment and Selection Procedures in SCCL.

48

Chapter-V Chapter- VI Appendix

--

Data Analysis and Interpretation. Conclusions and Suggestions. Questionnaire Bibliography

58

71

74 78

CHAPTER I

INTRODUCTION

INTRODUCTION
Recruitment is the discovery of potential candidates for actual or anticipated organizational vacancies or forms another

perspective; it is a linking activity bringing together those with jobs to fill and those seeking jobs. Recruitment has been regarded has the most important function of personnel administration, because unless the right type of people are hired, even the best plans, organization charts and control system would not do much good. Recruitment is searching for the potential job candidates in sufficient numbers and quality so that the organization can select most appropriate people to fill its job needs. Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, in the first beginning the man power planning. Recruitment makes it possibly to acquire the number and type of people necessary to ensure the continued operation of the organization. Recruitment is the process of seeking out the attempting to attract individuals in external labour markets who are capable of and interested in filling available job vacancies. The promotion of productive efficiency through an effective utilization of men and machines is one of the primary objectives of personnel administration and the attainment of this objective largely and contingent upon the function of finding and placing the right man on the right job at the right time in aright place. This

poses problems even in the industrially advanced countries of the west, where the employment. Opportunity in industry and business are vast and thus is more so in a country like ours where too many people are chasing too few jobs. In a lighter vein, a wag observed that proper placement is an exception and misplacement is common in our country. In order to avoid the pitfalls of wrong selection and placement, it is necessary to adopt the principle of scientific selection procedure. The use of scientific and systematic procedures in selection is essential if we want to find the right man for the right job. A wrong man on a wrong job will mar the development and progress of the organization, even as the right man on the right job will contribute to organizational growth. The function of scientific selection is one of the most important functions of personnel administration and thus encompasses the following sub functions. Determining the nature of the job to be filled. Determining the nature of the personnel required. Determining the nature and source of recruitment. Selection process Selection is to choose the individual who can most

successfully perform the job from the pool of qualified candidates.

The development of job analysis, human resource planning and recruitment are necessary pre requisites to the selection process. A break down in any of these processes can make even the best selection system in effective. The selection process includes Preliminary interview Application Reference letters Group discussions Interview Tests Physical examination Selection and placement Induction Follow-up Need for the study: The main reason for choose this topic in the Singareni Collieries Company Limited. It is the Government Company and subsidiary of the coal India Limited. The recruitment of vacancies is done in every year and the company follows the good recruitment policy (Two days final decision) in recruiting the employees and employers. For the above said reasons and up to my knowledge it is a suitable company for my project study on the topic

RECRUITMENT AND SELECTION.

Objectives of the study: The main objectives of the study are as follows: 1 To know the employees attitudes about the current recruitment policy existed in the company. 2 To know the interests of the new recruiters towards to the recruitment and selection policy in the company. 3 Offer the suitable suggestions from the above employees interests. Chapter layout: By keeping in view of the above objectives, the present study is divided into five chapters. The details of chapter layout are as follows: Chapter I The first Chapter is introduction in nature it deals with the introduction objective of study, tools analysis scope of study and limitations of the study etc. Chapter II The Second Chapter it deals with the company profile and its product details and all its operating areas. Chapter III The conceptual framework of the Recruitment and selection procedure and their process. Chapter IV The fourth chapter evaluate the Recruitment & Selection process in S.C.C.L. Chapter V The fifth Chapter deals with some suggestions and conclusions drawn from the study.

METHODOLOGY OF THE STUDY

For the purpose of obtaining the data has been collected from both the sources primary and secondary sources. The primary data is obtained by circulating a structured and simple question open ended and closed ended to the workers those which are already employed in the company and also those who are attend to the interviews and other recruiters. On the other hand the secondary data obtained from the books and company reports and documents and the other journals related the topic. Sample design: For ascertaining the objectives towards to the RECRUITMENT AND SELECTION IN S.C.C.L. 100 members are chose at randomly. The research taken necessary steps to avoid any unbiased while collecting the data. Tools of analysis: The data collected from both the sources is analyzed and interpreted in the systematic manner with the help of various statistical tools like average, percentages, and chi-square.

Limitation of the study: 1 The study is subjected to the following limitations. 2 The study is based on the data provided by the company statements so, the limitations of the companys employees

remaining are equally applicable. 3 In some cases data is collected from the companies past records. The study is limited to the part of the personnel functions only not for the entire organizations.

CHAPTER II

PROFILE OF THE ORGANIZATION

An Overview of THE SINGARENI COLLIERIES COMPANY LIMITED (A GOVT. COMPANY)

1. Coal Industry in India: Coal, the primary source of energy in the country accounts for the major portion of countries commercial energy requirements. In a developing economy like India, coal mining industry occupies a vital place because coal is the basic input for power and fuel to many basic and important industries like powerhouse, iron, steel, railways, shipping and construction industries etc. In addition other industries like cement, fertilizers, chemical, paper industries are the main consumers of coal. Despite the development of alternate fuel resources like electricity, petrol and solar energy, coal continue to be a major fuel material in any industry. Thus, coal industry plays a strategic role in the industrial development of any country. In India, coal producing companies are in public sector and they are under direct administration of the ministry of coal. The following public sector undertakings are dealing with coal production.

COAL INDIA LIMITED (CIL): CIL has the head quarters at kolkata and is holding company with seven producing subsidiaries and is planning to design subsidiary viz. 1. Eastern Coal Fields Limited (ECL), Sanctaria (West Bengal). 2. Bharath Coking Coal Limited (BCCL), Dhanbad (Bihar). 3. Central Coal Fields Limited (CCL), Ranchi (Bihar). 4. Northern Coal Fields Limited (NCL), Singareni (Madhya Pradesh). 5. Western Coal Fields Limited (WCL), Nagpur (Maharastra). 6. Mahanandi Coal Fields Limited (MCL), Sambalpur (Orrisa). 7. Eastern Coal Fields Limited (ECL), Santoria (Asansol). 8. Central Mine Planning and Designing Institute Limited (CMPDIL), Ranchi (Bihar).

2. COMPANY BACKGROUND: The Singareni Collieries Company limited is a coal mining company owned jointly by the state and central governments. The Singareni reserves stretches over 350 k.m of Pranahita Godavari valley of Andhra Pradesh in the districts of Khammam, Adilabad, Karimnagar and Warangal with the geological reserves aggregating to a whopping 8091 million tonnes catering to the needs of the consumers in southern India. SCCL currently operates 11 open cast and 51 underground mines with manpower of around 86521.

The origin of SCCL may be traced back to the year 1871, when Dr. King of geological survey of India discovered coal near the village of Yellandu in Khammam district and of the coal seams bore his name.

The Hyderabad (Deccan) company limited incorporated in England acquired mining rights in 1886 to exploit coal found in yellandu area. The present company was incorporated in 23rd December 1920 under the Hyderabad companies act as a public limited company with the name of THE SINGARENI
COLLERIES COMPANY LIMITED (SCCL) .

In 1961 it became a public sector undertaking being managed by board of directors, appointed by the central and state governments. The share capital of the company by the Government of Andhra Pradesh and Government of India is in the ratio of 51:49 respectively. The coal extracted by SCCL in the Godavari valley coal fields up to the year 2005-2006 was about 855 million tonnes.
MISSION STATEMENT OF SCCL:

To retain our strategic role of a premier coal producing company in the country and excel in a competitive business environment. To strive for self-reliance by optimum utilization of existing resources and earn adequate returns on capital employed. To emerge as a model employer and maintain harmonious industrial relations within the legal social frame work of the state. To exploit the available mining blocks with maximum conservation and utmost safety by adopting suitable technologies and practices and constantly upgrading them against international benchmarks. To emerge as a responsible company through good corporate governance by laying emphasis on protection of environment and ecology due with regard for corporate social obligations. To supply reliable and qualitative coal in adequate quantities and strive to satisfy customer needs by constantly sharing their experience and customizing our product.

OPERATING AREAS

SCCL, the company managers in coal mining operations are in Andhra Pradesh keeping in pace with the increased demand. The SCCL has always been accelerating its production by opening new mines in all the coal bearing areas in the state in the process of expansion, SCCL started its mining activities at Kothagudem (1937), Mandamarri (1958), Ramagundam (1961),

Ramakrishnapur/srirampur (1963), Manuguru (1974) and Bhupalapalli (1998) apart from carrying its mining activities at Yellandu. Presently it is operating its mining activities in 55 underground mines and 12 opencast mines spread over in the districts of Khammam, Karimnagar, Adilabad and Warangal. For administrative convenience, the company is broadly divided into three regions i.e., Kothagudem, Ramagundam and Bellampalli and is having the company head quarters at KOTHAGUDEM.The operating areas in SCCL are

KHAMMAM DISTRICT ADILABAD DISTRICT

: Kothagudem, Yellandu, Manuguru. : Bellampalli, Mandamarri, Srirampur and Ramakrishnapur.

KARIMNAGAR DISTRICT WARANGAL DISTRICT

: Ramagundam.

: Bhupalapalli.

Performance Indicators at a Glance

Sl. No. 01. Indicators Production Unit 2005-06 2004-05 2003-04 2002-03 2001-02

a) Open Cast b) Underground c) Total 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. Off-take Stock of Coal Output per Manshift Manpower Net Sales Net Profit before Tax Accumulated Profit/Loss General Reserve Equity Share Capital Long-term Debt Net Wroth Capital employed Contribution to Exchequer -State Government -Central Government 15. 16. 17. 18. 19. Earning per share Debt - Equity Ratio Capital Turnover Ratio Cost of Sales to Sales Debtors as No. of months sales.

(Lakh Tonnes) (Lakh Tones) (Lakh Tonnes) (Lakh Tones) (Lakh Tones) (Tonnes)

234.27 127.11 361.38 354.47 14.13 1.75 86025 362910 33249 17642 (Profit) 30000 173320 206392 217571

223.29 129.74 353.03 348.25 7.34 1.62 91970 341373 57601 19060 (Profit) 20000 173320 210973 190311

205.40 133.36 338.54 339.41 2.62 1.47 93722 317865 50399 2815 (Profit) 10000 173320 13356 182786 153464

204.28 128.08 332.79 334.79 3.65 1.55 97053 314183 41172 8045 (Profit) 173320 23813 175575 151439

170.64 137.47 308.11 311.85 5.86 1.34 99442 294902 32630 26077 (Loss) 173320 53333 136113 159194

(Nos.) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs) (Rs. Lakhs)

(Rs. Lakhs) (Rs. Lakhs) Rs. (Ratio) (Times) (percentage) (Months)

55818 23225 1.06 0.00:1 1.67 90.84 0.38

51543 26369 2.08 0.00:1 1.79 83.13 0.44

49818 23547 0.84 0.08:1 2.07 84.14 0.71

45976 5594 2.41 0.14:1 2.07 86.90 0.81

36456 4160 1.76 0.31:1 1.85 88.94 1.15

PRODUCTION:
Production Graph
400 350 300 250 200 150 100 50 0 2001-02 2002-03 2003-04 2004-05 2005-06

The SCCL has been consistently expanding its mining activities and increasing the coal output from year to year. Table-1 reveals that there has been constant increase in the production of the coal. It can be seen that the production of SCCL has been increased from 2.38 Lakhs tones in 2005-06 by registering a growth of 36.14%.

PRODUCTIVITY: Productivity is considered to be a more reliable indicator of efficiency than absolute production. The productivity figures as indicated by output per man shift are computed for the last 6 years period. The table has shown that there is no significant improvement productivity during the period under study. The productivity of SCCL increased from 1.35 tones in 2001-02 to 1.74 tones in 200506 by registering a growth of 28.8% the reasons for the low growth are low productivity.

Productivity Graph
2 1.5 1 0.5 0 2001-02 2002-03 2003-04 2004-05 2005-06

SALES: The Sales of SCCL in 2001-02 is Rs.294902 Lakhs; in 2005-06 is 362910 Lakhs which represent a growth of 24.42%. This high growth in sale and due to increased demand for coal by various industries.

Sales Graph
400000 350000 300000 250000 200000 150000 100000 50000 0 2001-02 2002-03 2003-04 2004-05 2005-06

INVESTMENT: The investment in SCCL has been showing an increasing tendency during the last 10 years period. The amount of investments in SCCL increased from Rs.32743.6 Lakhs in 1995-06.

EMPLOYMENT: The SCCL is one of the leading organizations providing large employment. The number of employees in SCCL decreased from 99442 in 2001-02 to 86025 in 2005-06. The employment positioning SCCL shows there is a significant rate of fall in employment this shows the increasing productivity of employees.
Retrenchment of Employees
105000 N o . o f Em p lo yees 100000 95000 90000 85000 80000 75000 2001-02 2002-03 2003-04 2004-05 2005-06

CONTRIBUTION OF EXCHEQUER: The public enterprises are expected to contribute revenue to the exchequer by ways of taxes, cost and royalty. The SCCL has been contributing huge amounts to the State and Central Government. The table show that the contributed to the State Government increased from Rs.36456 Lakhs in 2001-02 to Rs.55818 Lakhs in 2005-06.

Contribution to State Government

60000 50000 40000 30000 20000 10000 0 2001-02 2002-03 2003-04 2004-05 2005-06

Contribution to Central Government

30000 25000 20000 15000 10000 5000 0 2001-02 2002-03 2003-04 2004-05 2005-06

The contributed to the Central Government increased from Rs.4160 Lakhs in 2001-02 to Rs.23225 Lakhs in 2005-06.

LANDMARKS / MILESTONES OF SCCL

A. B. C.

Discover of Coal Commencement of Machine Mining Introduction of Machine Mining

: 1871 : 1989 : 1994 : 1951 : 1953 : 1954 : 1975

D. Introduction of Incentive Scheme E. F. Introduction of Electric Lamps Introduction of Frame Proof Mining Machine

G. Commencement of Opencast Mining Projects H. Road Header Side Dump Loaders, Load Haul Dumpers I. J. Longwall Face Introduction of First 132/33 KVA Substation

: 1981 : 1983 : 1984 : 1986

K. Introduction of Computers L. Introduction of Walking Dragline in Opencast Mines

: 1986

M. Introduction of French Blasting Gallery Technology : 1989 N. Introduction of Input Crushing & Conveying Technology in opencast mining O. Introduction of Re-Structuring capital base P. Re-Structuring package : 1994 : 1994 : 1989-99 : 1999-2000 : 1999-2000 : 1999-2000

Q. All time record production of trade union R. S. T. All time record production of 29.556 million tones All time record of 302 Introduction of H-tech information system (Internet)

: 1999-2000

ORGANIZATION STRUCTURE The successful performance of any institution depends to a large extent upon its organizational structure. In a structural sense, an organization may be defined as The process of identifying and grouping the work to be performed, defining and delegating responsibility and authority and establishing relationship for purpose of enabling people to work more effectively together in accomplishing organizational objectives. A sound organization structure is a prerequisite for efficient management of the organization. It provides the frame work for carrying the activities of the organization and fulfilment of its objectives. If the organization structure is not designed the functioning of the organization becomes difficult and ineffective. A terse definition of organizational structure might therefore be The way in which the work is organized and control is exercised. It can also be defined as A system of roles relationships (established or on-going), responsibilities, and power, authority, accountability and communication channels. For the purpose of understanding the organizational structure of SCCL an attempt has been made here to discuss briefly its organizational structure. The organizational structure of SCCL has been briefly discussed in three phases as mentioned below: (A) Organization Structure at Corporate level (B) Organization Structure at Area level (C) Organization Structure at Mine level

(A) ORGANIZATION STRUCTURE AT CORPORATE LEVEL: The SCCL is a public sector undertaking jointly managed by both state and central governments. The overall authority for the management of the SCCL is vested with the Board of Directors, which lay down the general policies of the company. The board of SCCL is comprised of 10 members including the Chairman and Managing Director. The Chairman and Managing Director, who is the executive head of the SCCL is appointed by the government of Andhra Pradesh from among the senior officers by the Indian Administrative Service (I.A.S) from Andhra Pradesh. He is the administrative head of SCCL and responsible for the overall performance of the SCCL. In discharging his functions he is assisted by the various executives like the Director(Operations), Director(Planning and Director(Personnel, Administration and Project), Director(Finance), Director(Electrical and

Welfare),

Mechanical), Chief Medical Officer, Chief Security Officer and Company Secretary. (B) ORGANIZATION STRUCTURE AT AREA LEVEL: In SCCL, an area comprises of a group of mines. For production and administrative purpose, the SCCL is divided into 10-decentralised areas. Batch area is under the administrative control of a General Manager, who is responsible for the achievement of production targets, maintenance of industrial relations, provision of welfare facilities and safety measures in mines. The General Manager is the charge of area with centralized power and administrative production, safety, transport, planning, stores, medical and health states of the area. He is assisted by Deputy General Manager (Electrical and Mechanical), Deputy General Manager (Mining), Finance Manager (F&A), Manager (Training), Superintendent Engineer (Civil) and Personnel Manager in discharging his responsibilities. (C) ORGANISATION STRUCTURE AT MINE LEVEL: The organization structure of mining activities at the mine level shows that the Colliery Manager is the overall in charge of the operations of the mine. He is

accountable to the General Manager of the area through the Deputy General Manager (Mining). He is responsible for all the activities in the mine. The Colliery Manager is assisted by the Deputy Manager, Welfare Officer, Under Manager, Safety Officer & Executive Engineer/Assistant Engineer, and Pit Officer Assistant.
PERSONNEL DEPARTMENT RECRUITMENT CELL PERSONNEL MANAGEMENT WELFARE WING INDUSTRIAL RELATIONS.

1. PERSONNEL DEPARTMENT: The Corporate Personnel Department is functioning under the overall control and guidance of Director (P, A&W) with CGM (Personnel) as Head of the Department. There are five wings in Corporate Personnel Department, which are under the charge of a senior officer namely, Industrial Relations, Personnel Management, Recruitment, Welfare and Executive Establishment. The CG.M (Personnel) will oversee and coordinate the functions in each wing. The Personnel Department is playing key role in streamlining industrial relations, personnel policies and in implementing all the measures being initiated by the Management as part of bringing about reforms in the Company in the changed scenario in Coal Industry. This process entails involving constant communication with workmen and dealing with unions in a fair and transparent manner with a view to make them agree to the proposed measures. All the policies relating to promotions/transfers, upgradations, punitive actions are carried out in a transparent manner so as to create credibility of the management in the perception of the workmen. Constant efforts are also being made to improve the existing systems so as to keep pace with the changes by focusing on key result areas like improving discipline among workmen, minimising flash strikes, taking action against chronic absentees etc..

2. RECRUITMENT CELL: For filling up of regular and backlog vacancies in the executive and nonexecutive cadres, action was taken to conduct recruitment tests and selections were made on the basis of merit and AP Rules of Reservation as issued by Govt. of Andhra Pradesh from time to time. In all fairness, selections are being held giving total weightage to accuracy and transparency. Entire process of recruitment is being carried almost totally on computer and the procedures being followed are fool-proof and the results are announced on the same day. Besides the recruitment of personnel, the Recruitment Cell analyses the matters to be put up to Andhra Pradesh Legislature Committees on Welfare of Scheduled Casts/Scheduled Tribes/BCs and also National Commission for SCs and STs. The Reservation Roster Registers in respect of appointment of various categories are being maintained. The Recruitment Cell is also taking necessary steps for arranging Walk-in-Interviews to fill up Medical Specialist vacancies. Special Drive recruitments are also taken up for filling up of the backlog SC/ST vacancies. It is also to be noted that for conducting a recruitment test on a large scale like that of Welfare Officer Trainee, a lot of preparatory work, right from the stage of issue of circular to the stage of offering appointment to the selected candidates, has been undertaken by Recruitment Cell officials. It is heartening to note that not withstanding the large number of candidates aspiring for employment in the Company, all efforts are being taken to ensure error-free conduct of written test and without any scope for leakage of question papers, copying or unfair practices in the evaluation of answer sheets. In fact, the whole process has been computerized minimizing the human intervention to the bare minimum. 3. PERSONNEL MANAGEMENT WING: The Personnel Management wing deals with the service matters of all NCWA employees. Apart from implementation of various decisions taken by the Management in the form of Settlements or administrative circulars, one of the

major issues being dealt by this wing arranges for adjusting surplus manpower by posting them in the needy areas. Placements/promotions/upgradations in respect of NCWA employees from monthly grade C and above will be handled by Personnel Management wing based on the proposals submitted by Area authorities and other Heads of Departments in Corporate. Besides the above, processing of resignations of employees, rectification of pay anomalies, grant of study leave/extraordinary leave, processing of various representations forwarded by the Government authorities/Public representatives, sanction of approved allowances to employees as per eligibility, conveyance reimbursement, preparing replies to Parliament/Legislature questions pertaining to Personnel Department, etc. are handled by this Wing. 4. WELFARE WING: The Welfare Wing is implementing all the provisions relating to the welfare of employees as decided by the Management. The major functions carried out by Welfare wing are processing the cases of dependants for employment and Monthly Monetary Compensation (MMC), chalking out programme for conduct of Sports and Games in the Areas as per the Sports Calendar and selection of Singareni Teams for participation in CIL Tournaments, chalking out welfare related programmes like identification of Special Welfare Amenities Programmes (SWAP) in the workmen colonies, following up with Insurance companies for settlement of claims under Janata Personal Accident Insurance Scheme, Family Benefit-cum-Insurance Scheme and production of various Teleplays, interviews with workmen/officers through Communication Cell for telecast through local Siti Cable to bring about awareness about the activities of the Company among the workmen and their families so that there will be positive attitudinal change. The Welfare Wing will also organize Scouts and Guides activities through Singareni Collieries District Association, Khammam by involving the children

studying in Company schools and also in other schools in coalfield areas. This Wing also undertakes processing of applications of the children of the employees for sanction of merit scholarships @ Rs.6, 000/- per year for admission of their children in Medicine and Engineering courses through EAMCET. 5. INDUSTRIAL RELATION WING: The core function of this wing is to plan and evolve strategies to meet the situations arising out of industrial unrest in the mines and departments severally and combinely. This wing, under the overall guidance of Director (P, A&W)/ CGM (Personnel), enters into joint discussions with unions, handles strike notices, industrial disputes, court cases, finalisation of settlements with unions, wage revisions at JBCCI level, age disputes, disciplinary actions, elections to the Trade Unions through secret ballot, framing and implementation of Voluntary Retirement (Golden Handshake) Schemes from time to time, complying with various provisions of labour legislations, etc. HUMAN RESOURCES DEVELOPMENT DEPARTMENT The focus of HRD is enabling people to self actualize through a systematic process of developing their existing potentialities and creation of new ones, unfolding and tapping potentialities of people in the present and in the future. As this department is concerned with present as well as future prospects of the employee, they feel secured and the employees are3 well motivated to perform their jobs efficiently. The functions of this department are Identifying Trade Unions. Training programs as per statutory and non-statutory. Processing training programs. Processing training programs include approval, correspondence to internal and external authorities and physical arrangement for training, organizing, feedback and evaluating the training.

 HRD provides statutory books by arranging Telugu translation for supervisors. Types of training programs are In-house, External and Foreign.

CADRE OF PERSONS TRAINED Non-executives Executives Trainees Electrical Section HEMM Operators

NUMBER

10852 1588 132 203 199

Total Presentations given by the trainees in one year Project work facilities provided In-house training programs Executives sent to foreign countries Computer training given for Executives Computer training given for Non-executives

... ... ... ... ...

12 254 43 23 181 286 762

Practical training given to the students on mining diploma INDUSTRIAL ENGINEERING DEPARTMENT:

SCCL is pioneer in introduction of Scientific Management Techniques. Industrial Engineering Dept started in 1950s with IBCONS Consultants. IED of SCCL is the oldest in the Mining Industry and is older than IE Professional Body Indian Institution of Industrial Engineering. IED is pioneer in scientifically establishing Jobs Standard, Crew Sizes and Job Evaluation in the Coal Mining which helped the Company in improvement of Productivity over the Years and evolved for the first time various Performance Parameters for measurement of Productivity/Performance of various Groups, Mines and Company for monitoring. Designed and introduced Productivity linked Wage Incentive Plans developed on scientific basis for the first time in the Mining Industry. Played vital role in Computerization of Pay Roll and Materials Management System Provided Consultancy Service to the M/s. Coal India Limited is M/s. APMDC in Industrial Engineering. On request of AP Transco, made a presentation about the role and functioning of Industrial Engineering in SCCL. This enabled them to start the IE function in their organization.

The scope of IED is: 1. Work Study 2. Methods Study 3. Systems Study and Improvement 4. Job Standards and Work Norms Development 5. Optimal Crew Sizes determination 6. Development of PERT Charts for various tasks (Maintenance, Erection, District Preparation etc) MANPOWER: Wage Cost constitutes major component of Total Production Cost. Hence to contain the Cost continuous monitoring of the Manpower Resources is given top priority by the Company right from the beginning for Optimal Utilization of Manpower. Manpower Assessment Manpower Planning Skill Sets Requirement Redeployment Transfers Promotions Performance Monitoring Identifying surplus Manpower and introduction of VRS Advance Planning of Manpower of various skills In Board of Directors Meetings of the Subsidiaries of Coal India Limited, the Productivity Linked Incentive Schemes in operation in SCCL are being quoted and the management of these companies are approaching for know how from SCCL.

At their request, MCL, WCL and CCL have already been supplied with necessary inputs by IED SCCL on this issue. SAFETY: Employees feel secured if the company looks after the safety of the employees. Hence they are motivated to work more efficiently. Workers are provided with helmet, shoes, safety lamps, co-detectors and oxygen meters for those who are working in underground mines. For each mine one safety officer is present. One rescue team covers 3 areas. At each rescue station, rescue training is given to workers. If a worker is found to be unfit, then monetary compensation is provided. Ex-gratia will be is given for workers killed in accidents in mines. The Board of Directors of Singareni Collieries approved the implementation of safety policy with the following objects. (1) To continuously review all safety practices and to improve and update them as and when the changed circumstances demand. (2) To ensure that everyone in the organization is aware of the safe working conditions and follows them in day-to-day work. (3) To develop the skills of the employees as a skilled worker can only be a safe worker. (4) To constantly evaluate the personal protective equipment available in the market and supply them to the employees and train them in their proper use. (5) To reduce the accident rates to the barest minimum, and to achieve zero accidental potential being the ultimate aim.

. MAIN HOSPITAL Hospital facility is provided to the SCCL employees. This is provided so that the employees are motivated to perform more efficiently as the company is taking care of them and their family members. Main Hospital is established in 1942. One main hospital, 6 Area Hospital at Areas and 40 Dispensaries at colonies (Kothagudem 9, Ramagundam 11, Srirarampur 13, Bellampalli 6 and Bhoopalapalli 1) having 1008 beds and 36 nos. (3+33) of ambulances are working to cater the needs of the employees and their families. Main/Area Hospitals are equipped with ambulance facility. The medical services are provided round the clock i.e., 24 hours. The Hospitals are environmental friendly and declared as the plastic free zone. Main Hospital is having specialists in all disciplines like Orthopedics, chest, Surgery etc besides microbiologist and biochemist. Depending on the seriousness of the illness, patients will be referred to Main Hospital or to super specialty hospitals as the case may be. Food facility is provided for the patient and one attendant. The Main Hospital is maintaining one nursing school.

The Company is having Health Department in each area to look after the maintenance of sanitation.

EDUCATION SOCIETY: Education facility is provided to the children of the SCCL employees. This is provided so that the employees are motivated to perform more efficiently as the company is taking care of them and their family. Two Colleges (one Degree College and one Junior College for women at Kothagudem) and 17 high schools are maintained by the Singareni Collieries Education Society.

Welfare Amenities The SCCL is taking all possible measures to provide welfare amenities to its employees, particularly in the fields of health, sanitation, residential accommodation, education to workers children, supply of water, lying of roads, improving health awareness among employees and their families through communication cell, sports and games to provide recreation in addition to various Social Security Schemes. Housing As on 30.11.2005 there are 47,656 quarters existing in all the areas of the Company. 4517 quarters are under construction. The Housing satisfaction is 57.79%.

Dependant Employment: Dependant Employment is being provided to the dependants of Exemployees died in harness / declared medical unfit as per NCWA provisions subject to availability of vacancies. As per various settlement, 253 nos. of dependants provided employment during the year 2005-06 (November, 2005). In the financial year 2002-03, a settlement was arrived at on 08.03.2002 with the Recognized Union on payment of Monetary Compensation in lieu of dependant employment under Company Voluntary Retirement Scheme (VRS on health grounds). There are about 3067 dependants waiting for employment under Company VRS. Out of which, 2858 cases have been settled as on 30.11.2005 for payment of monetary compensation / lumpsum payment of 24 months wages last drawn in lieu of dependant employment.

MONTHLY MONETARY COMPENSATION (MMC) / LUMPSUM PAYMENT:

The Scheme of MMC has been implemented in lieu of Female Dependant Employment in respect of the cases of Death / Board Medical Unfit arose from 02-10-1991, in accordance with the Memo. of Settlement dated 3107-1997. As per the guidelines of JBCCI implementation, the claims are being received from areas for settlement of MMC, as on 30.11.2005, 1680 claims have been settled and sanction of Payment Orders released to pay the beneficiaries @ Rs.3,000/- per month in case of Death in harness and Rs.4,000/- per month in case of Fatal / Mine Accident. As per the MOS dated 21-06-2001 we have been receiving the claims for payment of Lumpsum amount of Rs.3 Lakhs in lieu of Dependant Employment / MMC, in respect of the cases of Death / Board Medical Unfit pertaining to the period 01-01-1998 to 31.12.2000. As per the guidelines stipulated therein, 3179 No. of lumpsum claims have been settled as on 30.11.2005. Subsequently, recently, the scheme of Rs.3 lakhs lumpsum amount has been extended to the cases of Death / BMU pertaining to the year 2001 i.e., from 01.01.2001 to 31-12-2001 vide Circular No.CRP/PER/IR/S/ 520/6273, dated 19.07.2002. The last date for submission of claims is 30-09-2002. Further, vide Circular NO.CRP/PER/IR/S/S/520/534, dated 13.03.2003, the scheme for payment of lumpsum amount of Rs.3 lakhs has been extended to the cases of death / Board Medical Unfit pertaining to the year 2002 i.e. from 01.01.2002 to 31.12.2002. Subsequently, the scheme has been extended for the period from 01-01-1998 to 31-12-2005

CHAPTER III

RECRUITMENT AND SELECTION PROCEDURE IN SCCL

RECRUITMENT
Definitions: Recruitment is the discovery of potential candidates for actual or anticipated organizational vacancies or from another

perspective; it is a linking activity bringing together those with jobs to fill and those seeking jobs. Recruitment is the process of seeking out and attempting to attract individuals in an external labour market who are capable of and interested in filling available job vacancies. Recruitment is searching for and obtaining potential job

candidates in sufficient numbers and quality so that the organization can select most appropriate people to fill its job needs. Recruitment is the process of acquiring applicants who are available and qualified to fill positions in the organization. Recruitment is the process of finding and attracting capable applications for employment. The process begins with new recruits are sought and ends when their applications are submitted; the result is a pool of applications from which new employees are selected.

Recruitment is a process to discover the Source of manpower to meet the requirement of the staffing Schedule and to employ effective measure for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment can be viewed as 'positive' and 'negative' activity. Recruitment is a process of researching for prospective employees and stimulating and encouraging them to apply for job in an organization, it is termed, 'positive in that it stimulate people to apply for jobs in increase that 'hiring ration' i.e., the number of applicants for a job. Selection tends to be 'negative' because it rejects a good member of those who apply, leaving only the best to be hired. All organizations, whether large or small do engage in recruiting activity, though not to the same extent. This differs with the size of the organization, the employment conditions in the community where the organizations is located, the effects of past recruiting efforts which show the organization's ability opt locate and keep good performing people. OBJECTIVES OF RECRUITMENT: 1. To attract a person with multi-dimensions skills and experience that suits the present and future organizational stages. 2. 3. To infuse fresh at all levels of the organisation. To develop an organizational culture that attracts people to the company 4. To anticipating and find people for a position that does not exist yet. 5. To search for talent globally and not just within the company and head hunt people whose skills improve company's values.

THEORIES REGARDING RECRUITMENT RECRUITMENT IS TWO WAY STREET: It takes recruiter and a recruitee: It takes a recruiter and a recruitee recruiter has a choice whom to recruit and whom not; a Prospective employee has to make the decision usually on three different basis the objective factor, critical contact and subjective factor. 1. The objective factor theory views the process of organizational choice and evaluates a set of measurable characteristics of employment offers such as pay, benefits, location, nature of work, etc. 2. The critical contact theory suggests that the typical candidate is unable to offer in terms of objective or subjective factors, because of his limited or very shot contact with the organisation. Choice can be made only when applicant perceives the factor such as behaviour of recruiter, nature of the physical facilities etc. 3. The subjective factor theory emphasis the congruence between personality and the image of the organisation i.e., choice are made on a highly personal and emotional basis.

CONSTRAINTS LIMIT THE FREEDOM OF MANAGER TO RECRUIT: No employer could ever freely choose the best candidate because various forces impinge upon such selection. Such constraints are. 1. 2. 3. 4. 5. The image of the organisation. The unattractive job Internal organisational policies Government influence Union Requirement can restart recruiting sources.

STEPS IN RECRUITMENT PROCESS: Personnel recruitment process involves five elements such as 1. 2. 3. 4. 5. A recruitment policy. A recruitment organization A forecast of manpower. The development of sources of recruitment Different techniques used for utilizing sources and a method of

assessing the recruitment programme. RECRUITMENT POLICY: Recruitment policy of any organization is derived from the personnel Policy of the same organization. Recruitment policy is part of personnel policy. Recruitment policy by itself should take into 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.

The factors to be considered in formulating recruitment policy are 1. 2. 3. 4. 5. 6. Government Policies Recruitment sources Recruitment needs Recruitment costs Personnel policies of other competing organizations Organizations personnel policies. A well considered and pre-planned recruitment policy based on corporate goals, study of environment and the corporate needs, may avoid hasty or ill-considered decisions and may go long way to manage the organization with the right type of personnel." The recruitment policy is concerned with quantity and qualifications of man power."

PLACE OF RECRUITMENT IN SELECTION SYSTEM

PERSONNEL HUMAN RESOURCE PLANNING

RECRUITING NEEDED PERSONNEL

SELECTING QUALIFIED PERSONNEL

PLACING NEW EMPLOYEES ON JOB

DEVELOPING SOURCES OF POTENTIAL EMPLOYEES

SEARCH FOR POTENTIAL EMPLOYEES

EVALUATING RECRUITING EFFECTIVENESS

PERSONNEL RESEARCH INTERNAL SOURCES JOB POSITIONING

UPGRADING IN SAME POSITION TRANSFERRING TO NEW JOB PROMOTING TO HIGHER RESPONSIBILITIES

EMPLOYEE REFERALS

ADVERTISING EXTERNAL SOURCES SCOUTING

EVALUTING FOR SELECTION

RECRUITMENT IN ORGANISATION: There is no general procedure for hiring new personnel, which is applicable to all business enterprises. Each enterprise has its "tailormade" procedure, which brings it the desired quality and quantity of manpower at the minimum possible cost. The most commonly adopted practice is to centralize the recruitment and selection function in a single office. The staff personnel are attached to it and functions concerned with the office are: 1. 2. 3. 4. 5. 6. Establishing employment standards. Making initial contact with perspective employees Conducting final interviews Testing and conducting physical examinations Filling out necessary forms and record keeping Introducing the employee to his superior and follow-up the employee. 'Recruitment remains the line responsibility as far as the personnel requisition forms are originated by the line personnel: SOURCES OF RECRUITMENT: Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. The sources may be Internal and External. INTERNAL SOURCES: These are the sources within organization pursuits, most obvious sources. This includes personnel already on the pay roll of an organization. Whenever any vacancy occurs, somebody from within the organization is upgraded, transferred employees; retrenched, retired employees dependents of disabled, deceased employees.

MERITS: 1. It improves the morale of employees and promotes loyalty among employees for it gives them a sense of job security and opportunities for advancement. 2. Employees are fully aware of its policies and know it operation procedures and they require little training. 3. Employer can better evaluate the progress and experience of those presently employed and is relied upon DEMERITS: 1. It leads to inbreeding and discourage new blood from entering an organization. 2. Since the learner does not know more than the lecture, no innovations can be made. For the jobs, which require original thinking such as advertising, style, designing, this practice is not followed. 3. Capable hands may not be chosen as promotion is based on seniority. EXTERNAL SOURCES: These are sources outside organizational pursuits. These usually include new entrants to the labours force, i.e., young inexperienced potential employees like the college students. The unemployed with a wide range of skills, abilities. Retired experienced persons such as mechanics, machinists, welders, and accountants. Other such as married women and persons from minority groups

MERITS: 1. External sources provide the requisite type of personnel having skill, training and education and up to the required standard. 2. Selection can be made without distinctions of caste, sex or colour

3. In the long run, this source proves economical because potential employees do not need extra training. 4. Cost of employees can be minimised because, employees so selected are generally placed in minimum pay scale. DEMERITS: This system suffers from "brain drain", especially when

experienced persons are raided or hunted by sister concerns. METHODS OF RECRUITMENT: The possible recruiting methods are direct, Indirect and Third Party. DIRECT METHODS: These include sending 'travelling recruiters' to educational and professional institute. Employee's contacts with public and manned exhibits, widely schools other direct methods include Sending

recruiters to conventions and seminar and using mobile offices. INDIRECT METHODS: This involve mostly advertising in Newspaper, on the radio, Television, in trade and professional journals, Technical Magazines and brochures advertising is very useful for recruiting blue-colour and hourly workers, scientific, professional and technical employees.

THIRD PARTY METHODS: These include the use of commercial or private employment agencies, placement offices of schools, colleges and professional associations, indoctrination relatives. PRIVATE EMPLOYMENT AGENCIES: These are brokers who bring employers and employees together. They charge a small fee from an applicant. They specialize in specific occupations, salesmen, technical workers, accountants, engineers, executives and computer staff which enhance to develop proficiency in organization. STATE OR PUBLIC EMPLOYMENT AGENCIES: These also known as employment or labour exchanges are the main agencies of public employment. The government set up public employment exchanges in the country to provide information about the vacancies to the candidates. The employment exchange recruiting seminars firms, for management professor, consulting and firms, and

college

friends

(compulsory notification or vacancies) Act 1959 makes it obligatory for public and private sectors enterprises in India to fill certain types of vacancies through these exchanges. These agencies provide services in getting jobs. SCHOOLS, COLLEGES AND PROFESSIONAL INSTITUTIONS: The companies that need employees maintain with the guidance counsellors of Employment Bureaus and Teachers of business

Vocational subjects. Professional organizations or recruiting firms or executive recruiters:

1. 2.

These maintain information about employed executives. Employ "executive search firms" to help them find executive talent.

3.

These firms recommend persons of high calibre for managerial marketing and production engineers post.

INDOCTRINATION SEMINARS FOR COLEGES PROFESSORS: Are arranged to discuss the problem of companies and

employees. Professors are invited to take part in these seminars & visits to plants are arranged to impress the professors who help in getting the required personnel by speaking well of a company. EMPLOYEE REFERRALS: Friends and relatives of present employees are good source from which employees may be drawn. Some companies maintain a register of former employees whose record was good to contact them are new job opening for which they are qualified. The defect of this method of recruitment is that is encourages nepolism, i.e., persons of one's community or caste are employed, who may or may not fit for the job. COMPUTER DATA BANKS: When a company desires a particular type of employee, job specifications and requirements are fed into a computer, where they are marched against the resume data stored. Their output is a set of resumes for individual who met the requirements. This method fills positions, which call for an unusual combination of skills. The best management policy regarding recruitment is to take first within the organization if it fails, external recruitment must be lacked.

RECRUITMENT PRACTICES IN INDIA: The different source for recruitment in India has been classified thus. 1. 2. 3. 4. 5. 6. 7. Within the organization Badily or Temporary Workers Employment Agencies Casual Callers Advertisements, and Labour contractors Applicants introduced by friends and relatives in the

organization. The methods used to recruit employees are: 1. 2. 3. 4. 5. 6. 7. Casual callers or employment seekers. Advertisement - External and Internal Employment exchanges Displaced Persons Central Training Institute Other Public Undertakings Relatives and friends In India for recruitment of Industrial labour are in Traditional methods. The use of jobbers, sanders, and macadam's etc, employees relatives and dependents and undertakings own labour force etc., and contract labour are still used for getting labour in textile industry, for building and construction industry, of canals, building of dams, roads, etc. RECRUITMENT PRACTICES IN INDIA AND ELSE WHERE: Under the Apprentices Act, 1961, Young Craftsmen having received pre-employment Training in Industrial Training Institute have to be employed by special industries during their training period as a

percentage of the total number of regular employees. Reservation of 25% of vacancies for caste and scheduled tribes candidates and prudential treatment of persons is a part of state requirement of Government and Public employment in India. In U.S.A. for sources of applicants are most used in obtaining workers-direct applications at the company office, public employment recommendations and private employment agencies are the sources used. On campus recruiting and above methods are used for recruiting and above methods are used for recruiting scientific, professional and technical employees. SELECTION: It is concerned with securing relevant information about an applicant. Information is secured in a number of steps. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and choose the applicant who is most likely to perform well in that job. Selection processes typically follow a standard pattern, beginning with the traditional selection process includes: preliminary screening interview, comprehensive interview, background investigation,

Physical examination and final employment decision to hire. SELECTION POLICY: While formulating a selection policy, organizational

requirements, technical and professional dimensions of selection procedure should be considered, technological issues, cost factors, extent of formality etc., an effective policy must assert the "why" and 'what" aspects of the organizational objective.

STEPS, INITIAL OR PRELIMINARY INTERVIEW OR SCREENING:

1. RECEPTION, INITIAL OR PRELIMINARY INTERVIEW OR

SCREENING: Is usually conducted by a special interviewer who should be kind courteous, respective and informal. This interview is essentially a sorting in which both the prospective applicants and the organizations elicit the necessary information. If candidates meet with the

requirements of the organization, he may be selected, also rejected. 2. APPLICATION BLANK - A FACT - FINDER

That helps one learning about an application's background and life history. The blank provides preliminary information ona) Biographical data (Name, father's name, age, sex, date of birth, etc.) b) Educational Attainment (professional, Technical, correspondence courses subjects offered and grades secured) c) Work experience. d) Salary - demanded e) Personal items (hobbies, extra-curricular activities) Four types of information can be gathered from Application Blank First. Judgements on substantive matters; second, previous progress and growth, third applicant's stability, fourth, to predict which candidate succeeds on the job.

3.

INTERVIEW: To explore the facts and get at the attitudes of the

applicant and his family to the job. An interview "is a conversation with a purpose". An interview is an attempt to secure maximum amount of information from the candidate concerning his suitability for the job under consideration. Different types of interview are used to elicit the required information. It should be made more reliable and valid. 4. PHYSICAL EXAMINATION: Certain jobs require unusual

stamina, strength or tolerance of hard working conditions. A physical examination reveals whether or not a candidate possesses these qualities. The basic purpose is to place persons in jobs. Which they can handle without injury or damage to their health. It prevents the employment of those who suffer from some type of contagious disease, physically unfit, contents of physical.

CHAPTER IV

RECRUITMENT PROCEDURES IN SCCL

RECRUITMENT AND SELECTION PROCESS IN SCCL

S.C.C.L. has a large man power of about 86,360. It is felt that the present manpower is on high side in S.C.C.L with reference to available resources. Therefore it is being felt necessary now to gainfully employ the existing manpower. However as a part of manpower planning for future recruitment and growth of the organization, the recruitment is an essential function. This would also take care of the gap in essential and skilled category of posts due to death, medically unfit and retired employees. Planning for people is important with job requirements, specified secure skills and capabilities. Apprenticeship development is a means of meeting future demands for skilled workers in any industry. Modern economics require very limited quantities of raw manpower. Man power planning is the process (including forecasting, developing, implementing and controlling) by which an industry insures that it has the right for which they are economically most useful before going in for recruitment. User Department or the Company or the Industry should critically examine the requirements of Staff/employees based on scientific studies. Internal Recruitment, Direct Recruitment and backlog

Recruitments are being undertaken in S.C.C.L in the recent past; in S.C.C.L by and large recruitment is mostly restricted to technical and skilled employees only to entry level posts, either in the executive or in the non-executives cadres. S.C.C.L has its own recruitment cell.

EXECUTIVE CADRE: Jr. Executive Trainee (E & M), JET (Civil) JET (EDP) Mining Graduate Trainee Asst. Industrial Engineer, Specialist Doctors, General Duty Medical Officer, Jr. Accounts Officer, Jr. Estates Officer NON-EXECUTIVE CADRE: Jr. Mining Engineer Trainee/Over Man Trainee, Asst. Foremen Trainee, Tradesman Trainee and Paramedical Staff. To go in for recruitment to the post in executive cadre, there are approved executive cadre recruitment rules. However, in respect of posts in NCWA cadre, by a large, on going practices for over decades have become procedure and guidelines for recruitment. THE EXECUTIVE CADRE RECRUITMENT RULES AS BELOW IN NUTSHELL: Normally recruitment will be made at the executive entry level in different disciplines keeping in view the recruitment from rime to time. Recruitment at other levels also to be resorted to at the discretion of the management. Normally general recruitment will be resorted to every year after the man power budget is approving by the board for the succeeding year. Depending upon the recruitment for executive/Non-Executive posts, advertisement will be released in the daily newspaper apart from notifying to the employment exchanges at I.T.D.A.s Such applications received in response to such

notification/advertisement will be short-listed at the time of scruiting to a maximum ratio of 1:10 an the bases of merit and/or stipulated experience as the case may be Recruitment for entry level posts can be resorted to through open advertisement or campus interview or both depending upon the requirement in any discipline, form time to

time at the discretion in any discipline, form time to time at the discretion and approval of C & MD. Qualifications for various entry-level posts are a application to the external and internal candidates stipulated in the schedule - I of these rules. Age: Normally to all entry level posts where the minimum qualification is a degree the age limit is 28 years and where the qualification with PG diploma or PG Degree or double graduate with PG diploma or CA/ICWA/ACS and competency certificate holders, the age limit is 30 years. However upper age limit is 30 years. However upper age limit for the post general duty medical officers in

specialist/doctors in 45 years. Such age with be reckoned as on 1st Jan, of the year in which the advertisement is released. The age relaxation in respect of SC/ST and BCS will be accordance with the Govt., A.P. Rules, i.e., live years as on date the minimum age as per Mines act is 18 years. However to apply to the various posts, there will no age bar for internal candidates. The rule of reservation provided SC, ST BC, PH and woman candidate will be in accordance with the G.O. Ms.No.65 Dt:15.02.1997 of Govt. of Andhra Pradesh. However, the management is pursuing with the Govt., to consider our proposal and relax the percentage of reservation to women in S.C.C.L Further as per ordinance NO.6/99 and Rules there on Scheduled Caste categorization and reservation are being followed in time to time. Normally advertisement on the receipt User of applications still in response the to our

Department

scrutinize

same.

Recruitment cell in turn release call letters for written test/interview to the applicants whose applications are found accepted in scrutinizing to the candidates to enable them to received and attend the selections.

WRITTEN TEST/INTERVIEW: Normally the test paper will be of 200 objective type multiple choice question bank at random on computer maintaining top secrecy and under the light security immediately after the test, the answer sheets of the candidate will be coded confidentially and the data would be processed through computer and the performance of the

candidates in order of merit will he generated the marks attested to written test and interview (Normally all NCWA posts) The marks allotted to written test and 100/150 and the selection is based only on written test, Roll No. \Vise marks lists will be generated immediately and displaced on Notice Board. However where interview follows the written test the candidates will be called for interview in 1:3 ratio as per roster points of A.P rule of reservation in order of merit as per their performance in the written test. After interview, the marks obtained in written test for 200 questions are appropriated to 85% and the marks obtained at the interview for 15% will be added and thus the final percentage of marks out of 100 will be arrived at and the Roll No. Wise marks lists will be generated and displayed on the Notice Board on the same day/Night. Instead of written test, practical test/ endurance test would be held in selections to the posts of DP operator trainees, Drivers, Badlies as the case may be. The qualifying marks for selection of candidates in respect of executive and non-executive cadre will be as follows:

Caste OC BC SC/ST

Executive Cadre 40% 35% 25%

Non-Executive 30% 25% 15%

In the event of SC/ST candidates not coming up for selection with minimum prescribed marks. Their selection shall be considered on the basic of their rank with reference to performance in the test irrespective of marks secured 33.35% of posts will also be reserved to internal candidates and how ever the minimum qualifying marks will be applicable commonly to internal & external candidates. Finally the selection list will be prepared to fill up the regular and backlog vacancies in order of merit and rules of reservation. On approval of the lists by C and M.D., respective candidates will be served with provisional offer of appointment order. The remaining candidates in order of Merit would be on panel and would be considered against the candidates not reported/reported and found medically unfit for the post in response of provisional. Appointment order, even in such case, the employment would be offered to the next eligible candidate in order of merit against such roster point. In this process if candidates in respect of vacancies as per roster are not available in the selections, such vacancies would become Backlog and for which, irrespective of vacancies, recruitment is resorted through a special recruitment drive to fill up Backlog vacancies. Rosters thus maintained will be inspected personally by peoples Representative Committee of A.P. legislative Assembly/Social Welfare, Department and suggest methods and verify the caste certificates submitted by the candidates against each roster point.

Any relaxation to the rules in exceptional cases shall be with the approval of the C & MD.

RECRUITMENT OF WOMEN EMPLOYEES IN S.C.C.L.: This is to confirm that Rule of reservation in the matter of direct recruitment in accordance with the guidelines receive from the Govt. of A.P has been implemented from time to time. In the matter of direct recruitment reservation to women to the extent of 1/3% will be implemented in respect of categories to which they are equally suited along with men. However in the categories of direct recruitment to certain posts it may not be possible reservation for the following reasons. S.C.C.L being a mining industry and nature of jobs being hazardous and the work atmosphere in coal mining area differs from a factory or with administrative offices, which are non-conductive to the safety of women. Several restrictions have been imposed under Mines Act, 1952 regarding employment of women in Mines. The posts are inter changeable between Administrative officer and Mines and hence employment to women in these posts is not possible. In view of the constraints explained, the posts identified to which direct Recruitment is resorted to and women cannot be employed are Mining Discipline - Under Managers, Mining Graduate Trainees, Jr.Mining Engineer Trainee, Overman etc.

E & M discipline

: Jr.

Executive

Trainees,

Excavation

Personnel, and Foreman. IED disciplines Personnel Department : Asst. Industrial Engineering : Welfare Officer Trainee

Exploration Department : Geologist Trainee. Survey Department : Mines Surveyor, Mine Trainee and

Post identified to which direct recruitment are resorted to women can be partially employed.

CLERICAL CADRE: With regarded to recruitment to the cadre, it may not be possible to provide reservation upto 33.33% in accordance with the Government orders since the posts are operated in all Mines and certain departments where women employment is restricted.

Therefore, the reservation to women is extent of 5% of total strength. CIVIL DEPARTMENT: Posts like Engineers, Supervisors, Overseers, Work Inspectors, etc., entails out door work and requires supervision at remote places and in odd hours, so only 5% of employment is provided.

SELECTING OF TRADE APPRENTICES IN S.C.C.L.: The training of skilled Tradesman in about 15 Trades in S.C.C.L. has been designed in a systematic way. The young men who complete their craftsmen course at Industrial Training Institutes are recruited and drafted as apprentices in the Mines. Workshops and other connected departments in compliance with the Apprentices Act, 1961, Apprenticeship training has come to be recognized and the most effective and efficient way of imparting shop floor training in S.C.C.L. in order to learn a skill.

The different Trades in which the act apprentices are recruited and trained in S.C.C.L. are: Electrician (Mines) Fitter Turner Machinist Mechanic - Mill Wright Draughtsman (Civil) Draughtsman (Mech) Mechanic (Tractor) Mechanic Diesel Mechanic Diesel Refrigeration and Air conditioning Welder Molder Carpenter Plumber

QUALIFICATION FOR ENGAGING AS ACT APPRENTICE: Age - Not less than 14 years - desirable above 18 years. Should have passed 10th Standard (S.S.C.) Should have undergone craftsman training in the respective trade in I.T.I. and pass in AITT (for craftsman) and possess National Trade Certificate Period of Training as Act Apprentices in the company and for Trainees under company training is one year. The company will pay stipend for all the trainees during the period.

RECRUITMENT OF ACT APPRENTICES: As per the required quota of apprentices are recruited once or twice in a year during Feb/March, or Aug/Sept. The recruitment is done in three regional at Kothagudem, Ramagundam and Bellampalli for their respective areas. The recruitment of Trainees is held in faired systematic way through computerization. On receiving the list of sponsored candidates from the employment exchanges, principles of Government I.T.T.S., the candidates are informed by a call letter to submit their bio-data, attested copies of certificate and willingness to work in the company. Written test and the candidates are selected. In every designated Trade, the management for backward class, SC, STS, reserves training places. Selection is based on merit, caste reservation, local, non-local consideration etc selected candidates. Are medically

examined for physical fitness by colliery Medical Officer and Medically fit candidates are issued appointment order stipulating the clauses (term and conditions) of the appointment on verification of their original certificates. S.C.C.L. has training of apprentices under the Company Training Scheme introduced in 1976 to import the tradesmen trainers the desired skill training is on the job training. The recruitment process followed is same as the Recruitment of Act Apprentices on successful completion of the company Training Scheme. The tradesman trainees are absorbed as Helper/ Trainees in regular trade. At the time of reporting the candidate shall execute a contract of agreement and should serve the company for a period of minimum three years after his training.

Number of manpower Recruitment During 2001-2006 in SCCL

Cadre Executive Non-Executive

2001-02 122 130

2002-03 2003-04 2004-05 2005-06 5 11 55 18 71 252 114 184

The overall recruitment of manpower in S.C.C.L during 01-042005 to 31-03-2006 is 298

CHAPTER V

DATA ANALYSIS AND INTERPRETATION

1. What is the source of recruitment?

Feedback of Recruitment & Selection, table 5.1 Employees

S.No 1 2 3 Methods Internal External Both Total Executive 25 (50.00) 25 (50.00) Nonexecutive 15 (30.00) 10 (20.00) 25 (50.00) Total 15 (30.00) 35 (70.00) 50 (100)

Source: Compiled from questionnaire data

Interpretation:
From the above analysis the most of the respondents i.e. 70% are responded to the recruitment sources are internal and external and 30% responded for the internal.

Hypothesis:
Let the null hypotheses (Ho) < E is the sources of recruitment of employees in both internal and external and the alternative hypotheses (HA) is O > E is the source of requirement of employees is only of internal.

Testing:
The calculated is (E) greater than the total value (O) so null hypothesis is accepted.

2. What is the upper age limit to recruit the employees for whom degree is his requisite qualification?

Feedback of Recruitment & Selection, table 5.2 Employees

S.No 1 2 3 4 5 Methods 21 Years 25 Years 28 Years 32 Years 35 Years Total Executive Non Executive Total 18 (36.00) 24 (48.00) 8 (16.00) 50 (100.00)

Source: Compiled from Interpretation:

3 15 (6.00) (30.00) 15 9 (30.00) (18.00) 7 1 (14.00) (2.00) 25 25 (50.00) (50.00) questionnaire data

The analysis indicates that most the age limit of the employees is between 25 28 are recruitment mostly and maximum age limit is 35 years for some posts.

Hypothesis:
Let the null hypothesis (Ho) O < E is the upper age limit to recruitment the employees is between 25 28 years and alternative hypothesis (HA) O > E is the upper age limit to recruit the employees is 35 years.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

3) What it the method of recruitment?

Feedback of Recruitment & Selection, table 5.3 Employees

S.No 1 2 3 4 5 Methods Direct Indirect Employment Exchange Consultancies None of the above Executive 14 (28.00) 8 (16.00) Non Executive 2 (4.00) 10 (20.00) 12 (24.00) 1 (2.00) Total 2 (4.00) 24 (48.00) 20 (40.00) 1 (2.00) 3 (6.00) 50 (100.00)

3 (6.00) 25 25 Total (50.00) (50.00) Source: Compiled from questionnaire data

Interpretation:
From the above table observed that 48% of the respondents responded to indirect method and 40% responded to the employment exchange method 6% for none of the above, 4% for direct methods and 2% for the consultancies methods of recruitment.

Hypothesis:
Let the null hypothesis (Ho) O < E is the upper age limit to recruiting the employees is indirect method, employment exchange. And the alternative hypothesis (HA) O > E is the method of recruiting employees is direct and consultancies method.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

4) Time taken to announce result after conducting exam

Feedback of Recruitment & Selection, table5.4 Employees

Non Executive 25 19 1 One day (50.00) (38.00) 5 2 Three days (10.00) 1 3 Six days (2.00) 4 9 days 5 1 year 25 25 Total (50.00) (50.00) Source: Compiled from questionnaire data S.No Methods Executive Total 44 (88.00) 5 (10.00) 1 (2.00) 50 (100.00)

Interpretation:
The above analysis indicates that most of the respondent i.e., 88% responded for the time taken to announce result after conducting exam is one day and 10% responded for three days and 2% responded for six days.

Hypothesis:
Let the null hypothesis (Ho) O < E is the time taken to the results after conducting exam is one day and three alternative hypothesis (HA) O > E is the time taken to results after conducting exam is six days. Testing: The calculated value (E) is greater than the table so null hypothesis is accepted. announce days and announce value (O)

6) The process of recruitment in SCCL

Feedback of Recruitment & Selection, table 5.6 Employees

S.No 1 Methods Notification Executive Non Executive 20 (40.00) 5 (10.00) 25 (50.00) data Total 35 (70.00) 15 (30.00) 50 (100.00)

15 (30.00) 2 Scooting 10 3 Advertising (20.00) 4 Riding 5 Reference 25 Total (50.00) Source: Compiled from questionnaire

Interpretation:
The above analysis indicates that 70% of the respondents responded that the process of recruitment in SCCL is through notification and 30% responded for advertising.

Hypothesis:
Let the null hypothesis (Ho) O < E is the process of recruitment in SCCL is through notification and the alternative hypothesis (HA) O > E is the process of recruitment in SCCL is advertising.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

8) Why do you prefer public sector unit (PSU) like SCCL rather than private sector.

All the above is 10% Career growth is 4% Job security is 50% Retirement benefits is 36%

Feedback of Recruitment & Selection, table 5.8 Employees

S.No 1 2 3 4 5 Methods Job Security Retirement benefits Career growth All the above None of the above Total Executive 10 (20.00) 10 (20.00) 2 (4.00) 3 (6.00) Non Executive 15 (30.00) 8 (16.00) 2 (4.00) Total 25 (50.00) 18 (36.00) 2 (4.00) 5 (10.00) 50 (100.00)

25 25 (50.00) (50.00) Source: Compiled from questionnaire data

Interpretation:
I observe from above analysis most of the respondents i.e. 50% of responded for why public sector rather than private sector is job security and 36% of responded for retirement benefits and 4% for career growth and other 10% for all the above. Hypothesis: Let the null hypothesis (Ho) O < E is why do you prefer public sector unit like SCCL rather than private sector is job security and retirement benefits and alternative hypothesis (HA) O > E prefer public sector rather than private sector is career growth Testing: The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

9) What is your perception over 2-days selection?

Feedback of Recruitment & Selection, table 5.9 Employees

Non Executive 20 18 1 Excellent (40.00) (36.00) 4 5 2 Very good (8.00) (10.00) 1 2 3 Good (2.00) (4.00) 4 Average 5 Poor 25 25 Total (50.00) (50.00) Source: Compiled from questionnaire data S.No Methods Executive Total 38 (76.00) 9 (18.00) 3 (6.00) 50 (100.00)

Interpretation:
The above analysis indicates that most of the i.e. 76% of the respondents responded no their your perception per two days selection is excellent and 18% responded to very good and 6% responded to good.

Hypothesis:
Let the null hypothesis (HO) O < E is employees perception over two days selections excellent and very good and the alternative hypothesis. (HA) O > E employees perception over two days selection is good.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

10) Present duration of selection process?

Feedback of Recruitment & Selection, table 5.10 Employees

S.No 1 2 3 4 5 Methods One day 2 days 3 days 4 days 5 days Total Executive 10 (20.00) 5 (10.00) 4 (8.00) 6 (12.00) 25 (50.00) questionnaire Non Executive 15 (30.00) 4 (8.00) 3 (6.00) 3 (6.00) 25 (50.00) data Total 25 (50.00) 9 (18.00) 7 (14.00) 9 (18.00) 50 (100.00)

Source: Compiled from Interpretation:

This analysis indicates that most of the respondent i.e. 50% responded for the duration of selection process is one day and 18% responded for 2 days and 14% responded for the 3 days and 18% responded for 5 days.

Hypothesis:
Let the null hypothesis (HO) O < E is present duration of selection process is between 1 day to 2 days and the alternative hypothesis (HA) O > E is duration of selection process is between 3 days to 5 days.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

11) Are you satisfied with present recruitment procedure regarding dependent employment?
Dissatisfied is 20%

Fully satisfied is 32%

Good is 24% Satisfied is 24%

Feedback of Recruitment & Selection, table 5.11 Employees

S.No 1 2 3 4 5 Methods Fully satisfied Satisfied Good Dissatisfied None of the above Total Executive 16 (32.00) 7 (14.00) 2 (4.00) Non Executive 5 (10.00) 10 (20.00) 10 (20.00) Total 16 (32.00) 12 (24.00) 12 (24.00) 10 (20.00) 50 (100.00)

25 25 (50.00) (50.00) Source: Compiled from questionnaire data

Interpretation:
This analysis indicates that most of the respondent i.e. 32% responded on are you satisfied with present recruitment procedure regarding dependant employment is fully satisfied and 24% responded for good another 20% responded for dissatisfied. Hypothesis: Let the null hypothesis (HO) O < E is most of the employees are satisfied with the present recruitment procedure regarding dependant employment and alternative hypothesis (HA) O > E is some of the employees are not satisfied with the present procedure regarding dependant employment. Testing: The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

12) Recruitment & selection is impartial and not influence by any outsiders recommendations including politicians.

Dissatisfied is 20%

Fully satisfied is 32%

Satisfied is 24% Good is 24%

Feedback of Recruitment & Selection, table 5.12 Employees

S.No 1 2 3 4 5 Methods Fully satisfied Satisfied Good Dissatisfied None of the above Total Executive 16 (32.00) 7 (14.00) 2 (4.00) Non Executive 5 (10.00) 10 (20.00) 10 (20.00) 25 (50.00) Total 16 (32.00) 12 (24.00) 12 (24.00) 10 (20.00) 50 (100.00)

25 (50.00) Source: Compiled from questionnaire data

Interpretation:
analysis indicates that 70% of the respondents are to strongly agree and 16% responded for agree and 6% for undecided and 6% responded for disagree and 2% for strongly disagree. Hypothesis: Let the null hypothesis is most of the employees agreed that the selection and is employees is impartial and not influenced by outside recommendation. And alternative hypothesis is some employees disagreed with this opinion. Testing: The calculated value (E) is greater than the table value (O) so null hypothesis is accepted. This responded responded responded

13) Is there any provision of dependant employment in case of death and other accidents?
12%

22%

66%

Feedback of Recruitment & Selection, table 5.13 Employees

S.No 1 2 3 4 5 Methods Yes Sometimes Rare cases No Cannot say Executive 16 (32.00) 5 (10.00) Non Executive 17 (34.00) 6 (12.00) Total 33 (66.00) 11 (22.00) 6 (12.00) 50 (100.00)

4 2 (8.00) (4.00) 25 25 Total (50.00) (50.00) Source: Compiled from questionnaire data

Interpretation:
Above analysis indicates that mot of the respondents i.e., 66% responded for yes and 22% responded for sometimes and 12% responded for cannot say.

Hypothesis:
Let the null hypothesis is SCCL has that provision for dependent employment in case of death or other accidents and alternative hypothesis is there is no provision is maintained in case of death and accident.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

14) Ratio of selection in SCCL

Both a & b is 20% 3:10 is 38%

1:3 is 42%

Feedback of Recruitment & Selection, table 5.14 Employees

S.No 1 Methods 3:10 Executive Non Executive 9 (18.00) 11 (22.00) 5 (10.00) 25 (50.00) 10 (20.00) 10 2 1:3 (20.00) 3 3:20 5 4 Both a & b (10.00) 5 None of these 25 Total (50.00) Source: Compiled from questionnaire data Total 19 (38.00) 21 (42.00) 10 (20.00) 50 (100.00)

Interpretation:
I observe from the above analysis most of the respondents i.e., 42% responded for 1:3 and 38% and 20% responded for 1:3 and 3:10.

Hypothesis:
Let the null hypothesis is the ratio of selection of employees in SCCL is for written exam 3:10 for interview and alternative hypothesis is the ratio of selection of employees is SCCL in 3:20.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

15) What is the over all opinion about the existing recruitment & selection process.
Average10% Good12%

Excellent 50%

Very good28%

Feedback of Recruitment & Selection, table 5.15 Employees

S.No 1 2 3 4 5 Methods Excellent Very good Good Average Poor Executive 20 (40.00) 4 (8.00) 1 (2.00) Non Executive 5 (10.00) 10 (20.00) 5 (10.00) 5 (10.00) 25 (50.00) Total 25 (50.00) 14 (28.00) 6 (12.00) 5 (10.00) 50 (100.00)

25 Total (50.00) Source: Compiled from questionnaire data

Interpretation:
Above analysis indicates that most of the respondents i.e. 50% responded for excellent and 28% responded for very good and 12% for good and 10% responded for average.

Hypothesis:
Let the null hypothesis is most of the employees of SCCL are satisfied with the existing selection and recruitment process and alternative hypothesis is some of the employees are not satisfied with the present procedure of recurrent process.

Testing:
The calculated value (E) is greater than the table value (O) so null hypothesis is accepted.

CHAPTER VI

CONCLUSION AND SUGGESTIONS

CONCLUSIONS
1. The organization is following all the rules of government of India in mattes relating to Recruitment and selection procedures including reservation in the services. 2. Polices adopted scientific. 3. Recruitment and selection is fair. 4. Recruitment in SCCL is normally advertised in papers and Recruitment cell will scrutinize them and release call letters for written test and interview. 5. The rule of reservation provided for SC, ST, BC, PH and women candidates will be in accordance with the by SCCL are transparent, legal and

G.O.Ms.No.65 of Govt. of A.P. 6. 33.33%of posts will also be reserved to internal candidates.

7. In the matter of direct recruitment, reservation to women

to the extent of 33 % will be implemented.

SUGGESTIONS
Recruitment policy is satisfactory in SCCL but the periodicity of recruitment is being more which needs to be reduced. Communication, personal and technical skills need to be tested for employees covered under NCWA. The age limit of general duty medical officers and specialist doctors must be reduced 40 years so that their services can be used for a long time. Group discussions are to be reintroduced for those who appear for the executive posts. Day-to-day changes taking place elsewhere can be implemented in conducting the selections. Present system of providing self employment opportunities to the employee sons/daughters are very good and may be providing some more benefits to them on the merit basis. Preference is to be given in the case of employee childrens at the time of the recruitment.

Present system or providing campus recruitment and selections for selecting talented students and other technical professionals is good and it is to be continued in future also. The qualifications regard to the each post shall we standardized and they shall not be changed unless warranted. Better to introduce computer based information system to do the manpower planning and recruitment and also assess the exact manpower and future manpower requirement to perform the operation smoothly. Advanced planning is needed to fill vacancies, which require the specialised skills. The existing two-day selection system to filling-up vacancies is very good it will be continued in the future also.

APPENDIXES

QUESTIONNAIRE BIBLIOGRAPHY

QUESTIONNAIRE
1. What is the source of recruitment? a) Internal B) External c) both ( )

2. What is the upper age limit to recruit the employees for whom degree is his requested qualification? a) 21 Years e) 35 years 3. What is the method of recruitment? a) Direct b) indirect ( ) b) 25 years c) 28 years ( d) ) 32 years

c) Direct Employment Exchange e) none )

d) Consultancies

4. Time taken to announce result after conducting exam ( a) 1 day b) 3 days c) 6 days d) 9 days e) One year

5. The recruitment of new employees covers the following areas a) production b) operation c) functional ( ( d) riding ) )

d) strategic e) all the above 6. The process of recruitment in SCCL a) Notification e) Reference 7. The process of selection in SCCL a) Application d) medical test b) written exam e) all the above c) interview b) Scooting c) advertising

8. Why do you prefer public sector unit (PSU) Like SCCL rather than private sector ( ) a) Job security b) retirement benefits c) career growth d) none of the above e) all the above 9. What is your perception over 2-days selection a) Excellent b) very good c) good d) average 10. Present duration of selection process a) One day b) two days c) three days e) five days ( ) e) poor

( ) d) four days

11. Are you satisfied with present recruitment procedure regarding dependant employment ( a) Fully satisfied b) satisfied c) good d) dissatisfied e) none of the above

12. Recruitment selection is impartial and not influenced by one out sides recommendations including politicians. ( ) a) Strongly agree b) agree c) undecided d) Disagree f) strongly disagree 13. Is there any provision of dependant employment in case of death and other accidents? ( ) a) yes b) some times c) rare cases d) no e) cannot say 14. Ratio of selection in SCCL ( ) a) 3:l0 b) 1/3:2/3 c) 3:20 d) both a & b e) none of these 15. What is over all opinion about the existing recruitment selection process? ( ) a) Excellent b) very good c) good d) average e) poor

RECRUITMENT

NAME DESIGNATION AGE

: : :

WORKING AREA : Experience :

QUALIFICATION :

BIBLIOGRAPHY

Essentials of HRM and IR

- P.Subba Rao.

Dynamics of Industrial Relations - C.B.Memoria & Memoria.

Personal Management

- C.B.Memoria.

Research Methodology

-C.R.Kothari.