Professional Documents
Culture Documents
PROJECT REPORT
ON
Submitted By:
Submitted To:
Sundeep Kumar singh Mr. Rajan
Shri Kumar Lecturer
B.B.A 4th Sem., Management
Roll No. 61446 Depertment
__________________________________________________
________
PREFACE
Sundeep kumar
singh
ACKNOWLEDGEMENT
I avail this opportunity of expressing my immense sense of
thankfulness
Toward all the persons who have been instrumental in the
completion of this structured compilation.
STUDENT DECLARATION
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CONTENTS
Chapter -4
Data Analysis
Conclusion
Recommendation
Bibliography
STUDENT DECLARATION
The finding is in the report are based on primary & secondary data
while prepared this project I have not copied any thing firm the
source or other project submitted for similar purpose.
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To provide equality.
RESEARCH METHODOLOGY
(d)Data collection:
LIMITATIONS
PERIOD OF STUDY
COMPANY PROFILE
• STAFF =3000
PRODUCTS
SWOT ANALAYSIS
S - Strength
W - Weakness
O – Opportunity
T – Threat
STRENGTHS
WEAKNESS
OPPURTUNITIES
• INDIAN GLYCOLS LTD has a big portion of market. It can
take advantage of it.
THREATS
• INDIAN GLYCOLS LTD has a lot of exposure to the group
companies in the form of cross holdings. This is
hampering the financial soundness of the company.
Company is doing well but if a well established company
like TATA comes then it can face troubles.
EMPLOYMENT
1. MGMT. PRIENCIPAL
2. ORGANISATIONAL BEHAVIOUIR
3. LABOUR WELFARE
HR OBJECTIVES
Ticker: 500201
Exchange: BOM
Country: India
Employees: 1170
Business Description
Who? Non-managerial
management
Personal
Personal
What? Technical & mechanical
theoretical conceptual
Operation
ideas
PRODUCTION
• Production People
• Chemistry People
• Instrumentation
• Cementation
CORE VALUES
Head office
CHAPTER 3
PROJECT/DATA OBJECTIVE
METHOD
CONCEPT OF RECRUITMENT
FEATURE OF RECRUITMENT
1. Recruitment is the process of surveying all sources of
manpower, inside and outside the enterprise, to
locate and attract needed talent.
SOURCES OF RECRUITMENT
Various sources of recruitment may be classified into two
broad categories, namely internal sources and external
sources.
_____________↓______________
↓ ↓
Internal sources External
Sources
(i) Transfers (1) Press
Advertisement
(ii) Promotions (2) Educational
Intuition
(3) Placements
Agencies
(4) Employment
Exchanges
(5) Labour contractors
(6) Unsolicited
Applications
(7)
Recommendation
SELECTION PROCESS
3. Man specification.
4. Attracting candidates.
7. Final selection.
8. Job offer.
SOURCES OF MANPOWER:
CONCEPT OF SELECTION
MEANING:
Selection is the process of choosing the most
suitable persons out of all the applicants. In this process
relevant information about applicants is collected through
the serious of steps so as to evaluate their suitability for
the job to be filled. Selection is a process of matching of
weeding out unsuitable candidates and finally identified
the most suitable candidate. Selection divides all the
applicants into two categories – (a) suitable, and (b)
unsuitable. Selection may be described as processes of
rejection because generally more candidates are turned
away then are hired.
According to Yoder,
“The hiring process is one of or many
‘go no-go’. Candidates are screened by the application of
these tools. Qualified applicants go on to the next hurdle,
while the unqualified are eliminate”.
Selection procedure:
2. Application Bank:
Application form is a traditional and
widely used device for collecting information from
candidates. small firms design no application form and the
candidates to write details about their age, marital status,
education, work experience, etc. on a plain sheet of paper.
But big companies use different type of application form
for different jobs. The application form should provide all
information relevant to selection. But reference to castes,
religion, birth place may be avoided as it is regarded an
evidence of discrimination. Generally, an application form
contains the following information.
Family background
Reference
3. Selection Test:
Psychological test are being
increasingly used in employee selection. A test is a sample
of some aspect of an individual’s attitudes, behavior and
performance. It also provides a systematic basis for
comparing the behavior, performance and attitudes two or
more persons. Testes are based on the assumption that
individual differ in their job related traits which can be
measured. Tests help to reduce bias in selection is serving
as a supplementary screening device. Testes are helpful in
better matching of and candidate and the job. Tests may
also reveal qualifications which remain converged in
application form and interview. No test however is fool
proof. At best it reveals that the candidates who have
scored above the predetermined cut off points are likely to
be more successful than those scoring below the cut off
point. Tests are useful only when they are properly
designed and administered.
4. Employment Interview:
An interview is a conversation
between two persons. In selection it involves a personal,
observational and face to face appraisal of candidates for
employment. Interview is an essential element of selection
and no selection procedure is complete without one or
more personal interviews. The information collected
through application and test can be cross-checked in the
interview.
5. Medical Examination:
Applications who have crossed the
above stages are sent for a physical examination either to
the company’s physician or to a medical officer approved
for the purpose. Such examination serves the following
purpose:
6. Reference Checks:
The applicant is asked to mention in
his application from the names and address of two or three
person who know him well. These may be previous
employers, heads of educational institutions or pubic
figures. The organization contacts them by mail or
telephone. They are requested to provide their frank
opinion about the candidates without incurring any
liability. They are assured that all information supplied will
be kept confidential. In government and public sector
organizations, candidates are generally required to route
their application thought their present employers, if any.
The opinion of reverence can be useful in judging the
future behavior and performance of candidate. But it is not
advisable to rely exclusively on the referees because they
are generally biased in favour of the candidates.
CHAPTER 4
RECRUITMENT IN INDIA GLYCOLS LTD
Method they are using for recruitment Process
Internal Sources
External Sources
iii. They also use some written test for the selection
of middle management.
CONCLUSION
Recommendation
it was noticed that many employee feel that the PAR is not
fair and hence a need for 360 degree appraisal system is
felt in which the employees performance can be judged by
superior and subordinate so that appraiser’s biases (if
any) can be avoided.
The PAR form should be modified such that there are two
sections-one where employees himself is able to identify
the areas where he feel he is lacking and needs training
and the other sections where appraiser identifies the
employee’s training needs.
BIBLOGRPHY
BOOKS REFFERED
WEBSITES
www.indianglycols.com
www.hrtools.com
wwwgoogle.com
INDIAN GLICO LTD
Dear Respondent,
Thank You
Disagree 2 3.07
Agree
Agree to Some
Extent
Disagree
Interpretation -
From the graph, it is clear that Performance
Appraisal meets its Objective of assessment for job promotion
and development of employees.
Agree 29 44.61
Agree to 27 41.53
Some
Extent
Disagree 9 13.84
Agree
Agree to Some
Extent
Disagree
Interpretation -
It was fund out that employee’s feel that
Performance Appraisal system helps in improving the
relation between supervisors & subordinates.
Question 3 - Performance Appraisal system in INDIAN
GLICO LTD is transparent, fair and well communicated.
Response No. of % of
Response Response
Agree 21 32.30
Agree to 30 46.15
Some
Extent
Disagree 14 21.53
Agree
Agree to Some
Extent
Disagree
Interpretation -
By transparent, fair & well
communicated it means that the Performance Appraisal
System is through with the employees & they get to know
the feedback from time to time in a fair & well transparent
manner. The responses show that employees are agree to
extent.
Response No. of % of
Response Response
Agree 29 44.61
Agree to 24 36.61
Some Extent
Disagree 12 18.46
Agree
Agree to Some
Extent
Disagree
Interpretation –
According to this it suggests that the
subjective as well as the objective both the factors are taken into
consideration. The performance of any employee cannot be
measured merely in terms of number as a qualitative judgments is
also required fro this. Here almost all the employees are agree that
performance monitors most quantitatively & qualitatively.
Response No. of % of
Response Response
Agree 10 15.38
Agree to 18 27.69
Some
Extent
Disagree 37 56.92
Agree
Agree to Some
Extent
Disagree
Interpretation –
Great variation has seen in this part.
15.38 % employees agreed upon this while 56.92 %
employees disagreed upon that wage decision should be
made on basis of Performance Appraisal.
Response No. of % of
Response Response
Agree 34 52.30
Agree to 16 24.61
Some
Extent
Disagree 15 23.07
Agree
Agree to Some
Extent
Disagree
Interpretation –
There is very strong demand towards
the need for an appraisal system that uses 360 degree
approach. More then 52% people feel that 360 degree
should be present there to judge the performance.
Response No. of % of
Response Response
Agree 34 52.30
Agree to 18 27.69
Some
Extent
Disagree 13 20
Agree
Agree to Some
Extent
Disagree
Interpretation – Most of the respondents to the fact that
PAS creates motivation to improve performance.
Response No. of % of
Response Response
Yes 59 90.76
No 6 9.23
No
Yes
Interpretation – A large no. of respondents feels that
PAS should be there in INDIAN GLICO LTD.
QUESTIONNAIRS
Recruitment & Selection
NAME: ----------
DESIGNATION: ---------
AGE: ------------
DEPARTMENT: ----------
GENDER: --------
Well planned
Well implement
Not well planned
Not well planned
Press advertisements
Recommendation
Gate recruitment
Casual callers
Experience
Merit
Both
No
Yes
No
Abroad
India
Anywhere
Satisfied
Well satisfied
Rather satisfied
Not satisfied
10) What are your reasons for the dissatisfaction, from the
recruitment and selection process?
Biasness
Non-equality
Complex procedure
Yes
No
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