EVALUATION OF

RECRUITMENT & SELECTION PROCEDURE

With reference to

DELHI PUBLIC SCHOOL VIJAYAWADA

KAKINADA

A Project report Submitted in partial fulfillment of the Requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION
Submitted By CHINTA SUDHA RANI H.NO: 2065425040 Under The Guidance Of

Smt. Sudha Kranthi MHRM

G.B.R. Degree College (P.G Courses) DEPARTMNET OF MANAGEMENT STUDIES G.B.R DEGREE COLLEGE(P.G.COURSES) (Affiliated to Andhra University, Visakhapatnam) ANAPARTHI 2006-2008

DEPARTMENT OF MANAGEMENT STUDIES

G B R DEGREE COLLEGE(P.G. COURSES) ANAPARTHI

CERTIFICATE
This is to certify that Ch.Sudha Rani has submitted the project report entitled Recruitment and selection Procedure with reference to Nagarjuna Fertilizers and Chemicals Ltd., Kakinada. In partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Andhra University during the period 2006-2008

(B. Ratna Reddy M.A.,) Director

G.B.R DEGREE COLLEGE(P.G.COURSES)

DEPARTMENT OF MANAGEMENT STUDIES

G B R DEGREE COLLEGE(P.G. COURSES) ANAPARTHI

CERTIFICATE
This is to certify that Ch.Sudha Rani has submitted the project report entitled Recruitment and selection Procedure with reference to Nagarjuna Fertilizers and Chemicals Ltd., Kakinada. In partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Andhra University during the period 2006-2008

(Dr. P. Lakshmanna M.Com.,Ph.D.,)

Head of the Department M.B.A

DEPARTMENT OF MANAGEMENT STUDIES

G B R DEGREE COLLEGE(P.G. COURSES) ANAPARTHI

CERTIFICATE
This is to certify that Ch.Sudha Rani has submitted the project report entitled Recruitment and selection Procedure with reference to Nagarjuna Fertilizers and Chemicals Ltd., Kakinada. In partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Andhra University during the period 2006-2008

(A. Sudha Kranthi MHRM) Project Guide

ACKNOWLEDGEMENTS

I gracefully acknowledge my sincere thanks to our college Director Sri B. Ratna Reddy and the Head of the Department Dr.P.Lakshmanna and project guide Smt. A. Sudha Kranthi and faculty members, G.B.R. Degree College (P.G. Couses), for greatly inspiring me to take this Live Project.

I would like to express to my deep sense of gratitude and reverence acknowledge MANAGEMENT OF Nagarjuna Fertilizers and Chemicals Ltd Kakinada, especially to Mr.S.KRISHNA MURTHI, DGM (P&A) and Mr.KATA
REDDY, HEAD (TRAINING) Mr.M.P.RAMA RAO, MANAGER (TRAINING) and Mr.S.ANWAR BASHA, MANAGER (PERSONNEL) for permitting me to

undertake this study in this company

Last but not least, I would also take this opportunity to thank my family members and my friends who have extended their support during the course of this project.
Place: Date: (Ch.Sudha Rani)

DECLARATION

I here by declare that this project report entitled Recruitment & Selection Procedure with reference to Nagarjuna Fertilizers and Chemicals Ltd submitted by me to Andhra University, Visakhapatnam is of my own and has not submitted to any other university or published anytime before. I am further declaring that I am responsible for omission and commission, if any.

PLACE : DATE : (Ch.Sudha Rani)

LIST OF TABLES
TABLE TITLE
Man power requirements identified well in advance Man power planning on the basis of projections of next two years Close linkages between company business plans and manpower plans. 4 Techniques of recruitment Scientific Technique Training needs Objective of selection procedure Prefer for freshers along with experience candidates Selected candidates required to sign a bond Signing of bond system prevalent in DPS Vijayawada 73 74 75 Preference for local candidates. Employees are always told positive and negative aspects of the job. Is job rotation identify the internal hiring needs. 76 77 78 Preferred to pick up an outsider at senior level. Future attrition is not a company policy. 67 68 69 70 71 72

PAGE. NO
64

1 2 3

65

66

5 6 7 8 9 10 11 12 13 14 15

INDEX

CONTENTS
CHAPTER 1 Introduction Need of the study Objectives Methodology Limitations CHAPTER II Industry Profile CHAPTER III Company Profile CHAPTER IV Theoretical framework CHAPTER V Data Analysis and Interpretation CHAPTER VI Summary Findings Suggestions

PAGE. NO
1-8

9-18

19-37

38-60

61-78

79-81

6. QUESTIONNAIRE 7. BIBLIOGRAPHY

82-84 85

 Introduction Need of the study Objectives Methodology Limitations

HUMAN RESOURCE MANAGEMENT

The term Human Resource can be explained in the sense that is a Resource like any natural resource. It does mean that the management can get and use the skill, knowledge, ability etc., through the development of skills, tapping and utilizing them again by developing a positive attitude among employees. In simple sense, Human Resource Management means employing people, developing their services, utilizing, maintaining and compensating their services in tune with the job and organization requirements with a view to contribute the goals of the organization, individuals and society. Human Resource Management is defined as the field of management in which deals with planning, organizing, directing and controlling the functions of procuring, developing, maintaining, and utilizing a labour force such that the objectives of the organization are achieved economical and effectively objectives of all levels of personnel are served to the highest possible degree and objectives of society are duly conserved and served. DEFINITIONS:-

HRM is concerned with the development of potentiality of the employee in the organization for obtaining the satisfaction of the employee and for the benefit of the organization -Myers The term HRM means the total knowledge, skills, creative abilities, talents and aptitudes of organizations workforce as well as the value, attitudes and believes of individuals involves. - Leon. C. Gegginson

HUMAN RESOURCE PLANNING Planning for human resource is more important than planning for other resource as demand for the former whether it is a country or in an industry. Further management of human resource hardly begins from human resource planning. Infect it is the basis for most of the others. DEFINITIONS:An integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet

organizational objectives and satisfy the individual needs and goals of organizational members - LEON.C.MEGGINSON. Objectives: To recruit and retain the human resources of required quantity and quality. To meet the needs of programs of expansion, diversification etc. To improve the standards like skills, knowledge, ability, discipline etc. To make the best use of human resources. To estimate the cost of human resources. To assess the surplus or shortage of human resources and take measure accordingly.

HUMAN RESOURCE DEVELOPMENT HRD is mainly concerned with developing the skill, knowledge and competencies of people and it is people oriented concept. When we call it as a people oriented concept the question of people is developing in the larger or national context or in the smaller organization context? Is it different at macro and micro level? HRD can be applied both for the national level and organizational level. Many personnel managers and organizations view HRD as synonymous to training and development. Many organizations in the country renamed their training developments as HRD developments. Surprisingly some organizations renamed their personnel departments as HRD departments. Some educational institutions started awarding degree and diplomas in HRD even though the concept is not yet crystal clear. Leonard Nadler formally introduced the concept of HRD in 1969 in a conference organized by the American society for training and development. DEFINITIONS:HRD in the organizational context as, a process by which the employees of an organization are helped in a continuous, planned way to:

(i)

Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.

(ii)

Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purposes.

(iii)

Development an organizational culture in which superior subordinate relationship, teamwork and collaboration among subunits are strong and contribute to the professional well being, motivated and pride employees. - T.Venkateswara Rao

HRD as those learning experiences which are organized for a specific time and designed to bring about the possibility of behavioral change. Leonard Nadler RECRUITMENT Recruitment forms the first stage in the process, which continued with selection and leases with the placement of the candidate. It is the next step in the procurement function, the first being the man power planning. Recruitment makes it possible to acquire the number and type of people necessary to ensure the continued operations of the organization. Recruitment is the discovering of the potential application for actual or anticipated organizational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.

For any company or industry, recruitment and selection has been an important factor of its functioning. Managers have come to realize that, the Recruitment and Selection of right or able to able candidates is a crucial step in the management system. To understand the process of Recruitment and Selection, Delhi Public School Vijayawada has been selected for study.

NEED FOR THE STUDY The purpose of the Recruitment is to locate sources of the man power to meet job requirements and job specification. Recruitment and Selection had been regarded as the most important function of the personnel administration, because unless the right type of people is hired even the best plant organization charts and control system would not do much good. The basic purpose of the Recruitment is to attract the job seekers in sufficient numbers. Recruitment offers opportunity in a positive manner where the aim is to increase the scope for selection. The purpose of the selection is conducting the test and preliminary interview. Those who administrate tests must be knowledgeable and competent, other wise the test may result in the elimination of worthy candidates in some organization in case of preliminary interview, the candidates subject knowledge is taken into consideration apart from the tests.

OBJECTIVES The objectives of the study of Recruitment & Selection process in DPS VIJAYAWADA, are as follows: To examine the whole system of the DPS VIJAYAWADA Recruitment and Selection programmers in which management recruits , selects and send places of employees with a view to search for effectiveness of their program. To discover ways and means of strengthening the abilities, skills and talents of employees. To study the R & S procedure in DPS VIJAYAWADA. To appraise proposed policies, programmes and practices of DPS VIJAYAWADA.

METHODOLOGY
Methodology is way to systematically solve the research problem. It may be understood as a science of studying how research is done systematically. The methodology of the project comprises of the primary data and secondary data. Primary data: Primary Data is the fresh data gathered from the survey opinion experience of employees, managerial personnel of DPS VIJAYAWADA. This data is collected through questionnaire. Secondary data: Secondary Data was collected from the reports and records of DPS VIJAYAWADA, various data banks, broachers and business and general magazines. Statistical Tools: The study has been undertaken by using statistical techniques such as percentages, averages etc., and the study have been presented with help of tables, diagrams where ever necessary. Sampling Size: 20 employees.

LIMITATIONS OF THE STUDY

The scope of the study is restricted to the DPS Vijayawada. The study I conducted is in order to evaluate the opinion about the Recruitment & Selection process. 1. Time is a limiting factor because duration is not enough for in-depth study. 2. Collection of current data is also a limiting factor because of confidentiality. 3. Due to busy schedule of the HR personal and employees it is difficult to collect require date. 4. The study of the project is confined only to the DPS Vijayawada. Which may not applicable to other Delhi Public Schools.

Delhi Public School Vijayawada Profile

Delhi Public School Vijayawada:

DPS-Vijayawada is a joint venture between PHR Educational Society and Delhi Public School society, New Delhi.

HR Invent Educational Society (PHRIES )was established in the year 2004 with an aim of providing world class education to all the students, irrespective of sex, caste, creed & religion. PHRIES aims to provide education on the basis of secularism, liberalism, and develop self discipline and moral character among students.

To meet its cherished objective, PHRIES in its first step decided to start a world class school in collaboration with Delhi Public School Society, New Delhi. Accordingly, DPS-Vijayawada became the franchisee of Delhi Public School Society and was started by Mr. Parimi Hanumantha Rao, Chairman, PHRIES in the year 2007 with Nursery to VII standard. The response to the school has been overwhelming since its inception. Students from all over Andhra Pradesh, other Indian states and children of NRIs have enrolled in various classes, which made DPS-Vijayawada, a truly metropolitan school.

DPS-Vijayawada aims to provide a world class education, on the basis of

secularism, liberalism, development of self discipline and moral character in the students. Managing Committee Prof. B. P. Khandelwal Former-Chairman, CBSE Board Member Education DPS Society. Chairman MC - DPS, Vijayawada.

Padmasri Mr. S .L. Dhawan. Treasurer DPS Society, New Delhi. Vice Chairman DPS, Vijayawada.

Mr. P. Narendra Babu Pro Vice Chairman DPS, Vijayawada.

Members Dr. (Mrs.) Sharada Nayak Member Education DPS Society

Mrs. Sunita Tanwar Principal DPS, Dwaraka, New Delhi

Mr. S. Venkat Narayan Bureau Chief (ITN London) DPS Society, New Delhi

Sri P. Koteswara Rao Treasurer - DPS, Vijayawada.

Prof. D. Panduranga Rao, M.Tech (IIT D) Secretary, DVR & HS MIC College of Technology

Dr. C.S.V. Ramachandra Rao Ph.D., SCCM (Canada), FABAP, MISTE Professor& Vice Principal DVR & Dr. HS MIC College of Technology.

Delhi Public School Society - Profile

The DPS Society is a non-profit, non-proprietary educational body widely recognized for its progressive approach and commitment to excellence. Distinction and diversity are the twin hallmarks of our philosophy, educational leadership and scholarly achievement our mission. Strong in tradition we have evolved as a matrix of networking among the state, national and international educational institutions. The Delhi Public School Society is recognized throughout the academic world for its progressive approach and commitment to excellence. Distinction and diversity are the twin hallmarks of its philosophy, educational leadership and scholarly achievement its mission. Strong in tradition, it has evolved, since its establishment and its present day status, into a 'matrix' of networking between the state, national and international educational development.

HISTORY

Amidst the burgeoning public school system since our nation's independence in 1947 , the Delhi Public School Society came into being as a non-profit making body. It established its first school in 1949 at Mathura Road, New Delhi. The founder - members of the Society, whose mission was to enhance learning among the Indian youth, could hardly have imagined that, during the succeeding five decades, the DPS Society would become an educational organization to be reckoned with, a premier center for teaching and learning, innovation and research, or that it would educate both boys and girls, who would later make great contributions in their chosen fields. School followed school in rapid succession, and today the Society has grown into a family of 34 schools: 5 of them in and around New Delhi, 27 in other parts of the country and 2 abroad. Each school has developed into a pace - setting autonomous institution, with a well-

designed programme of instruction, based on the pursuit and promotion of excellence. While the former, known as the Core schools, have been set up by the Society in New Delhi and its neighboring states, after having acquired the land and designing the construction, the Satellite or the associated schools are those which have been established across the country in collaboration with certain Public Sector Undertakings. Based on the premise that good education is the high road to both individual and national progress, the Society has proved to be a significant trend-setter, both within and without the educational system. In the light of these successes, the Society also received requests to set up similar schools abroad, and make them part of the larger structure. This has led to the establishment of 2 schools in foreign lands - Kuwait and Nepal - which will soon be followed by others in Hong Kong and Jakarta, to name a few. As it has been said, " It is good to have an end to journey towards, but it is the journey that matters, in the end." The involvement of the Society in universal educational enhancement and its endeavor to build a democratic, pluralistic and secular nation has made all the difference. It is no more a question of lighting a candle here or there; it is an attempt at total electrification. The whole world has begun to glow with the light of literacy radiated by the Delhi Public School Society. OUR VISION Schools of the Delhi Public School Society are places where : The intellectual, social, emotional, physical, spiritual and aesthetic development of the students is fostered to enhance their quality of life. Student achievement is acknowledged and celebrated within the schools and the community. Students are prepared for active, independent learning in an environment which fosters a spirit of enquiry and keen competition. Students are encouraged to contribute to decisions about their own future through school appointments and school organizations, career guidance and counseling services, that help them

crystallize their goals. There is a high level of co-operation and support between the parents and the schools.

THE SOCIETY MEMBERS -

The members of the Delhi Public School Society are: Dr. P. N. Kirpal - Patron Trustee Dr. A. R. Kidwai - Patron Trustee Shri V. K. Shunglu - Trustee Shri Salman Khurshid - President Dr. (Mrs.) Kamla Chowdhry - Vice President Shri Narendra Kumar - Chairman Shri Ashok Chandra - Vice Chairman Shri Pramod Grover - Vice Chairman Shri Indrajit Seth - Vice Chairman Mrs. Shovana Narayan - Member Culture DPSS, Vice Chairman DPS RK Puram Shri Y. K. Alagh - Member, Higher Education Prof. B. P. Khandelwal - Member Elementary & Secondary Education DPSS Lt. Gen. Pradip Sikha Roy - Member Engineer Shri S. L. Dhawan - Treasurer

Delhi Public School Society is one of the largest institutions providing education at school level in India. It has a large number of schools under its aegis in India and abroad. The Delhi Public School Society, is the administrative authority for all the institutions under its banner. Some of the Delhi Public Schools are also affiliated to the Central Board of Secondary Education (CBSE) in New Delhi. There are over 150 Delhi Public Schools in India with the largest schools located at Bikaner, Jaipur, Dhanbad, Bokaro, Bhopal, Bahadurgarh, Bathinda, Farakka, R.K. Puram, Mathura Road, Ahmedabad, Patna, Bhagalpur, Ranchi, Noida, Ghaziabad, Jodhpur, Udaipur, Yamuna Nagar, fDehradun, Faridabad, Dwarka, and Vasant Kunj. Outside India there are 13 Delhi Public Schools in 10 different countries: United Arab Emirates, Bahrain, Indonesia, Kuwait, Nepal (Birgunj, Dharan and Biratnagar), Qatar, Saudi Arabia (Jeddah and Riyadh), Singapore, Uganda (Kampala) and Ghana (Accra). Delhi Public School, Mathura Road, founded in 1949 was the first Delhi Public School. It was founded by educationist Reverend James Douglas Tytler. It was followed in 1972 by Delhi Public School, R K Puram, which is widely recognized as the flagship DPS of the Society.

Theoretical framework

Theoretical framework The performance of an organization heavily depends upon the people who work inside it. If the organization has right people on right jobs, the work proceeds smoothly and efficiently. Unfortunately, this is not the position in most of the industrial undertakings and, therefore, we see today industrial indiscipline. Manpower or Human Resource is thought of as the Total knowledge, skills, creative abilities, talents and aptitudes of an organizations work force, as well as the values, attitudes and benefits of an individual Involved. It is the sum total inherent abilities of the employed persons. Of all the Ms I n the management Men, Material, methods, money the most important is men or human resources. It is the most valuable assets of an organization and not the money and physical equipment. It is in fact important economic resource, covering all human resources organized or unorganized, employed or capable of employment, working at all levels supervisors, executives, blue or white collar workers, managerial, scientific, engineering, technical, skilled or unskilled persons who are employed in creating, designing, developing, managing and operating productive and service enterprises and other economic activities. The success or viability of an organization depends on the quality of manpower it has. Hence it is the important duty of the organization to see that

the right man is placed on the right job at the right time and place to effectively utilize its human resources. This function known as recruitment forms the most important aspect of Personnel Management, Recruitment is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. The Staff investigation committee rightly observed that

recruitment is the first step in employment of Staff, and naturally the methods by mean of which labor is brought into the industry, has a lot to do with the ultimate success or failure of such employment. If proper care is not taken in the recruitment of Staff force, the employers, the workers and the community a re bound to suffer. The

employer suffer if he does not get the men best suited for a particular job, the worker suffers if the cannot find a job for which he is best suited, and the community suffers as a result of low productivity and dissatisfaction among workers and employers.

RECRUITMENT: Attracting and selection new employee personnel is and important aspect of the personnel managers job. This unit in recruitment and selection tells you about the procedure used for obtaining recruitment with the potential capacity of becoming good employees. Once these poor of talent have been generated, it becomes, feasible to select the individuals fit for needs of the organization. The employee selection is the step by step procedure that the personal manager goes through the staff in the organization his role and become buyer of employee talent and potential. Once the School has determined the number and kind of employee it requires the next step n selection is the set the right application in sufficient number for the position. All the activities involved in securing the application It does not include but is followed by the selection process to whole and screen the applicants. The nature of recruitment effort for employee personnel differs form company to another. Mainly with respect to their recruitment sources. Different companies call for individuals with widely varying abilities, skills, education, training and experience. The scope of recruitment effort is influence by the size of companys organization, rate of turn over, the forecasted employees volume, distribution channels and promotional strategies. DEFINITIONS:Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employee effective measures for attracting the manpower in adequate numbers to facilitate effective working force. specification. According the purpose of recruitment is to locate sources of manpower to meet job requirements and job

- YODER
Recruitment is the discovering of potential applicants for actual or anticipated organization vacancies.

-FLIPPO
Selection is a process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

-ASWATHAPPA-

Pre Requirements of Good Recruitment Policy: The recruitment policy of an organization must satisfy the following condition.

It should have conformity with its general personnel policies. It should be flexible enough to meet the changing needs of an organization. It should be so designed as to ensure employment opportunity for its employee son a long-term basis, so that the goals of the organization should be achievable, and it should developed the potentialities of employees. It should match the qualities of employees with the requirements of the work for which they are employed and It should highlight the necessary of establishing job analysis.

RECRUITMENT POLICY:A Recruitment Policy in its broadest sense involves a commitment by the employer to such general principles as: (i) (ii) (iii) (iv) To find and employ the best qualified persons for each job. To retain the best and most promising of those hired. To offer promising opportunities for life time working careers. To provide programmes and facilities for personal growth on the job. According to Yoder the recruitment policies concerned with quantity and qualifications. recruitment policy. 1. To carefully observe the letter and spirit of the relevant public policy of hiring and on the whole employment relationship. 2. To provide individual employees with the maximum of employment security, avoiding frequent lay-off to lost time. 3. To provide each employee with an open road and encouragement in the continuing development for his talents and skills. 4. To assure employees of fairness in all employment relationships. Including promotions and transfers. 5. To assure each employee if the organization interest in his personal goals and employment objectives. 6. To avoid cliques that may develop when several members of the same household or community are employed in the organization. 7. To provide employment in jobs which are engineered to meet the qualifications of handicapped workers and minority sections. Generally the following factors are involved in a

8. To encourage one or more strong, effective, responsible trade unions among the employers.

RECRUITMENT PRACTICES IN INDIA: According to survey of public and private section employers by Prof. R.Basavaraj the following methods were used to recruit employees. (a) In the public sector, the major sources of recruitment in of performances are: Casual callers of employment seekers Newspapers advertisements Employment Exchanges Other public sector undertakings Internal advertisements Relatives and friends Displaced persons Employee recommendations and Institutions In the public sector the sources for non-supervisory staff are: Employment Exchange External advertisements Internal advertisements Central Training Institute Introduction by the liaison officer of a corporation Deputation personnel Transfers from other public undertakings.

(b)

n the Private sector, the survey disclosed that the procedures formulated were not institutionalized in character. and to local people. In order of preferences, the major sources are: o Advertisements o Employments Exchange o Relatives and friends o Casual callers and o Employees recommendations In some organizations, preference was given to it and relatives of employees

SOURCES OF RECRUITMENT The sources of recruit can broadly be classified into two: 1) 2) Internal External Internal sources refer to the present working force of a company. In the event of a vacancy, some one already on the payroll is promoted. Thus at the TATA engineering and locomotions and Hindustan Lever, outside recruitment is restored to only when recruitment cannot be met from internal promotions. Filling vacancies from internal sources by promoting people has the advantages of increasing the general level of movable of lusting employees and of providing to the company more reliable information about the candidates suitability who has already worked the company on a lower post. The major weakness of this source is that the inbreeding, which it results into,

deprives the organization of a fresh out look. Originality and institute which the outside usually bring in and which one very important in todays competitive economy. Among the more commonly used external sources are the following. 1) Advertisement in newspaper:-Senior posts are largely filled by this

method. This method is however followed by companies in 3 different ways. First: There are some companies, which do not their own advertising on

the other hand; they send their requisition to certain specialized agency position in leading newspapers without the name of the client company. The application received from the candidates by the agencies are duplicated and mailed to the clients. Second: There are some companies, which although do their own

advertisements generally do not draw good candidates who feel that it is not worth while to apply without knowing employees name. Third: There are some companies, which divulge their names in their

advertisements. 2) Employment Exchanges: An Employment exchange is an office set up by the gout for bring together a quickly possible those men who are in search of employment and those employees who are looking men. Employment Exchanges register unemployed people and maintain the record of their part intimate the exchange above the vacancies, which occur in their factories and types of employees. They require for filling up these vacancies whenever any exchange selects some persons from among the employment seekers already registered with it and forward their names to the employers for consideration.

3)

Field Trips: An interviewing team makes trips to towns and cities, which are known

to contain the kinds of employees required. Arrival dates and the time and venue of interview are advertised in advance. 4) Educational Institution: Sometimes recruits are next to educational institution where they meet the members of the faculty and persons in change of placement services who recommend suitable meetings and convictions to recruit employees. 5) Labour Contractor: On many industries workers are recruited through contractions that are themselves the employees of these organizations. 6) Employees referrals: Some industries with a record of good personnel relation encourage their employees to bring suitable candidates for various openings in the organization. 7) Unsolicited Applicants: These are persons who gather at the factory gates to serve as casual workers or who send in the application without any invitation form the factory.

Methods and Techniques of Recruitment: An author summarizes the possible recruitments method into three categories. 1) 2) 3) Direct Indirect Third Party

DIRECT METHOD: These include sending traveling recruitment to educational and professional institution, employees contact with public and manned exhibits. One of the widely used direct methods is that of Sendai of recruitment to colleges and technical schools. Most of the college recruitment is alone in cooperation with the placement office usually provides help in attracting students, arranging interviews, furnishing space and providing student resumes. For management , professional and sales personnel. Campus recruiting is an interview operation. Revyour study MBA or other technical diplomas are piycet up in this org anisation and the jobs it offers are distributed among students, before the interviewer arrives. Sometimes. Firms directly solicit information from the concerned profession about students wit h an outstanding record. Many companies have found employees contact with the public in a very effective method. INDIRECT METHODS: Indirect methods involve mostly advertising in newspapers, on the radio, in the trade and professional journals, technical magazines and brochures.

Advertising in newspapers and or trade journals and magazines is the most frequently used method. When qualified or experienced personnel are not available from other sources. Senate posts are largely filled by such methods when they cannot be filled by promotion from with in. Advertising is very useful for recruiting blue collar and hourly workers, as well as scientific, professional and technical employees local newspaper can be an administrative employee. there methods include advertising in publication. Such as trade and professional journals and radio or television announcements, as is done by many Indian manufacturers. People with specialized background and interests read Professional journals. Therefore advertisements in these are generally selective. THIRD PARTY METHODS: These include the use of commercial or private employment agencies, state agencies, and placement offices of schools, colleges and professional association, recruiting firms. Management consulting firms, indoctrination. Seminars for college professor and friends and relatives. Private employment agencies are widely used. They change a small fee from an applicant. They specialize in specific occupation. Several offices help salesman, technical workers, accounts, computer staff, engineers and executives. These private agencies a re broken who bring employees and employee together. The specification of their clients to seek out particular types of persons and to develop proficiency in recognition the talent of specialized personnel. State or public employment agencies ate also known as employment or labour exchange, are the main agencies of public employment. They provide a

clearinghouse for jobs and job information. Employees inform them of their personnel requirements, while job seekers get information for them about the types of jobs that are referred to by employees. These agencies provide a wide range of services counseling, assistance in getting jobs and information about the labour, market, labor and wage rates. Schools, colleges and professional institutions offer opportunities for recruiting their students. They placement services where complete bio-data and other particular of the students are available. The companies that need employees maintain contact with the guidance of counselors of employment bureaus and teachers of Business and vocational subjects. The prospective employees can review credentials and interviewed. Candidate for management trainees or probation whether the education sought involves a higher secondary certificate, specific vocational training or a college background with a bachelor masters or doctor degree educational institution provide an excellent sources of pot entail employees for entry level position in organization. This general and technical/professional, institution provides blue-collar applicants, white color and managerial personals. Sometimes the organization provides work-study programme. The ma in point is that the higher the position in the organization or the more specialized the skills sought. The more widely dispersed advertisement is likely to be search for top executive might include advertisements in national periodicals, while the advertisements of blue collar jobs is confided to the daily newspaper or regional trade journals. The classified advertisement selection of a daily newspaper or t he Sunday, weekly edition of the Hindu, Times. The Times of India, The Tribune, Bharat Jyothi, The NationalHerald, Frep Press Journal, The Pioneer, Amnit Bazaar Patrika, Economic Times, The Hindu, The Indian Express etc.

carry advertisements for all types of position, such advertisements enable prospective candidates to screen them selves in order to find out whether they are fit for the job which the advertisement has been issued. In order to be successful, and advertisements should be carefully writ ten. If it is not properly written, it doesnt draw the right types of applicants or it may attract too many applicants who are not qualified for the job. It should be so framed as t o attract attention for example by the use of different sizes and type of print. The first line should limit the audience somewhat and the next few lines should further screen out the readers who do not possess the necessary qualification. It should provide specific information on job requirement and opportunities for advertisement; the benefits to be enjoyed by working in the company and it should emphasis facts related to the dignity of the job and to its professional aspects. Firstly Advertisement contains exaggerated dacim and simmicky appeals are to be avoided. Advertisement can be very effective if its media are properly chosen. According to advertisement tactics and strategy in personnel

Recruitment, three points need to be borne in mind before an advertisement is inserted. First to visualize the type of applicant is trying to recruit. Second to writ e out a list of the advantages of a company offer, in other words, when the reader should work for the company. Third t o decide where to run the advertisement not only in which area but in which newspaper having a local, state or notion-wide circulation. Much organization offers place what is referred to as a blind advertisement, one in which there is no identification of the organization. Respondents are asked to reply to a post office box between the applicant and the organization. The large organization with regional or national reputation does not usually use blind advertisements.

SELECTION: Once applications are received, the stage is set for processing them and talking further steps in the selection process. The selection procedure is This concerned with securing relevant information about an applicant.

information is secured in a number of steps. The prime objectives of selection process are to find out enough about the applicant so that he may be matched with the job. STEPS IN SELECTION PROCEDURE: The hiring process are therefore generally long are complicated. situations. 1. Preliminary Interview or Reception or screening. 2. Application forms a fact finder, which helps one in learning about an applicants background and life history. 3. Testing. 4. Reference checking. 5. Physical examination. 6. Conditional Offer letter APPLICATION FORM: An application is traditional, widely accepted device for getting information from a prospective applicant, which will enable a management to make a proper selection. Many types of application forms are used. Employment Tests: The

following is a popular procedure though it may be modified to suit individual

A Test maybe defined as a systematic procedure for sampling human behavior. On the basis of human behavior, tests have been generally classified into 4 categories:

Aptitude tests Achievement tests Personality tests Interest tests This is the second stage of selection, test and preliminary interview. In

this stage after reducing the candidates sufficiently a crucial stage is reached where only the most suitable are form amongst the apparently suitable candidates retained for further consideration. If the post advertised requires special skill, experience or aptitude tests can be administered. organizations conduct preliminary interview for the candidates. The work of preliminary interview is normally left to a senior officer of the concerned department where the vacancy has arisen. Reference checks: The use of reference is common in most selection procedures, for it involves less money, and minimum amount of effort. Checks on reference are made by mail or by telephone and occasionally in person, or by using a reference form. The opinions of previous employers and others, which have known the applicant, are generally useful in getting a picture of his potential performance on a particular job. Certain

Interview: The final interview is the last stage in the selection process. It is the stage at which the final search is on for the most suitable candidate. There will be panel of officials of the company including the chief of Personnel and the General Manager. There are various ways of conducting the final personal interview structured and unstructured. In an unstructured interview it is easier to put the candidate at ease. There is, however a danger of missing some important points relevant to the requirements of the job if the interview is unstructured. As against this, structured interview though formal is more complete because the relevant questions are carefully prepared in advance. The best solution is to keep on hand the structured questions for reference but to allow the inter view to proceed in an informal and unstructured manner. The panel normally comes to a final decision about the most suitable candidate. Even though the object is to ultimately select one man for one post, it is better to select 2 or 3 candidates and rank them in order of merit. Selection being an expensive process, it is prudent to take sufficient care so that final interview results in select ion of a suitable candidate for the organization. It is recommended that 2 or 3 persons should be selected because if the candidate who stands first in t he order of merit does not join the organization for some reasons, the other candidates in order of merit can be invited to join.

INDUCTION: On the completion of the selection process, the candidate has to issue an appointment letter. Before doing so, it is prudent to make sure if the selected candidate is physically fit to undergo medical test. Once they pass the medical test, there should be no delay in issuing the appointment letters. There is no set form for an appointment letter but normally it should contain the name of the post, the designation, salary and perquisites offered and a clause requiring the candidate to sign acceptance the terms, conditions and rules of the organization. The selected candidate who reports for the duties is a stranger to the organization unless he is promoted from within. It is, therefore necessary, particularly in case of outside candidates to give them adequate information about the history, structure and working practices of the organization. Familiarity of the newcomer with the organization, this step is referred to as induction. The objective of induction is to help the integration of a newcomer with the organization. Induction should be a two way process. It introduces the candidate to the organization and the organization to the candidate. It is never advertisable to send a new employee to his job without the first instance offering him a warm welcome and then introducing him to the people with he is going to work. The psychological impressions gained by the candidate at the start of his career in the new organization make a lasting impression on him. In organization where new comers are left to their own fate, harmful consequences may follow. In case of candidate selected for higher posts, the danger is of a different kind. Highly educated and experienced people normally have a strong sense of

ego. If they fell on first contact with the organization that they are not cared for, they will rapidly lose interest in their assignment and will never get job satisfaction. These facts should underline the significance of a suitable induction programmed. Induction program can be formal or informal. The duration of the programmed depends on the prevailing practices in the organization. The following points should be noted while conducting an induction programmed: 1. The new entrants to the organization should, in the first instance, receive a warm welcome from the officers of the personnel department. 2. 3. 4. 5. They should be told about the organizational structure and the management hierarchy. They should be acquainted with the rules and regulation and should be encouraged to as k questions for clarification. They should be told about the industrial relation situations and the policy of the management towards trade unions. They should also be facilitates provided by the organization for canteen, sport, cultural activities, etc. At the end of the programmed, the candidate should be introduced to important persons in their different departments, one of who takes the new corner to his place of work.

PROCEDURE OF RECRUITMENT AND SELECTION IN DPS VIJAYAWADA

RECRUITMENT Placing the Requisition: The requisition is placed to the personnel department based on the requirement of the particular departments. Sources of Recruitment: 1. Advertisements in Newspapers: One of the main sources of recruitment is through the newspaper when and where the recruitment is felt the personnel department gives an advertisement in all leading newspapers for recruitment the desired personnel with required pre requisites. 2. Employment Exchange: This is also another source for recruitment when the personnel dept approaching the local employment for personnel it sends the list of candidates under the requisite category in order of the employment registration number. CAMPUSES: The personnel dept staff along with the Teaching personnel makes trips to educational institutions during Jan/Apr for Recruiting personnel directly. They conduct them test and interview at the campus itself and pick the appropriate candidate for the organization.

APPLICATION FORMAT: There is no prescribed format for applying. But once the final application is accepted then a separate application is given by the organization. INTERVIEW PATTERN: Interview Panel consists of the respective dept, which had placed the requisition and officials of personnel department. SELECTION: The ultimate selection is based on the performance of the candidate in his or her written test and personal interview. Those who quality in the written tests are subjected to personal interview. A list of the candidates, who quality both in written test and in the personal interview, is made and the recruitment is process based on the merit. The primary objective of this study selection and recruitment process at DPS Vijayawada is to access the procedures and techniques that are prevent at the organization. The procedure for recruitment and selection is shown in tabular form month wise. The data is basically divided into 2 parts. 1) 2) 1) Teaching Staff Administrative Staff Teaching Staff: The Teaching staff Include all who work in academic program like Teaching and Academic Related staff who work under Vice Principal Academic.

2)

Administrative staff: The Administrative staff includes Front Office, School Maintains Staff and

Security and those who work under Vice Principal- Administrative.

IMPLEMENTATION OF RESERVATION FOR VARIOUS CATEGORIES

The organization comes under the private sector it does not follow any reservation procedure for the candidate during recruitment process. It depends purely on merit and performance basis dealing the process.

Data Analysis and Interpretation

Data Of Employees Recruited into DPS During 1990 2006

Months January February March April May June July August September October November December Total Commercial and Technical Staff Executive Staff

DATA ANALYSIS
1990 construction. The recruitment was the least in this period as the plant was under The recruitment during this year was a total of 48 with 34

commercial / technical and the remaining in the executive cadre. 1991 This year was a boom in employment at NFCL. The lowest number of

recruitment so far looks place this year. A total of 155 employees were recruited of which 128 were from commercial / Technical and 27 executive cadres. The recruitment almost double this year. 1992 This year on Aug 1st the Commercial production started at the plan.

The total recruitment was 79 of which 68 were commercial / technical and 11 were of executive cadre. 1993 The recruitment this year was 72 of which 63 were from

Commercial/technical and 11 from executive class. 1994 This year was second highest year for recruitment at NFCL in which

131 employees were recruited of which 112 were Commercial/Technical and 19 executive cadres. 1995 This year recruitment was a total of 103 of which 71 were from

Commercial / Technical and 32 were from executive cadre 1996 Recruitment during the year 1996 was a total of 123 of which 104 were

from commercial / Technical and 19 were from executive cadre. 1997 Recruitment during the year 1997 was a total of 130 of which 98 were

from Commercial / Technical and 32 were from executive cadre. 1998 Recruitment during the year 1998 was a total of 143 of which 118 were

from Commercial / Technical and 25 were executive cadre.

1999

Recruitment during the year 1999 was a total of 106 of which 64 were

from Commercial / Technical and 42 were from executive cadre. 2000 Recruitment during the year 2000 was a total of 42 of which 19 were

from Commercial / Technical and 23 were from executive cadre. 2001 Recruitment during the year 2001 was a total of 15 members and

among them all are executives 2002 executive. 2003 Recruitment during the year 2003 was a total of 16 members of which Recruitment during the year 2002 was only one person and he is an

11 were commercial / Technical and 5 were executive cadre. 2004 Recruitment during the year 2004 was a total of 97 of which 57 were

from Commercial / Technical and 40 were from executive cadre. 2005 Recruitment during the year 2005 was a total of 96 of which 77 were

from Commercial / Technical and 19 were from Executive cadre. 2006 Recruitment during the year 2006 was a total of 119 members of which

33 were commercial / Technical and 86 were from Executive cadre.

1. Are the manpower requirements of each department identified

well in advance in your School?

(a) TABLE-1
PARTICULARS NO OF RESPONDENTS

Yes

(b)

NO

YES NO TOTAL Graphical Representation:

20 NIL 20

%OF RESPONDENTS 100% 0% 100%

MAN POWER REQUIREMENTS IDENTIFIED WELL IN ADVANCE

YES NO

Interpretation: It is clear from the above Graff out of 100 percent employees, 100 percent said that man power requirements identified well in advance it means YES, and no one said that NO.
2. Is manpower planning always done on the basis of projections of

the next two years?

(a) TABLE-2

Yes

(b)

NO

Graphical Representation:
MAN POWER PLANNING ON THE BASIS OF PROJECTIONS OF THE NEXT TWO YEARS

YES NO

Interpretation: We can interpret from above statistics out of 100% of employees, 85% of employees said that manpower planning is done on the basis of projections of the next two years that means YES, and remaining 15% of employees respond that NO.

3. Are there close linkages between the manpower plans and School

Academic plans? (a) Agree TABLE-3

PARTICULARS AGREE PARTIALLY AGREE DIS-AGREE TOTAL NO. OF RESPONDENTS 15 3 2 20 % OF RESPONDENTS 75% 15% 10% 100%

(b) Partially agree (c) Dis-agree

Graphical Representation:
CLOSE LINKAG BETWEEN THE MANPOWER PLANS AND

School Academic plans

80 70 60 50 40 30 20 10 0
EE EE R AG R AG -A G R EE

% of respondents

AL LY

Interpretation: In the above Graff shows that out of 100% of employees 75% of employees agree with the close linkages between the manpower plans and School Academic plans, 15% of employees partially agree and remaining 10% of employees dis-agree.

PA R

TI

D IS

4. Which technique of recruitment procedure is followed by DPS?

(a) Direct (b) Indirect (c) Recruitment Agencies (d) All the above ( )

TABLE- 4
PARTICULARS DIRECT INDIRECT
RECRUITMENT AGENCIES

NO. OF RESPONDENTS 10 NIL 1 9 20

% OF RESPONDENTS 50% 0% 5% 45% 100%

ALL THE ABOVE

TOTAL

Graphical Representation:

60 50 40 30 20 10 0 Direct Indirect R.A. All t he above

Series1 Series2

Interpretation:

From the above analysis Out of 100% of employees, 50% of employees said that DPS Vijayawada fallows the direct recruitment method% of employees supported with recruitment agencies, and remaining 45% to all above.
5. Are scientific techniques applicable to identify the capabilities of

candidates? (a) Applicable TABLE- 5 (b) Not applicable ( )

Graphical Representation:
Scientific Technique

YES NO

Interpretation:

From the above table we can conclude that Out of 100 percent, 90 percent of employees agree with scientific techniques applicable to identify the capabilities of candidates , and remaining 10 percent of employees are goes with not applicable.
6. During the selection does the personal department follow the training needs?

(a) Yes TABLE-6

(b) No

Graphical Representation:

YES NO

Interpretation: From the above analysis we can says that Out of 100 percent, 75 percent of employees agree with the personal

department follow the training needs during the selection and remaining 25 percent of employees said that NO means they are not accept that personal department follow the training needs during the selection .

7. What is the objective of selection procedure?

(a) To recruit the competent person (b) To fulfill the job requirement TABLE-7

TO RECRUIT THE COMPETENT PERSON TO FULFILL THE JOB REQUIREMENT

09 11

45% 55%

Graphical Representation:
OBJECTIVE OF SELECTION PROCEDURE

60 50 40 30 20 10 0

55 45
% OF RESPONDENTS

TO RECRUIT THE TO FULFILL THE JOB COMPETENT REQUIREMENT PERSON

Interpretation: From the above table we can conclude that out of 100 percent, 55 percent of employees said that the main objective of selection process is to fulfill the job requirements and remaining 45 % of employees agree with the main objective of selection process is to recruit the competent person.

8. Does your school give preference to freshers along with experienced

candidates? (a) Yes (b) No TABLE-8 ( )

Graphical Representation:
PREFER FOR FRESHERS ALONG WITH EXPERIENCED CANDIDATES

YES NO

Interpretation: From the above analysis we can interpret that Out of 100 percent, 100% of employees accept that the school give preference to freshers along with experienced candidates means YES, and no one said that NO.

9. Does the selected candidates required to sign a bond?

(a) Agree TABLE-9

(b) Partially agree

(c) Disagree (

PARTICULARS AGREE PARTIALLY AGREE DIS-AGREE TOTAL

NO. OF RESPONDENTS 15 3 2 20

% OF RESPONDENTS 75% 15% 10% 100%

Graphical Representation:
SELECTED CANDIDATES REQUIRED TO SIGN A BOND

10% 15%

0%
AGREE PARTIALLY AGREE DIS-AGREE

75%

Interpretation: From the above graph it is clear that out of 100 percent, 75 percent Of employees agree with required to sign a bond, and 15 percent of employees are Disagree. Partially Agree, and 10 percent of employees goes with

10. If there is no signing of bond system prevalent in DPS Vijayawada.

Do you feel is it required? (a) Yes TABLE-10 (b) No ( )

Graphical Representation:
SIGNING OF BOND SYSTEM PREVALENT IN DPS Vijayawada

35% YES NO 65%

Interpretation: We can analyze from the above graff that out of 100

percent of employees, 65% of employees feel it is not required if there is no signing bond system prevalent in DPS Vijayawada means they agreed with NO and remaining 35% of employees feel it is required they agreed with YES

11. Does your school give preference for local candidates?

(a) Yes TABLE-11

(b) No

Graphical Representation:

DPS Vijayawada GIVE PREFERENCE FOR LOCAL CANDIDATES

40% YES NO 60%

Interpretation: From the above Graff we can interprets that Out of 100 percent of 40 % of employees responded that DPS Vijayawada give preference for local candidates and remaining 60 % of employees goes with NO.

12. Would the employees are always told positive and negative aspects of the job? (a) Yes (b) No TABLE-12 ( )

Graphical Representation:
EMPLOYEES ARE ALWAYS TOLD POSITIVE AND NEGATIVE ASPECTS OF THE JOB

40% 60% YES NO

Interpretation: It is clear from the above graff that Out of 100 percent of employees 60 % of employees responded that they are always told positive and negative aspects of the job and remaining 40 % of employees not accept it means they goes with NO.

13. Is job rotation used to identify the internal hiring needs? (a) Agree (b) Partially agree TABLE-13
PARTICULARS AGREE PARTIALLY AGREE DIS-AGREE TOTAL NO. OF RESPONDENTS 12 5 3 20 % OF RESPONDENTS 60% 25% 15% 100%

(c) Disagree

Graphical Representation:
IS JOB ROTATION IDENTIFY THE INTERNAL HIRING NEEDS

70 60 50 40 30 20 10 0

60
AGREE

25 15

PARTIALLY AGREE

DIS-AGREE

% OF RESPONDENTS

Interpretation: From the above table we can conclude that Out of 100 percent, 60 percent is with Agree with that job rotation used to identify the internal hiring needs, and 25% of employees goes with Partially Agree and 15% of employees Disagree.

14. Is grooming preferred to pickup an outsider especially at senior level? (b) Not preferred ( ) (a) Preferred TABLE-14

Graphical Representation:
PREFERRED TO PICK UP AN OUTSIDER AT SENIOR LEVEL

40%
PREFERRED NOT PREFERRED

60%

Interpretation: We can understand from the above table out of 100 percent of employees, 60 percent of employees said that grooming is preferred to pickup an outsider especially at senior level, and remaining 40 percent that Not preferred. of employees said

15. Over staffing in order to deal with future attrition is not a School policy ? (a) Yes TABLE:-15 (b) No ( )

Graphical Representation:

FUTURE ATTRITION IS NOT A SCHOOL POLICY

25% YES NO 75%

Interpretation: From the above analysis out of 100 percent of employees responded that the over staffing is in order to deal with future

attrition is not a school policy, and remaining , 35 percent of employees respond that is not a school policy.

Summary Findings Suggestions

SUMMARY
The recruitment procedures followed at DPS Vijayawada are by far the most transparent. Since inception of the School the rate of recruitment was the highest in the year 2009. In which a total of 56 employees were recruited in to the organization, 19 from Teaching staff and 37 from Administrative. The organization development programme for its new and in service employees. As the initial training provides the impetus to integrate themselves to the organizational goals. The organization turnover in teams of Providing Educational serves are an indication to the effectiveness of the training and development programmes, which are part of recruitment and selection process. The School, which has no expansion project to double its production, and which has commenced commercial production form 1998, therefore, there is not scope for huge recruitment as was done in 1991. The company at present is recruiting a

majority of its employees from local areas as replacements for those who resign and leave the company. Thereby giving a boost to the employment in the district .

FINDINGS

In the evaluation of Recruitment & Selection procedure, I can found that Recruitment and Selection process exists in DPS Vijayawada. Maximum number of employees aware regarding the Recruitment and Selection procedure of DPS Vijayawada. The recruitment is done mainly through direct method. The recruited candidates are getting full fledged training and support in DPS Vijayawada. After training period the employees are placed in the right job. DPS Vijayawada gives preference to freshers along with experienced candidates at the time of Recruitment. In Recruitment procedure DPS Vijayawada is giving equal preference for reservation category candidates . The Recruitment & Selection procedure followed by DPS Vijayawada is good.

SUGGESTIONS

Fleet is to be analyzed and Recruitment is to be planned accordingly in order to maintain the buffer and to meet the emergent situations. Job Requirement and job specifications to be defined in advance. Initial dropouts at training period itself must be prevented. Some instruments could be used to minimize dropouts at training period. Apart from Intake interviews exit interviews are to be conducted. Score card method to be adopted while selecting. Free Education is to be given for the employees children or who are working for DPS Vijayawada. Adopt the new Recruitment and Selection procedure in line with the new trends that are emerging. To provide housing facility for employees in DPS Vijayawada.

QUESTIONNAIRE
Employee name Designation Employment number Previous experience : : : :

Please kindly read all the Questions before answering. Pleas e picks the answer from the following options in the box.

1. Are the manpower requirements of each department identified well in advance in your School? (a) Yes ( ) (b) No ( )

2. Is manpower planning always done on the basis of projections of the next two years? (a) Yes ( ) (b) No ( )

3. Are there any close linkages between the manpower plans and School plans? (a) Agree (c) Dis-agree ( ( ) ) (b) Partially agree ( )

4. Which technique of recruitment procedure is followed by DPS Vijayawada? (a) Direct ( ) ) (b) Indirect ( ) )

(c) Recruitment Agencies(

(d) All the above (

5. Are scientific techniques applicable to identify the capabilities of candidates? (a) Applicable ( ) (b) Not applicable ( )

6. During the selection does the personal department follow the training needs? (a) Yes ( ) (b) No ( )

7. What is the objective of selection procedure? (a)To recruit the competent person (b)To fulfill the job requirement ( ( ) )

8. Does your School give preference to freshers along with experienced candidates? (a) Yes ( ) (b) No ( )

9. Does the selected candidates required to sign a bond? (a) Agree (c) Disagree ( ( ) ) (b) Partially agree ( )

10.If there is no signing of bond system prevalent in DPS Vijayawada. Do you feel is it required? (a) Yes ( ) (b) No ( )

11. Does your school give preference for local candidates? (a) Yes ( ) (b) No ( )

12. Would the employees are always told positive and negative aspects Of the job? (a) Yes( ) (b) No ( )

13. Is job rotation used to identify the internal hiring needs? (a) Agree (c) Disagree ( ( ) ) (b) Partially agree ( )

14. Is grooming preferred to pickup an outsider especially at senior level? (a) Preferred ( ) (b) Not preferred ( )

15. Over staffing in order to deal with future attrition is not a School policy? (a) Yes ( ) (b) No ( )

BIBLIOGRAPHY

Books:
Human Resource Management Human Resource Management Personnel Management Website: ---P. Subba Rao Aswatappa C.B.Memoria