BBA Principle Management Requirement and Selection Study Material Notes

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BBA Principle Management Requirement and Selection Study Material Notes

BBA Principle Management Requirement and Selection Study Material Notes: Concept of Recruitment and Selection Recruitment Difference Between Recruitment and selection sources of Manpower supply Section Tests  Types of tests advantages o section tests Interview Role of Intervire Precaution I using selection tests limitation so selectin tests Principles of Interviewing Placement and induction  Question Answer

BBA Principle Management Requirement and Selection Study Material Notes
BBA Principle Management Requirement and Selection Study Material Notes

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Requirement and Selection

After the identification of need for the number and type of personnel as indicated by manpower planning and job analysis, the next step is to acquire these personnel. This involves location of such personnel, motivating them to offer themselves for consideration for selection, and selecting the personnel who fit with organisational and job requirements. The whole process is known as recruitment and selection.

Concept of Recruitment and Selection

Recruitment and selection, though differ in terms of process and orientation, are often used together and, sometimes, interchangeably. Therefore, in order to understand difference between the two, let us see what activities are involved in these processes. Recruitment Recruitment is the process concerned with the identification of sources from where the personnel can be employed and motivating them to offer themselves for employment. Werther and Davis have defined this as follows:

Recruitment

“Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.” Lord has defined recruitment in terms of its competitive nature. He views that:

“Recruitment is a form of competition. Just as corporations compete to develop. manufacture, and market the best product or service, so they must also compete to identify, attract, and hire the most qualified people. Recruitment is a business, and it is a big business.”

Thus, recruitment process is concerned with the identification of possible sources of human resource supply and tapping those sources. In the total process of acquiring and placing human resources in the organisation, recruitment falls in between different subprocesses as shown in Figure

Selection

Selection can be conceptualised in terms of either choosing the fit candidates, or rejecting the unfit candidates, or a combination of both. Selection involves both because it picks up the fits and rejects the unfits. In fact, in Indian context, there are more candidates who are reiected than those who are selected in most of the selection processes. Therefore, sometimes.

it is called a negative process in contrast to positive programme of recruitment. For example, Yoder has viewed that “hiring (selection) process is of one or many ‘go, or no-go gauges. Candidates are screened by the application of these gauges. Qualified applicants go on to the next hurdle, while unqualified are eliminated.”3 A more formal definition of selection has been provided by Stone as follows:

Selection process assumes and rightly so, that there are more number of candidates available than the number of candidates actually selected. These candidates are made available through recruitment process. Difference between Recruitment and Selection At this stage, it is worthwhile to understand difference between recruitment and selection as both these terms are often used together or sometimes interchangeably. For example, when we talk about recruitment policy of a company, sometimes, it includes selection too. Though in practice, such usage may not affect the human resource acquisition process. such a distinction should be made in order to have better focus on these two processes. Difference between recruitment and selection has been described by Flippo in the following statement:

“Recruitment is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio, i.e., the number of applicants for a job. Selection, on the other hand, tends to be negative because it rejects

a good number of those who apply. leaving only the best to be hired.”

Recruitment and selection differ in terms of objective, process, technique, and outcome, which are as follows:

  1. The ultimate objectives of both recruitment and selection are to acquire suitable candidates but their immediate objectives differ. The basic objective of recruitment is to attract maximum number of candidates so that more options are available. The basic objective of selection is to choose the best out of the available candidates.
  2. Recruitment differs from selection in terms of process. Recruitment adopts the process of creating application pool as large as possible and, therefore, it is known as positive process. Selection adopts the process through which more and more candidates are rejected and fewer candidates are selected or sometimes even not a single candidate is selected. Therefore, it is known as negative process or rejection process.
  3. There is difference between recruitment and selection so far as techniques involved are concerned. Recruitment techniques are not very intensive, requiring high skills. As against this, in selection process, highly specialised techiques are required. Therefore, in the selection process, only personnel with specific skills like expertise in using selection tests, conducting interviews, etc., are involved.
  4. Since recruitment and selection are two interelated steps in the process of manpower acquisition, they differ in terms of their outcome. The outcome of recruitment is application pool which becomes input for selection process. The outcome of selection process is in the form of finalising candidates who will be offered jobs.

SOURCES OF MANPOWER SUPPLY

Normally, an organisation can fill up its vacancies either through promotion of people available in the organisation or through the selection of people from outside. Thus, there can be two sources of supply of manpower-external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasise external and internal sources. The question is not of ‘either or’ but is one of relative importance of both sources because every organisation has to fill up some vacancies through promotion and, in the same way, every organisation has to fill up some vacancies through outsiders. Selection of a particular source of manpower supply depends on several factors enumerated below:

  1. The policy of taking candidates from inside and outside affects the attitudes and actions of people in the organisation. Filling up a position through internal promotion has a favourable reaction among employees. They are likely to associate themselves with the organisation as they see their future secured in the organisation through promotion. However, this may result in mediocre performance as the guarantee of promotion itself will bring complacency.
  2. The level of socialisation required and time taken for that determines the inside or

outside sources of recruitment. If the socialisation process for an organisation operating in a particular industry takes substantial time, it can prefer internal source of recruitment. People selected from outside take time to socialise themselves with an organisation. For certain jobs, this process may take considerably longer time. For example, marketing executive of a consumer product company will take less time in socialising in another consumer product company but more time in capital goods industry. Same is the case with production people but finance people may take same time in spite of the differences and similarities of organisations.

  1. The need for originality and new ideas also affects recruitment policy. The organisations which place high importance on these factors go for outside sources. Similarly, the organisations which grow through diversification give more importance to outside sources as existing people may not be fully equipped to handle new business.

These factors are considered while determining the sources of recruitment. While vacancies through internal sources can be filled up either through promotion or transfer, recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilised for different positions.

  1. Advertisement. Advertisement is the most effective means to search potential employees from outside the organisation. Employment advertisement in journals, newspapers, bulletins, etc., is quite common in our country. By means of advertisement, the organisation is able to communicate its requirement of people some of whom may be its prospective employees. An advertisement contains brief statement of the nature of jobs, the type of people required. and procedure for applying for these jobs.
  2. Employment Agencies. Many organisations get the information about the prospective candidates through employment agencies. In our country, two types of employment agencies operating public employment agencies and private employment agencies. Though both perform activities regarding employment suggestions to their clients, often they differ considerably:

(i) Public Employment Agencies. There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these exchanges. Normally, such exchanges provide candidates for lower positions like semiskilled and skilled workers, and lower-level operatives like clerks, junior supervisors, etc. (ii) Private Employment Agencies. There are many consultancy and employment agencies like ABC Consultants. A.F. Ferguson and Company, Personnel and Productivity Services, S.B. Billimoria and Company, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions of recruiting and selecting personnel on behalf of various organisations. They charge fees for this purpose.

  1. On Campus Recruitment. Many organisations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisors, scientists, and technicians. The organisations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified places.
  2. Deputation. Many organisations take people on deputation from other organisations. Such people are given choice either to return to their original organisation after a certain time or to opt for the present organisation. At the initial development of public sector organisations, this source was quite common for filling managerial vacancies in these organisations. People from civil and defence services were put on deputation in these organisations. Organisations promoted by various industrial groups also use this source to fill up higher managerial positions. People working in one organisation are deputed in another belonging to the same industrial house.
  3. Employee Recommendations. Employee recommendations can be considered to employ personnel particularly at the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees inay have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities.
  4. Labour Unions. In many organisations, labour unions are used as source of manpower supply, though at the lower levels. Many such union leaders whose styles are cooperative and constructive can be promoted to supervisory level. In many organisations, unions are asked to make recommendations for employment of people as a matter of goodwill and cooperation.
  5. Gate Hiring. The concept of gate hiring is to select people who approach on their own for employment in the organisation. This happens mostly in the case of unskilled and semiskilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organisation when large number of such people may be required by the organisation. It can be made effective by prompt disposal of applications, by providing information about the organisation’s policy and procedures regarding such hiring, and providing facilities to such gate callers.

It is not necessary that a particular organisation will utilise all sources to employ people of all types. Some of the sources are more useful for a particular category of employees. For example, advertisement and deputation are more useful for employing managerial personnel. Similarly, labour unions and gate hiring are more suitable to employ labour and unskilled personnel. Utilisation of various sources of recruitment should be evaluated in terms of the

Principles and Practice of Management degree of success in obtaining competent people. Past records in this context can be helpful indicators. Since there are different categories of employees to be selected, different sources of recruitment are used. For example, according to a study by Rudravasavaraj, a public sector undertaking in heavy engineering recruited its non-supervisory staff through: (1) employment exchange, (2) external advertisement, (3) internal advertisement, (4) Central Training Institute, (5) introduction by liaison officer of the undertaking. (6) deputation of personnel, and (7) transfer from other public sector undertakings. According to this study. the major sources of recruitment in public sector undertakings are in the following order: (1) casual callers or employment seekers, (2) newspaper advertisements, (3) scheduled castes and scheduled tribes. (4) employment exchanges. (5) other public sector undertakings. (6) internal advertisements, (7) displaced persons, (8) relatives and friends of present employees, (9) employee recommendations, and (10) colleges and universities. The major sources of recruitment for private sector organisations are: (1) advertisements, (2) employment exchanges, (3) relatives and friends, (4) casual callers, and (5) employee recommendations.

6 SELECTION PROCESS

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary. It is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. Similarly, various steps of selection process may be different for various organisations because their selection practices may differ. For example, some organisations conduct selection tests of various types while others may not use these. However, a standard selection process has the following steps: screening of application forms, selection tests, inverview, checking of references, physical examination, approval by appropriate authority, and placement. Below is a discussion of the various steps:

  1. Screening of Applications. Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal biodata, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. The information may also be used to keep permanent records of those persons who are selected. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organisation. When the number of applicants meeting the job standards far exceeds the actual requirement, the organisations decide a suitable number of candidates who will be called for further selection process.
  2. Selection Tests. Many organisations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview. etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms. Types of tests and principles of testing have been discussed in detail in this part of the chapter.
  3. Interview. Selection tests are normally followed by personal interview of the candidates. The basic idea here is to find out overall suitability of candidates for the jobs. It also provides opportunity to give relevant information about the organisation to the candidates. In many cases, interview of preliminary nature can be conducted before the selection tests. For example, in the case of campus selection, preliminary interview is held for short listing the candidates for further process of selection.
  4. Checking of References. Many organisations ask the candidates to provide the names of referees from whom more information about the candidates can be solicited. Such information may be related to character, working, etc. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or other persons of prominence who may be aware of the candidates behaviour and ability. In our country, references are not given adequate importance because of their bias but these can give very useful information which may not be available otherwise.
  5. Physical Examination. Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. The practice of physical examination varies a great deal both in terms of coverage and timing. While many organisations do not carry physical examinations at all, others carry on a very comprehensive basis. Some organisations only have general check up of applicants to find the major physical problems which may come in the way of effective discharge of duties. In the context of timing also, some organisations locate the physical examination near the end of the selection process, others place it relatively early in the process. This latter course is generally followed when there is high demand for physical fitness.
  6. Approval by Appropriate Authority. On the basis of the above steps, suitable candidates are recommended for selection by the selection committee or personnel department. Though such a committee or personnel department may have authority to select the candidates finally, often it has staff authority to recommend the candidates for selection to the appropriate authority. Organisations may designate the various authorities for approval of final selection of candidates for different categories of candidates. Thus, for top level managers, Board of Directors may be approving authority: for lower levels, even functional heads concerned may be approving authority. In university, it may be syndicate/executive committee. When the approval is received, the candidates are informed about their selection and asked to report for duty to specified persons.
  7. Placement. After all the formalities are completed, the candidates are placed on their jobs initially on probation basis. The probation period may range from three months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organisation.

SELECTION TESTS

In India, the use of psychological and other tests is gaining popularity. A test is an instrument designed to measure selected psychological factors. Monappa and Saiyadain define tests as follows: “Psychological tests are essentially an objective and standardised measure of a sample of behaviour.” Three important concepts in this definition are objective, standardised, and sample of behaviour. Objective in this definition refers to the validity and reliability of measuring instruments. Validity of a test refers to the content of measurement, that is, it is measuring the relevant qualities of the candidates. Reliability refers to the consistency with which a test yields the same results throughout a series of measurement. Both these aspects are very important in a test. The second aspect of definition is standardised which refers to uniformity of procedure in administering and scoring the test, as well as of testing conditions which include the time limit, instructions, tester’s state of mind and health, and other facilities while administering the test. The third aspect of definition is sample of behaviour which refers to the fact that a total replication of reality in the testing situation is not possible. Test items are representative of eventual behaviour and need not closely resemble the behaviour the test is to predict.

Types of Tests

The use of tests in selection is so widespread that these may be classified in various ways. They may have different objectives and measure different attributes. However, most of these tests fall in one of the following categories: achievement, intelligence, personality, aptitude, and interest:

  1. Achievement Test. It is also called performance test or trade test. Achievement is concerned with what one has accomplished. When candidates claim that they have done certain things and know these, the achievement test may be conducted to measure how well the candidates know these. A candidate’s knowledge may be measured through his answers to certain questions or his performance at a practical test. For example, a typing test may measure the typing performance of a typist in terms of speed, accuracy, and efficiency. Performance test may be administered for selecting employees at operative level as well as junior management level.
  2. Intelligence Test. Intelligence test tries to measure the level of intelligence of a candidate. This test generally includes verbal comprehension, word fluency, memory, inductive, reasoning, number facility. speed of perception, spatial, visualisation, etc. The scores on the test are usually expressed numerically as Intelligence Quotient (19) which can be calculated as follows:

Mental age 100 IQ = ?

Actual age It means that the IQ is derived by converting actual age into mental age and multiplying it by 100 in order to facilitate comparison. Higher is the figure, higher is the level of intelligence. Intelligence test is designed on the basis of age-groups. Thus, each age-group may have different intelligence tests. The basic idea behind intelligence test is that if the organisation is able to get people with higher intelligence, its training and learning process will be easier because intelligent employees learn faster than dull employees.

  1. Personality Test. The personality test is administered to predict performance success for jobs that require dealing with people, or jobs that are essentially supervisory or managerial in character. Dimensions of personality such as interpersonal competence. dominance-submission, extroversion-introversion, self-confidence, leadership ability. tience, and ambition can be measured through personality tests. Personality test is ally a projective test because it projects the personality of the individual who

loved by the organisation. Among the most widely used personality test is nerception Test (TAT) and its more improved version Thematic Evaluation

may be employed by the organis Thematic Apperception Test (TAT) and its mo of Management Potential (TEMP).

  1. Aptitude Test. Aptitude test is us related to the possible development of pron can be thought of as aptitudes. As such, aptitude test m characteristics to do something provided Aptitude test is used for measuring human performance characteristics possible development of proficiency on specific jobs. These basic characteristics of as aptitudes. As such, aptitude test measures the latent or potential acs to do something provided proper environment and training are provided to This test is more valid when the applicants have no experience or very experience along the lines of the jobs. Specific tests have been developed for jobs that clerical, mechanical, spatial relationships and manual dexterity, abilities, and However, aptitude test does not measure motivation. Since on-the-job motivation und to be more important than aptitude for the job, aptitude test is supplemented by interest tests.
  2. Interest Test. Interest test is designed to discover a person’s area of interest, and to Identify the kind of jobs that will satisfy him. It is assumed that a person who is interested in a job can do much better than the person who is not interested. Interest test generally measures interest in outdoor activities, mechanical, computational, scientific, persuasive, artistic, literary, musical, clerical, social services, etc.

The above discussion shows that different tests are used for different purposes. Each of them has the usefulness and limitations in specified areas. Therefore, a combination of tests should be used for selection purpose. Moreover, these tests should be related with the nature of posts to be filled up.

Advantages of Selection Tests

Various steps of selection process including selection tests are meant to solicit information about the candidates so as to arrive at a decision to select the most desirable candidates out of the several available. Since only some information is available from other sources like application forms, references, etc., selection tests are used to solicit more information about the candidates. Therefore, the use of selection tests has many advantages:

  1. Selection tests are standardised and unbiased methods of soliciting information about the prospective employees. Thus, a person who does not get selected on the basis of selection tests cannot argue for the partiality in selection process. It is to be noted that in many organisations, impartiality in selection process is of prime importance like public sector organisations.
  2. Selection tests can be used to weed out the large number of candidates who may not be considered for employment in the organisation. Normally, organisations receive applications from large number of candidates seeking jobs in the organisation. They all meet the basic requirements of the jobs, but all cannot be called for interview because it is a very time-consuming process. Selection tests will provide the cut-off point above which candidates can be called for interview. Thus, the tests will save lot of time and money.
  3. The tests are able to uncover the qualities and potentials of prospective employees which cannot be known by other methods including personal interview. Since the people are taken in the organisation not only for the present jobs but they are promoted over the period of time, tests provide good opportunities to test their potentials for such promotions also. Thus, tests are more reliable source for predicting the overall suitability of candidates for the employment.

Limitations of Selection Tests

Selection tests may provide useful information but they suffer from some limitations also. Two such limitations are quite important which suggest that use of tests should be supplemented by other means of soliciting information about the candidates:

  1. Selection tests cannot make a hundred per cent prediction of an individual’s on the-job success. At best, they just reveal that those who have scored above the cutoff-point (other things being equal) will be more successful than those who have scored below the cut-off-point. Therefore, it is desirable to use tests only as supplementary method of selection.
  2. These are suitable when there is large number of candidates for limited number of jobs or positions. If the number of candidates is small, the use of tests is not economical. In such a case, it is desirable to select persons on the basis of interview

only. Besides these two limitations, many people criticise tests on the basis that these discriminate against the deprived classes because affluent classes can know better how to defeat the tests. However, this limitation can be overcome by suitable design and administration of tests. A further criticism is put against the tests that these tests often invade privacy of people because they put many questions on the personal life of the candidates.

Precautions in Using Selection Tests Various limitations of selection tests suggest that these should be used cautiously. Test results can improve decision making regarding selection of employees, and as a result, organisation can select the best possible candidates if following precautions are taken in using the tests:

  1. A test can be effective only when it has validity. The validity of a test is the degree to which it measures what it intends to measure. Thus, a valid test is one which accurately predicts the criteria of job success. In the absence of validity of test, it may give wrong result and the persons selected on its basis may be even inferior to those who have been rejected.
  2. Another feature which is important in a test is its reliability. The reliability of a test is the consistency with which it yields the same scores throughout a series of measurements. Thus, if a test has high reliability, a person who is tested a second or third time with the same test and under the same conditions will obtain the same result
  3. Norms should be developed as a source of reference on all tests used in selection. Norms are standardised scores that help translate raw scores into a comparative statement. Some companies use minimum marks obtained in a test while others use cut off score for selecting candidates for future selection process. Norms can be fixed on the basis of success or failure of employees in the organisation selected onthe basis of similar tests.
  4. Tests should not be used merely to decide cut-off-point for weeding out the candidates. Instead, the test administrators should ensure that tests have validity and, therefore, these can play important role in the selection process. In order to take maximum advantages of tests, proper weightage can be given to scores in the tests. This may help in avoiding personal biases in the selection considerably.
  5. Test administration, scoring, and interp training in testing. Therefore, tests should scoring, and interpretation require technical competence and m testing. Therefore, tests should be handled by properly trained a competent people. In fact, some of the standardised tests in restricted to registered approved users only some of the standardised tests insist that their use be egistered approved users only so that these are not used for the selection which may give horrible results.
  6. The tests should be used as an addition should be used as an additional factor in selection procedure and should not be treated as the sole basis for selecting the sole basis for selecting or rejecting a candidate. If other factors in selection like information given in application on like information given in application forms, references, and interviews used along with tests, decision making regarding the selection of a candidate is improved to high level.

INTERVIEW

interview is selection technique that enables the interviewer to view the total individual and to appraise him and his behaviour. It consists of interaction between interviewer and applicant. If handled properly, it can be a powerful technique in achieving accurate information and getting access to material otherwise unavailable. However, if the interview is not handled properly, it can be a source of bias, restricting or distorting the flow of communication. Interview is the most widely used selection technique because of its easiness.

There can be several types of interviews: preliminary interview, stress interview, patterned interview, and depth interview. Preliminary interview is held to find out whether the candidate is required to be interviewed in more detail. Stress interview is directed to create situations of stress to find out whether the applicant can perform well in a condition of stress. Patterned interview is structured and questions asked are decided in advance. This is done to maintain uniformity in different boards of interviewers. Depth interview, also known as non-directive interview, covers the complete life history of the applicant and includes such areas as the candidate’s work experience, academic qualifications, health, interests, hobbies, etc. The method is informal, conversational with freedom of expression to the candidate. Role of Interview

Role  of Interviewing

As indicated earlier, interview is the most frequently used technique for selection. However, it can give better results only when it is conducted properly. Following points can be taken into consideration to make an interview more effective:

  1. There should be proper planning before holding the interview. Planning may include determination of who will conduct interview, what way it will be conducted, on what basis the candidate is to be evaluated, and how much weightage will be given to interview in the total selection process. Preparation on these lines will avoid ambiguity and confusion in interviewing.
  2. There should be proper setting for conducting interview. The setting is required both of physical and mental nature. The physical setting for the interview should be comfortable and free from any physical disturbance. The mental setting should be one of rapport between interviewer and the candidate. The interview should not start unless the candidate is composed and overcomes the mental stress of the interview. It is a well-known fact that the candidates feel nervous the moment they enter the interview room. They may react badly about any showing of surprise or disapproval of their clothes or manner. In such a case, there may not be proper evaluation of the candidates.
  3. When the candidate feels at ease, the interview may be started. At this stage, the interviewer obtains the desired information and may provide the information sought by the candidate. The interviewer can solicit important personal information if he demonstrates a basic liking and respect for people. He should ask questions in a manner that encourages the candidate to talk. He should listen carefully when the candidate is furnishing the information. This gives an impression to the candidate that the interviewer is quite serious about him and he will do his best.
  4. The interview of the candidate should be closed with pleasant remarks. If possible, the interviewer should give an indication about the likely end of interview. Saying thanks’, ‘good wishes’ or similar things carries much better impression about the interviewer.
  5. Immediately after the interview is over, the interviewer should make an evaluation of the candidate. At this stage, the things are quite fresh in his mind. He can give remarks about the characteristics of the candidate or give grade or mark as the case may be. This will help the interviewer to make a comparative evaluation of all candidates easily.

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially, the placement may be on probation, the period of which may range from six months to two years. After successful completion of the probation period, the candidate may be offered permanent employment.

Case: Popat Engineering

Company* ropat Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart Irom Selecting them from within the organisation, the company recruited, every alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organisation. This was considered necessary by management as a planned programme of imparting vitality to the organisation. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers.

Engineering graduates were selected from amongst those who applied in response to an all-India advertisement. For the selection of one engineer, on an average, eight applicants were called for interview. A selection committee consisting of the General Manager, the Production Manager, the Personnel Manager, and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured at least 40 per cent marks qualified for interview.

The engineers thus selected had to undergo a two-year intensive theoretical and practical training. A well-staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company.

Lectures on theoretical subjects were given at the Training Institute and practical training in all the works departments under the guidance of qualified and experienced instructors. A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their twoyear training programme, they were deputed to work full-time to familiarize themselves with the conditions in departments where they were to be absorbed eventually.

On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the works departments, however, most of them faced some difficulty or the other.

According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold positions of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional opportunities were adversely affected by the placement of graduate engineers, tried their best to run down the latter as a class, sometimes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as “the blue-eyed boys” of the organisation. Management knew that many of the graduate engineers were not utilized according to their capacity or training. nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.

On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organisation. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven year’s experience in the organisation. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank-and-file employees who worked under them.

In spite of these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organisation in course of time.

The General Manager could not allow the situation to continue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them. He, therefore, called a meeting of all heads of departments to review the situation.

QUESTIONS

1 What are the pros and cons of the recruitment and training policy regarding senior supervisors of the company?

2. In your opinion, what the graduate engineers should do to increase their acceptability in the organization?

3. What should the organization do to remedy the situation and build up a cohesive and motivated group of supervisory staff?

 

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