Professional Documents
Culture Documents
SUBMITTED BY:
Eesha Agarwal
Roll No. 1337770025
MBA IV Sem
MEERUT
DECLARATION
I am Eesha Agarwal hereby declare that the project titled COMPARATIVE
ANALYSIS OF RECRUITMENT PROCESS IN PUBLIC BANKING SECTOR &
PRIVATE BANKING SECTOR is my own work and efforts which is completed
under the supervision of Mr. Praveen Malik (H.O.D., Management Department,
GBIT Meerut).
The Research report has been submitted to UPTU, Lucknow for the purpose of the
compliance of any requirement of any examination or any degree earlier.
Eesha Agarwal
Roll No. 1337770025
MBA IV Sem
ACKNOWLEDGEMENT
It is my pleasant duty to offer my service acknowledgement to those honorable
personalities of the department who have been a constant source of help and
encouragement in carrying out this research.
First of all I wish to express my indebtness to Mr. Praveen Malik (H.O.D.,
Management Department, GBIT Meerut) for his valuable suggestions and guidance
throughout the Research.
I would like to mention few names, which helped me a lot with their valuable suggestion
and information to complete the research.
At last I feel extremely grateful to all those persons who helped me directly or indirectly
in doing the survey, generating demand and preparing the report.
EESHA AGARWAL
PREFACE
The purpose of my research report was to learn the practical application of Recruitment
Process and its importance in Public Sector along with the HR policies of Public Sector
which prides itself to be the market leader.
While carrying out the study I have gained a good amount of knowledge and insights of
how HR department works but I have touched the tip of iceberg. There was more to learn
but due to constraint of time it was not possible. The HRD manager has to work with the
missionary spirit. Unlike many roles in an organization where tangible short- term
benefits can be obtained, it is difficult for HRD functionary to demonstrate any tangible
short- term accomplishment. Yet HRD managers are tempted to show to the top
management, line manager and themselves that they are making things happen through
training program, recruitment& selection.
In Public Sector a meticulously natural team stands at the very heart of the group. 4,000
Personnel evince perfect camaraderie. A steadfast dedication to qualify an attainment of
maximum team potential is the touchstones of the Bank.
The Bank is engaged in constant learning process through intensive selection and training
program. Indeed, the aspiration is to shape a winning team of self motivated, empowered,
professionals with knowledge and confidence to take independent decision. Public Sector
recognizes each employees individuality, ability and efforts and also applauds for their
contribution to the success of the group.
CONTENTS
TOPIC
1.
Executive summary
6-7
2.
Introduction
8-53
3.
54-54
4.
Research methodology
55-58
5.
Data analysis
59-71
6.
Findings
72-74
7.
Conclusions
75-78
8.
Limitations
79-80
9.
81-87
10.
Bibliography
88-89
11.
Questionnaire
90-92
EXECUTIVE SUMMARY
The recruitment procedure of the Bank determines the level of achieving organizational
goals in the long run. As per definition it is stated that which is all about selecting right
person for the right job at the right time at the best possible position. Although it sounds
quite simple but it is also not an easier job to evaluate a person with his ability and skills
that may satisfy the core competency for the job so that his degree of willingness to
pursue a job becomes positive. From job seekers prospective it is the core competencies,
which matter much for a job. So it is the effective recruitment
procedure, which
determines not only the right candidature for a job but also a long-term accomplishment
of organizational goals.
I have choosen Public Sector for studying their methods of recruitment function. In the
course of study I came to know that, it has the probability of achieving more than 50% of
the people to be placed for the right job, which reflects some of the unique ways for
recruiting the candidates to fill up various vacancies.
The aim of the Bank is to achieve overall organizational goal not only by way of
fulfilling the targeted top-line but also employee satisfaction towards various position of
job to the maximum level. This I will see as I proceed subsequently in my Research.
Basically recruiting is the discovering of potential candidates for actual or anticipated
organizational vacancies. It also can be said in another way that bringing together those
with jobs to fill and those seeking jobs.
It is important to study Recruitment because through it I can identify our human resource
needs. I can know what kind of people must be select to fill up the specified vacancies.
The ideal recruitment effort will attract a large number of qualified applicants who will
take the job if it is offered. It should also provide information so that unqualified
applicants can self select themselves out of job candidacy, that is, a good recruiting
program should attract the qualified and not attract the unqualified.
Recruiting people is done by various ways, for the study first I have to know the
recruiting sources. There are internal and external sources as well as employee
referrals/recommendation.
In this Research I am studying recruitment process of Public Sector. To find out actual
recruitment process of Bank is my main objective of study.
Through this kind of surveys I will be able to achieve real recruitment program of the
Bank where for all kinds of operational level technical qualification is needed. I also have
the picture of Selection cost of the Bank. It is very interesting to study recruitment
process as it will give me clearer picture of the process.
INTRODUCTION
The recruitment procedure of the Bank determines the level of achieving organizational
goals in the long run. As per definition it is stated that which is all about selecting right
person for the right job at the right time at the best possible position. Although it sounds
quite simple but it is also not an easier job to evaluate a person with his ability and skills
that may satisfy the core competency for the job so that his degree of willingness to
pursue a job becomes positive. From job seekers prospective it is the core competencies
which matter much for a job. So it is the effective recruitment
procedure which
determines not only the right candidature for a job but also a long-term accomplishment
of organizational goals.
probability of achieving more than 50% of the people to be placed for the right job,
which reflects some of the unique ways for recruiting the candidates to fill up various
vacancies.
The Public Sector of the Bank is to achieve overall organisational goal not only by way
of fulfilling the targeted top-line but also employee satisfaction towards various position
of job to the maximum level. This I will see as I proceed subsequently in my Research.
10
It is important to study Recruitment because through it I can identify our human resource
needs. I can know what kind of people must be select to fill up the specified vacancies.
The ideal recruitment effort will attract a large number of qualified applicants who will
take the job if it is offered. It should also provide information so that unqualified
applicants can self select themselves out of job candidacy, that is, a good recruiting
program should attract the qualified and not attract the unqualified.
Recruiting people is done by various ways, for the study first I have to know the
recruiting sources. There are internal and external sources as well as employee
referrals/recommendation.
Through this kind of surveys I will be able to achieve real recruitment program of the
Bank where for all kinds of operational level technical qualification is needed. I also have
the picture of Selection cost of the Bank. It is very interesting to study recruitment
process as it will give me more clearer picture of the process.
11
THEORETICAL OVERVIEW
Recruitment is the discovering of potential applicants for actual or anticipated
organisational vacancies. managers in determining recruiting sources such as image of
the organisation, internal policies, attractiveness of the job, union requirements,
government requirements and recruiting budgets.
Popular sources of recruiting employees include internal search, advertisements,
employee referrals, employment agencies, schools, colleges and universities;
professional organisations and casual or unsolicited applicants. In practice,
recruitment methods appear to vary according to job level and skill.
Proper selection can minimise the costs of replacement and training, reduce legal
challenges, and result in more productive workforce. The primary purpose of selection
activities is to predict which job applicant will be successful if hired. During the selection
process, candidates are also informed about the job and the organisation.
The discrete selection process would include the following: initial screening interview,
completion of the application form, employment tests, comprehensive interview,
background investigations, physical examination and final employment decision. In
the discrete selection process, an unsuccessful performance at any stage results in the
rejection of the applicant.
An alternative to the discrete selection process is the comprehensive approach, where
all applicants go through every step in the selection process and the final decision is
based on a comprehensive evaluation of the results of each stage. To be an effective
predictor, a selection device should be reliable, valid and predict a relevant criterion.
Selection devices provide managers with information that will help them predict whether
an applicant will prove to be a successful job performer. The application blank is
12
effective for acquiring hard biographical data, while the weighted application can provide
information for predicting job success.
Traditional tests that assess intelligence, abilities and personality training can predict job
proficiency but suffer from being non-job related. On the other hand, interviews
consistently achieve low marks for reliability and validity. Background investigations
are valuable when they verify hard data from the application, although they offer little
practical value as selection devices. Physical examinations are valid when training
physical characteristics are required to be able to perform a job effectively.
13
INTRODUCTION
BANKING SECTOR
Financial sector reforms were initiated as part of overall economic reforms in the country
and wide ranging reforms covering industry, trade, taxation, external sector, banking and
financial markets have been carried out since mid 1991. A decade of economic and
financial sector reforms has strengthened the fundamentals of the Indian economy and
transformed the operating environment for banks and financial institutions in the country.
The most significant achievement of the financial sector reforms has been the marked
improvement in the financial health of commercial banks in terms of capital adequacy,
profitability and asset quality as also greater attention to risk management. Further,
deregulation has opened up new opportunities for banks to increase revenues by
diversifying into investment banking, insurance, credit cards, depository services,
mortgage financing, securitization, etc. At the same time, liberalization has brought greater
competition among banks, both domestic and foreign, as well as competition from mutual
funds, NBFCs, post office, etc.
BANKING IN INDIA-
General Bank of India coming into existence in 1786. This was followed by Bank of
Hindustan. Both these banks are now defunct. The oldest bank in existence in India is the
State Bank of India being established as "The Bank of Bengal" in Calcutta in June 1806.
A couple of decades later, foreign banks like Credit Lyonnais started their Calcutta
14
operations in the 1850s. At that point of time, Calcutta was the most active trading port,
mainly due to the trade of the British Empire, and due to which banking activity took roots
there and prospered. The first fully Indian owned bank was the Allahabad Bank, which was
established in 1865.
By the 1900s, the market expanded with the establishment of banks such as Punjab
National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai - both of which
were founded under private ownership. The Reserve Bank of India formally took on the
responsibility of regulating the Indian banking sector from 1935. After India's
independence in 1947, the Reserve Bank was nationalized and given broader powers.
In terms of quality of assets and capital adequacy, Indian banks are considered to have
clean, strong and transparent balance sheets relative to other banks in comparable
economies in its region. The Reserve Bank of India is an autonomous body, with minimal
pressure from the government.
Currently, India has 88 scheduled commercial banks (SCBs) - 28 public sector banks (that
is with the Government of India holding a stake), 29 private banks (these do not have
government stake; they may be publicly listed and traded on stock exchanges) and 31
foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs.
According to a report by ICRA Limited, a rating agency, the public sector banks hold over
75 percent of total assets of the banking industry, with the private and foreign banks
holding 18.2% and 6.5% respectively.
15
17
18
gainingthe advantages of large scale operations. The banks are able to pool
their resources in case of emergency or when large amount of cash is required tom e e t
the loan requirements of the customer. The
a d v a n t a g e s a n d disadvantages of both the systems are similar.
Both the systems developed in t h e
United State of America as a result of attempts to
o v e r c o m e t h e difficulties or limitations of unit banking.
course. Now it is the time for the big structural leap, rationalization, mergers, and
privatization. Unless the banks undertake these fundamental changes, their profit will
stay
under pressure. T h e r e a r e t w p a r e a s o f c o m p e t i t i o n s w h i c h b a n k i n g
i n d u s t r y i s f a c i n g internationally and nationally. In the pre-liberalization
era, Indian banks c o u l d g r o w i n a c l o s e d e c o n o m y b u t t h e b a n k i n g
s e c t o r o p e n e d u p f o r private competition. It is possible that private banks could
become dominant p l a y e r s e v e n w i t h i n I n d i a . I t h a s b e e n r e c o r d e d a
r a p i d r i s e o f t h e n e w private sector banks and it has tracked the transformation
of the public sector banks as they grapple with the changes of financial deregulation.Use
of ATM cards, Internet Banking, Phone Banking, Mobile Banking are the new
innovative channels of banking which are being widely used as they r e s u l t i n s a v i n g
b o t h t i me a n d m o n e y w h i c h a r e t w o e s s e n t i a l t h i n g s t h a t every one is
short
of and is running to catch hold of them. Moreover private s e c t o r b a n k s a r e
aligning its infrastructures, marketing quality
a n d t e c h n o l o g y t o b u i l d d e e p c o m m i t me n t i n b u i l d i n g c o n s u m e r a n d
r e t a i l banking. The main focus of these banks is on innovative range of services
or products.
20
For the past three decades India's banking system has several outstanding achievements
to its credit. The most striking is its extensive reach. It is no longer confined to only
metropolitans or cosmopolitans in India. In fact, Indian banking system has reached even
to the remote corners of the country. This is one of the main reason of India's growth
process. Not long ago, an account holder had to wait for hours at the bank counters for
getting a draft or for withdrawing his own money. Today, he has a choice. Gone are days
when the most efficient bank transferred money from one branch to other in two days.
Now it is simple as instant messaging or dial a pizza. Money have become the order of
the day.
The journey of Indian Banking System can be segregated into three distinct phases. They
are as mentioned below:
1.
2.
3.
New phase of Indian Banking System with the advent of Indian Financial &
Banking Sector Reforms after 1991.
Phase-I
The General Bank of India was set up in the year 1786. Next came Bank of Hindustan
and Bengal Bank. The East India Bank established Bank of Bengal (1809), Bank of
Bombay (1840) and Bank of Madras (1843) as independent units and called it Presidency
21
Banks. These three banks were amalgamated in 1920 and Imperial Bank of India was
established which started as private shareholders banks, mostly Europeans shareholders.
In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab
National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and
1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank,
and Bank of Mysore were set up. Reserve Bank of India came in 1935.
During the first phase the growth was very slow and banks also experienced periodic
failures between 1913 and 1948. To streamline the functioning and activities of
commercial banks, the Government of India came up with The Banking Companies Act,
1949 which was later changed to Banking Regulation Act 1949 as per amending Act of
1965. Reserve Bank of India was vested with extensive powers for the supervision of
banking in India as the Central Banking Authority.
Phase-II
Government took major steps in this Indian Banking Sector Reform after independence.
In 1955, it nationalised Imperial Bank of India with extensive banking facilities on a large
scale specially in rural and semi-urban areas. It formed State Bank of India to act as the
principal agent of RBI and to handle banking transactions of the Union and State
Governments all over the country.
22
Seven banks forming subsidiary of State Bank of India was nationalised in 1960 on 19th
July, 1969, major process of nationalisation was carried out. 14 major commercial banks
in the country was nationalised.
Second phase of nationalisation Indian Banking Sector Reform was carried out in 1980
with seven more banks. The following are the steps taken by the Government of India to
Regulate Banking Institutions in the Country:
1.
2.
3.
4.
5.
6.
7.
8.
Banking in the sunshine of Government ownership gave the public implicit faith and
immense
confidence
about
the
sustainability
of
these
institutions .
Phase-III
This phase has introduced many more products and facilities in the banking sector in its
23
BANKS IN INDIA
In India the banks are being segregated in different groups. Each group has their own
benefits and limitations in operating in India. Few of them only work in rural sector while
24
others in both rural as well as urban. Many even are only catering in cities. Some are of
Indian origin and some are foreign players.
2.
3.
Internet Banking
4.
5.
Allahabad Bank
Bank of India
Andhra Bank
Union Bank
Dena Bank
Canara Bank
Syndicate Bank
Bank of Baroda
Oriental Bank
Jaipur
Bank of Maharashtra
IDBI Bank
Vijaya Bank
ICICI Bank
UCO Bank
UTI Bank
Corporation Bank
United Bank
25
Centurian Bank
Cosmos Bank
IndusInd Bank
HDFC Bank
Federal Bank
Bank of Rajasthan
Bank of Punjab
Nedungadi Bank
Saraswat Bank
ING-Vysya Bank
DhanLakshmi Bank
Kalyan Bank
Ratnakar Bank
Kotak Bank
Mandavi Bank
Internet Banking
ICICI Bank
IndusInd Bank
Bank of Baroda
Federal Bank
UTI Bank
HDFC Bank
Bank of Punjab
State Bank of Travancore
IDBI Bank
Canara Bank
HSBC
Bank of Baroda
Corporation Bank
Punjab National Bank
ING-Vysya
Citi Bank
ANG Bank
HSBC
UK
State Bank of India
Bank of India
Syndicate Bank
Canara Bank
Bank of Baroda
Bank of India
USA
Export-Import Bank Of India
Bank of Baroda
Singapore
Export-Import Bank Of India
Bank of India
France
Bank of India
27
A landmark ". COM" ventures in India between ICICI BANK and SIFY for online
distribution of retail banking products and services.
In a major development in the Internet world, ICICI Bank, the banking subsidiary of
ICICI Ltd. (NYSE: IC and IC.D) and Satyam Infoway Ltd. (NASDAQ: SIFY) announced
the setting up of a new ".COM" Bank for on-line distribution of retail banking products
and services on the Internet. This landmark agreement marks the coming together of
India's first Internet Banking provider, ICICI Bank, and India's largest private ISP and
mega-Portal, Satyam Infoway, to create a unique partnership between a major Bank and a
mega-Portal. The marriage between banking and portals is expected to be a win-win
potent combination, which is expected to result in improved customer orientation, lower
distribution cost, long-term customer relationships with ease of banking wherever and
whenever the customer wants it and enhanced profitability. The range of retail banking
products to be distributed through the portal would include savings accounts, current
accounts, fixed deposits, bill payments and other retail banking products that ICICI Bank
may offer through this on-line channel.
The surge in demand for e-commerce related services stems from the rapid growth in
Internet penetration in the country and a fundamental change in the business paradigm.
The two companies would therefore also explore several opportunities to complement
each other's strengths to capitalise on the opportunities in e-commerce. This would
include providing a platform for trade facilitation and payments over the Internet using
28
innovative banking products of ICICI Bank. SIFY has a buyer to seller ordering/selling
website, SeekandSource.com, which is on-line except for the payments that are still
physical. ICICI Bank has developed an Internet based 'business to business' payment
module for purchasers and sellers to effect payments online. A synergistic offering of
these two products would be made so that such customers/users can complete the entire
transaction and payments online.
The two companies would expect to co-operate wherever feasible to extend the reach and
channels for distribution of financial products from ICICI Bank and Internet products
from SIFY. ICICI Bank, as a part of its "Click and Brick" strategic focus would set up
ATMs at the Satyam Access Points and Cyber Cafes, thereby increasing its reach across
the country. It would also offer Satyam Internet terminals at its branches, enabling
visitors to surf the Internet, thereby attracting new customers to its branches.
The two companies shall examine further business opportunities, which would effectively
synergise the financial services strength of ICICI Bank and its Affiliates and the
technological expertise of Satyam Infoway and its Affiliates. ICICI Bank and Satyam
Infoway through this partnership will play a strategic role in providing revolutionary ecommerce solutions in India.
The memorandum of understanding was signed today between Mr. H.N Sinor, Managing
Director & CEO of ICICI Bank and Mr. R. Ramraj, Managing Director of Satyam Info
way.
29
ICICI is a diversified financial services Bank offering a wide range of products and
services to corporate and retail customers in India. ICICI Bank, a subsidiary Bank has
been the pioneer of Internet banking in India. ICICI Bank has been gearing itself for the
opportunities that would be created from the e-Commerce revolution.
Satyam Info way Ltd. is the leading integrated Internet and E-commerce Bank operating
in India. SatyamOnline, the most comprehensive portal site of Indian origin is one of the
key offerings from SIFY in the business to consumer segment. Recently it entered into an
agreement to acquire IndiaWorld Communications Private Limited, which would result in
the integration of IndiaWorld's popular websites like samachar.com, khel.com and
khoj.com with SIFY's portals. The combined portal would be the largest India related
Internet portal.
30
globalisation process have given freedom to the organisations in terms of selecting and
producing the products and services, selecting the market segment and targeting a
customer group at the same time they have to meet more rigid and regulatory
requirements to satisfy the regulators that the deregulation or liberalization does not work
against the interest of the customers and the society. The organisations also have to
safeguard their resources to protect the interest of shareholders.
The changing environment particularly that of competition, customer expectations and
emerging technology have influenced the banks word-wide. Thus, the key business
objectives of a bank are to manage increasing competition by improving their product
and services, improving efficiency and productivity by restructuring their systems and
work procedures and improving employees productivity, ensuring compliance with the
regulatory requirements and safeguarding the assets. All these issues can be addressed by
implementation of the right type of technology for the right purpose. The technologybased solutions have put the banks in a competitive advantage, improved the efficiency of
the operations and provided excellent customer service. The technology has helped the
organisations to take strategic decisions based on the on-line data rather than based on the
past experience and intuitive decisions. The computer assisted audit techniques have
helped the banks to ensure safeguarding of resources and to ensure that the banks are
operating efficiently and effectively. The extensive use of technology has also brought
down the transaction cost and the rental cost of the premises. Thus, the computerisation
of banks operations had tremendous impact on their future prospects. The central bank of
any country though operate in a monopoly situation but has to demonstrate as a role
model its efficiency and effectiveness to guide and supervise the whole banking system.
31
Recruitment
Recruitment is the process of seeking out and attempting to attract individuals in external
labour markets, who are capable of and interested in filling avPublic
Sectorlable vacancies. Recruitment is an intermediate activity whose primary
function is to server as a linked between Human Resource Planning on the one
hand on the other. Sources of recruitment are through internal and external
channels. PUBLIC SECTOR recruits its employees both externally as well as
internally. Recruitment for the Public Sector is done through interviews of
selected applicants and people who pass the interviews of selected applicants
and people who pass the interview are required to undergo a medical test
before he/she is finally placed in the Public Sectors.
Employees are also recruited through internal mobility. This is done on the basis of merit
and seniority. After passing the examination the candidates are called for an
interview along with the employees who have become eligible for promotion
on the basis of seniority.
32
33
Induction of simulators
Boeing simulators
34
Performance appraisal
It has many facets. It is an exercise of observation and judgement, it is a feedback
process, and it is organization intervention. Performance apprPublic Sectorsal is a
measurement process as well as emotional process. While it is fPublic Sectorrly easy to
pre-describe how the process should work, descriptions of how it actually works in
practice are rather discouraging.
Functions and objectives of performance apprPublic Sectorsal:
1. It seeks to provide an adequate feedback to each individual on his/her performance.
2. Its purpose is to serve as a basis for improving or changing behavior towards more
effective working habits.
3. It Public Sectorms at providing data to managers with whom they may judge future
job assignments and compensation.
Performance ApprPublic Sectorsal is used for:
1. Identifying employees for salary increase, promotion, transfer lay-off or termination
of services.
2. Determining training needs for further improvement in performance.
3. Motivating employees by indicating their performance levels.
4. Establishing a basis of research and reference for personnel decisions in future.
In PUBLIC SECTOR employees are required to fill up a self apprPublic Sectorsal form.
Employees are apprPublic Sectorsed every year in the PUBLIC SECTOR. Performance
apprPublic Sectorsal is carried out in PUBLIC SECTOR for determining training needs
for further improvements in performance, identifying employees for salary increases,
motivating employees by indicating their performance level.
Transfer & promotions:
It refers to a horizontal or lateral movement of an employee from one job to another in
the same organization without any significant change in status or pay. In PUBLIC
SECTOR two mPublic Sectorn situations generate transfer situations
1. An individual employee may request a transfer in seeking his own preference and his
own benefits.
35
2. Public Sectors may also initiate transfer as a requirement for more effective
operations or as a solution to human relations problems.
36
The duty tour undertaken by an employee at a foreign station, will be subject to the
following conditions:
(i)
The employees going abroad for temporary duty tour/training/conference, etc. are
released foreign exchange by the Bank on he basis of the prescribed per diem
rates. The employees are required to meet all their expenses in the foreign
country, like boarding and lodging, transportation expenses, incidental expenses
and cash allowance from the amount of foreign exchange so advanced to them. If
the stay abroad is for the same number of days for which foreign exchange had
been released to an employee, then the total expenses shall, not be more than the
amount of foreign exchange released to him.
(ii)
In the unlikely event of an employee having to extend his stay abroad for official
purposes, beyond the sanctioned period, he should contact his Departmental Head
well in advance, so that release of additional foreign exchange could be arranged
for him.
(iii)
In the case of hotel expenditure being less than the amount of foreign exchange
released to an employee, the unspent amount has to be refunded by the employee,
the unspent amount has to refunded by the employee, to the Bank in foreign
currency.
(iv)
38
Witbout
(kgs)
family (kgs)
720
360
540
270
Below 5,000
360
180
Provided that:
(a) The competent authority may permit transportation of such effects in the Banks own
services in which case the limits will be deemed to be inclusive of free baggage
allowance permissible under its tariffs and the transportation will be made as and
when and to the extent that space and load are avPublic Sectorlable in the Public
Sector.
(b) No costs other than those of actual transportation such packing, unpacking, storage,
insurance, handling agent charges and the like will be borne by the Bank.
Medical Facilities For Temporary Employees:
The Medical facilities applicable to permanent employees of the Bank are also applicable
to temporary employees.
Working Hours
All employees except the member of flying crew will, according to the nature of duties
assigned to and performed by them, be classified, from time to time into the following
categories.
a) Those observing 38 hours work per week including a dPublic Sectorly break of half
an hour on all working days except Saturdays.
b) Those observing 44 hours work per week including a dPublic Sectorly break of half
an hour on all working days (except Saturdays)
c) The actual hours of dPublic Sectorly work shall be such as are notified from time to
time by the regional Head at region branch.
39
Overtime
Overtime is payable only to subordinate & clerical staff members @twice the rate of
Basic Salary + D.A. for number of hours.
Pay Day
Staff will be pPublic Sectord their monthly salary usually two working days prior to the
end of the months.
Mode of payments
An employees is required to open a serving Bank A/c in a designated branch, (consult
manager/reporting head) salary will be deposited into the account. On payday, employees
will be handed a pay slip contPublic Sectorning a detPublic Sectorled breakup of the
remuneration for the month the required deductions and the net pay.
An employees commencement salary:
Commencement salary will very according to the category of employment, which will be
advised to the employee in the appointment letter. Any increases or other adjustments
arising from a salary review, change of job etc will be notified to the employee.
Retirement benefits
Every employee who has completed one years continuous service shall, subject to the
regulations to be made hereafter in this behalf, contribute the contributory provident fund
each month a minimum of 10 percent a maximum of 20 percent of his provident fund
pay. The Banks contribution to the fund shall, however, be limited to 10 percent of his
provident fund pay.
The Banks contribution to the fund is payable to the employee after five years of
membership of the fund. Subject to this an the other regulations to be made thereafter in
this behalf, all the accumulated balance to the credit of an employee on the day he ceases
to be an employee of the Bank, is payable to him or his nominee or nominees or
executors.
Gratuity
The Bank also pays gratuity to all its employees calculated at the rate of 15 days wages
for every completed year of service or part thereof in excess of six months subject to a
minimum service period of 5 years a maximum of 20 months wages. The gratuity
40
liability of the Bank is funded through the group gratuity scheme (cash accumulation
scheme) of the life insurance Corporation of India. This scheme includes a special
feature, namely, whereas gratuity payable on death under the payment gratuity act is
limited by the length of service rendered upto the time of death, the scheme provides for
the payment of an amount based on the length of service which the employee could have
put in upto the normal retirement date but for his untimely death.
Provident fund statutory contribution:
The provident fund deduction forms are part of the employees salary and represents
statutory deduction of 10% from the basic salary and DDA. The Bank contributes and
equivalent amount towards an exempted provident fund scheme managed by Trustees
drawn among the staff of Sahara Public Sectors. This is a retirement benefit.
Employees staff insurance (ESIS)
The Bank is legally obliged to deduct from an employees salary contribution to ESIS
provided that the monthly salary does not exceed Rs 6500 (Rupees six thousand and five
hundred only) the Bank also pays a higher amount as its contribution.
Insurance premium under salary saving schemes
An employee may have the premier on selected life insurance policies deducted from the
salary each pay day and credited directly to the employees policy account with the life
insurance corporation.
Loans
Equated monthly installments (EMI) towards of any loans, avPublic Sectorled by an
employee from either the Bank or the financial institutions will be deducted from salary,
on the employees authorising the Bank for such deduction. This authority letter has to
be routed through the financial institutions granting the loans.
41
Motivation
In appreciation and recognition of exemplary performance, contribution, length of service
to the PUBLIC SECTOR, the management rewards the employee appropriately. The
award is in the form of a gift or certificate as decided by the management.
The management also rewards its employees employee of the month and employee of
the year for their outstanding performance. The employees selected become the member
of staff welfare committee also. Long service awards are given to those employees who
have completed their 5 years or 10 years of service and are entitled for gifts along with
certificates.
A part from this, the Bank motivates its employees by providing them good
infrastructure. Monthly culture activities are organised to keep the employees motivation
high. Employees are given responsibility & authority in their selected area, in order to
enhance their capabilities. And promotions are given based on their performance in the
Bank. All these rewards given by the Bank attracts & motivates the employees to work
better and prove themselves.
Grievances
If any employee has a problem he can directly speak to the CEO, who is accessible to
anyone at anytime. In case a grievance arises, round the table meeting is called and
problems is dealt in best possible manner.
Communication
In PUBLIC SECTOR communication is very formal. The Bank prefers communication
in a two way process. The Bank prefers to be more informal in dealing with employees
on dPublic Sectorly basis. Since, this style of working makes the employees feel much
happier and motivated.
Public Sector India Ltd. selects the future employees keeping everything in mind right
from the qualification of the employees to the future prospects-both of the organisation
and the employees.
42
The first step involves the filling up of Manpower Indent Form. This form is filled up by
the department, which is having the vacancy. The form consists of various questions
which are to be answered like if the current vacancy is a replacement vacancy, its reason
is to be specified -the factors which resulted it like death, retirement etc.
The department is required to give the qualifications that the future candidate should
possess.
In the next step, this form is given to the Human Resource (HR) department; this
department sees if the position can be filled through internal sources. The internal sources
can be transfers, promotion etc. In the case of internal sources, the recommendations of
the employees are not taken into consideration. If the HR department does not find
suitable candidate within the organisation then this department has to give reasons for it.
The form then goes to the Corporate HR for its approval.
When the suitable candidate is not available within the organisation, the organisation then
moves to the outside world for filling up the vacancies.
If the number of employees required is large then the Bank has in its consideration three
ways
Advertisements.
The Bank maintains a databank of the candidates, which is used when the number of
vacancies to be filled up is large. The sources of databank can be the qualified candidates
who had applied in the organisation earlier but due to some reasons could not join the
organisation.
43
Advertisements are the second big source to attract the candidates. These are having
much larger scope and reach to a number of people. The qualifications required by the
organisation and the criteria could be described in detail.
Large number of consultants also constitutes a big source. Many people register
themselves with these consultants and they act as a bridge between the organisation and
the candidates. The consultants provide the Bank required details about all criteria. These
consultants are fixed for the organisation, which are chosen on the basis of their
performance. In case of overseas recruitment it is checked whether their Indian
counterparts can perform the job efficiently or not. If need arises then they are also taken
through consultants.
But if the number of vacancies is very small then the organisation takes the help of the
local consultants.
The candidates are then required to fill up the Application Form. This form requires the
candidate to fill the details regarding the previous employment, if any and his personal
data. The form is having details regarding like the marital status, organisation structure,
the position held by the candidate, his salary structure, the top three deliveries to the
organisation that proved to be beneficial to the organisation, career goals, his strengths
and weaknesses etc.
After the application form has been duly filled and submitted, the selection process starts
wherein the candidate has to pass through various stages and interview. The interview
panel consists of the persons from Corporate (HR), and other persons including the
executives from the department for which the vacancy is to be filled.
The selected candidates are then short-listed. The short listed candidates are then given
priority numbers; this is due to the reason that sometimes the candidate who is having
first priority is unable to join the organisation due to some reasons then in that case the
44
candidate next in the priority list is given preference. The candidate has to under go
medical examination and his credentials are verified.
After qualifying these stages, the candidate is then absorbed in the organisation and
explained his/her duties. This phase marks the end of the selection procedure.
Public Sector India Ltd.also performs Campus interviews as and when the need arises.
The esteemed organisation also provides apprentice training-wherein the organisation
trains the people in the working of the organisation and gives then stipend. If these
trainees are found useful to the organisation then they are absorbed in the organisation
else they are given certificate so that they can show this as an experience and get a job
elsewhere.
45
Training
These aspects of human resource management and development are essential for every
sector but in the case of tourism, they have a special significance. This is because
tourism is a service industry and here the customer is not only buying a service or a
product but he is also experiencing and consuming the quality of service which is
reflected in the performance of the person involved in the production and delivery of the
service. Since what is marketed here is a relationship between the customer and the
producer of services, the importance of human resources becomes vital for the success of
the business. Generally, in such service operations the emphasis has been on courtesy
and efficiency and it is assumed that the service in tourism is all smiles and effective
communication. However, with the changing nature of tourism and growing special
sation only smiles, communications skills and courtesy will not serve the purpose. For
example, a guide may be very good in communication but unless he or she is equipped
with knowledge and information related to the monument or the city, he or she will not be
able to perform quality service. Similarly, a driver may be very good at driving but unless
he knows the roads and addresses of the city, only his driving capabilities will be of no
help in providing quality service. And we must remember here that tourists, whether
foreign or domestic, are increasingly becoming more demanding as regards quality of
service.
46
47
Are highly focused and consistent in everything they do and say in relation to
employees,
Stress the importance of team work at each level of the organization and
These companies give less emphasis on hierarchy and formal relationship rather; they
adopt flat organizational structure in terms of span of control. Johnson further states that
these service leaders can be recognised for:
A dedication to teamwork
principles in the development of customer care within companies. These according to her
are
1)
Customer care starts at the top was meaning that commitment to the principle of
customer care must emanate from senior management levels within an
organization. Successful management is not only about the right management
style but also an attitude, ethos or culture of the organization which overrides the
management techniques used, such that in the absence of other instructions these
values will dictate how an employee will behave.
48
2)
Customer care involves everyone within the organization. It is not just about
front-line staff. The contrary view only services to reinforce the electricians or
administrators, opinion that the standard of service they give in support of the
front-line staff is not important. How can cleaners do the right job unless they
fully appreciate their customer needs and the importance of their role? High
standards of customer care cannot be achieved by ignoring seasonal, part time or
voluntary staff that represents the face of the business to many customers.
3)
Care for your staff and they will care for your customers. Too often organizations
look first to the customer, whereas the emphasis should be placed on the staff.
Improving the experience of the staff encourages a better service and a better
experience for customers. More customers are obtained thereby improving the
climate in which management and staff work.
Its a continuous, meaning that customer care is not a quick fix Research but it
long term plan.
According to V S Mahesh The nature, determinates and problem areas of service quality
within tourism points clearly to the central role of personnel, at all levels, in attaining
levels, of excellence in this respect. Development the service culture, within a Bank, and
within tourism industry, cans he seen as crucial to the success of tourism. Hence, the
activities of an HRD manager in tourism can be categorised as:
Aspect like forecasting, recruiting and induction in the human resource area are taken
care of through human resource planning. The identification of specific developmental
needs for the manpower aimed at developing and exploiting the competencies of the
human resources are taken care of through human resource development.
HUMAN RESOURCE PLANNING
49
In this Section, we will deal with certain aspects which are relevant for managers or
entrepreneurs at an organizations level in the area of human resource planning. Human
resource planing can be termed as a process for preparing a plan for the future personnel
needs of an organization. It takes into account the internal activities of the organization
and the external environmental factors. In a service industry like tourism, such planning
also aims at improving the quality of manpower resources. Human resource planning
involves:
Planning for future needs taking into account how many people with what skills and
at what levels the organization will need, and
Planning for the development of the employees by adopting in-house training and
continuing education methods to upgrade the knowledge and skills of the employees.
50
RECRUITMENT PROCEDURES IN HR
Recruitment procedure is a vital factor of an organization. If it is not done properly the
production procedure will be hampered. Hence productivity will fall down. So the
organization will be in trouble and it will affect the employer- employee relationship. So
recruitment procedure should be done in proper and correct manner. The new candidates
should replace the vacant post so that the production of the Bank does not hamper. By
this the productivity will increase and the organization will gain profit. So the employer
will be happy and will not hesitate to distribute bonus and increments to the workers. The
workers will also be more motivated to work. Hence there will be harmonious
relationship in the organization. It will also stabilize the organization in the long run.
51
52
OBJECTIVE OF STUDY
The basic objective of this report is to COMPARATIVE ANALYSIS OF
RECRUITMENT PROCESS IN PUBLIC BANKING SECTOR &
PRIVATE BANKING SECTOR. Following fundamental objectives have
been identified as the sub-objectives of the study:1. To study the identity of the recruitment & selection process in the
organization as a whole.
2. To find out the employees as per Banks vacancies.
3. To find out the various sources of advertisement of vacancies likemedia (electronic or paper or both), schools, posters etc.
4. To study the work environment and select the pattern of interview,
which can help out to select the suitable employee for the
organization.
5. To study the interpersonal relationship.
53
54
RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This includes
overall research design, the sampling procedure, the data collection method, and the
fried methods and analysis procedure.
Out of total universe 30 respondents from each Public Sector have been taken for
convenience. The sample procedure chosen for this are statistical sampling method. Here
randomly employees are selected and interviewed. An in depth interview is conducted
with the Human Resource Head. Information, which I collected, was based on the
questionnaire Public Sectores filled up by the sample employees.
Under secondary method I took the help of various reference books which I have
mentioned in bibliography and also by way of surfing through the Bank website.
PRIMARY DATA
In-depth interviews will be conducted with the top level management personnel
involved as panel members of the recruitment & selection committees of the
organisation to substantiate the questionnaire Public Sectorre administered.
SECONDARY DATA
Organisational literature: Any relevant literature Public Sector lable from the
organisation on the Bank profile, recruitment & selection procedures, Job
specifications (KSAs), department-wise break up of manpower strength and the
Public Sector sational structure.
55
In depth interviews would also be conducted with these respondents with the Public
Sector of substantiating their views Public Sector from the Questionnaire.
The total number of employees covered in the questionnaire Public Sectores are 30,
20 Business Executives and 10 Non-Business Executives.
SAMPLING ELEMENT
For the purpose of administering the Questionnaire Public Sectore, the respondents
would comprise of personnel holding senior designations within the Personnel
56
certain Public Sector typical Departments identified within the organisation, namely:
-
Stores
Finance
Operations
Electronics
Engineering
SAMPLING TECHNIQUE
Judgement Sampling would be used for the purpose of choosing the sample for the
purpose of administering Questionnaire. The identified expert would have a thorough
knowledge about all the respondents within the Personnel Department of the
organisation. Thus his/her expertise would be incorporated in locating, identifying
and contacting the required respondents.
57
58
The response entire from the HR Department (as analysed from Questionnaire
Public Sectore) represents current practice within the organisation in terms of the
sources of recruitment devices used.
The analysis of the response entire from all the other departments (as analysed from
Questionnaire Public Sectore) forming the sample, represents the perception of the
respondents from these Departments in terms of the validity and effectiveness of the
various sources/devices of recruitment/selection (specific to these Departments)
59
Working period of employees in the Bank: The above chart depicts that most of the employees are doing service as per my survey of
30 employees. Most of the employees are young in the PUBLIC SECTOR and, they
dont have the past experience of any change in recruitment . However in Public Sector
India it is just opposite they are working from last 10-15 years in the Bank.
On a survey of 30 employees done by me shows that employees completed 1 year of
service comprised 36.11%.
Similarly employees 1-2 years of service comprise 36.11. But there is only less number
of employees there about between 2-3 years comprised 19.44%. The rest i.e. 8.33%
comprised of the group of people who have been in the organization for 3-5 year.
60
From the chart it can be understood that most of the employees are inspired by the salary
23%
5%
11%
28%
16%
salary package
job prospect
see that matters much followed reputation of the Bank and working environment, which
comprised 17% and 16% respectively. Job prospect plays a minor role in the minds of a
candidate who had already joined the Bank. Location of the Bank (which comprised 5% of
the sample size) where majority of the employees are qualified with technical who in most
of the cases dare to bother the location of the Bank.
61
85%
6%
8%
3%
6%
Written
exam&interview
Written
exam,gd&interview
others
From the chart it is quiet clear that the Bank adopts various process for recruiting the
right candidate. Actual recruitment procedure followed by the Bank is by conducting
written examination followed by interview which comprised 85% of my sample survey of
30 employees. But still some candidates are also chosen through written exam, Gd
&interview comprising only 6% and others comprising only 3%. These others include
the reference of the existing employees within the organization itself.
62
Yes
No
operational level to decision making are all well educated employees. So for the
welfare of the quality of work life and other activities related to the welfare of the
workers, they are taken into consideration.
63
Q-: Corresponding to this data I have drawn a pie chart below:Employee turnover ratio
Better salary
package
7
2
More benifits
Improvement of
working condition
4
22
Career
development
opportunity
Company not
doing anything
Can't say
So it is evident from the pie chart that majority of the respondents (14) have mentioned
Better promotion / Career Development Opportunity for the retention of employees and
thereby reducing the employee turnover ratio. Only 5 respondents have mentioned more
benefits as the reason.
64
65
Q-: DOES YOUR BANK DISCLOSE THE JOB SATISFACTION AT THE TIME OF
SELECTION OF A CANDIDATE?
66
Q-: DOES YOUR BANK ASK FOR REFERENCES AT THE TIME OF SELECTION?
67
68
69
Stores
organisation
Willing employees based on their
Department
There is no cadre in the Stores
seniority basis.
Finance
Operations
Engineering
employees
for
prospects.
Experience
should
preference
for
age etc.
There should be no reservations
candidates.
In all promotions, physical fitness
should be competence.
Selection of candidates for various
with
strictly
of
Department.
lay
selecting
qualified
on
emphasis
the
basis
on
professionally
Electronics
merit
their
future
be
given
middle
level
should
Low
be
the
Qualified
individuals.
As per the merit of the candidate,
workers
selection/promotion
70
during
71
FINDINGS
90% employees said that recruitment procedure affects the performance of the
employees while 10% employees said that it does not.
75% employees believe that the recruitment procedure followed by the Bank is
appropriate while 25% employees believe its inappropriate.
65% employees say that the economy discloses the job specifications at the time
of selection of a candidate while 35% employees said the Bank doesnt disclose
job specifications at the time of selection.
100% employees said that the Bank ask for references at the time of selection.
70% employees say that the written test contribute the main factor of recruitment
but 30% employees say that written test not take a main part of recruitment.
70% employees say that Bank follows direct interview method, and 30% says
Bank follow the GD interview.
PUBLIC SECTOR prefer the fresher only 55% in campus and 45% Not prefer for
fresher in campus.
Maximum 45% persons are agree with PUBLIC SECTOR and some 30% persons
are disagree.
Maximum cases 80% medical test is done at the time in PUBLIC SECTOR but in
some cases medical test is not required.
72
Maximum cases PUBLIC SECTOR not conduct the physical examination before
selection but in some cases PUBLIC SECTOR conduct the physical examination.
Maximum PUBLIC SECTOR recruitment process for the people for future needs.
Maximum 55% favoritism is not done at the recruitment process but in some
cases 45% can done.
73
74
CONCLUSION
The study which I conducted on Human Resource Management of PUBLIC SECTOR
has been a very knowledgeable experience. The extent of knowledge derived in the
process was colossal.
At the outset, the objectives were to analyze the above mentioned fields of PUBLIC
SECTOR. The entire thesis report has been effort to do just that the insight obtain has
been helpful in undertaking what makes the industry happening.
Survival of the fittest seems to be the mantra in the Public Sector industry as many
ambitions plans toppled down in the work of varying problem. Lack capital intensive
nature of the industry regulations, the commercial decisions, poor long terms planing,
over capacity, deep waters. Industry analysts place a minimum FLF 68% to break even if
the Public Sector is using 737-200 series Public Sector but most of the Public Sector
pl7ay near of this point. Default, Delayed payments and financial crisis seems to be the
buzzwords in the aviation industry if one goes by the recent track record of some of the
pvt Public Sectors.
Factors Public Sectorling the Public Sector Industry
Crippling government regulation like 10% coverage of category two routes with
yearly average PLF of 25%
PUBLIC SECTOR seems to have kept their slates clean as far as payments and
maintenance of Public Sector is concerned. Initially after its incorporations PUBLIC
SECTOR go before establishing market leadership in the high court high risk, PUBLIC
75
SECTOR is still a fledgling one in an industry where size counts in spreading cost and
benefiting from economics of scale.
The following conclusion are what I perceive and have nothing to do with any persons or
organizations opinion.
1.
2.
A draft policy on civil aviation in Public Sector the approval of the government.
This would enhance the infrastructural facilities for the players ground
3.
PUBLIC SECTOR have, with time increased its fleet strength to grow as one of
the specialised service provider. The future plans do indicate the vision of the to be
a forerunner among the best engineering.
4.
5.
The healthy competition of domestic Public Sectors has set new trends in the
quality of service. With the oncoming the quality of services and the pride of the
job.
6.
It is a matter of great significance that the Public Sector staff new care about the
passenger comfort and take pains to see that the flights are on time. The high
percentage 98% of on time service.
7.
8.
9.
People first, is what PUBLIC SECTOR trusts upon, placing peoples interest on
top priority have made this organization a proud place to work with. Profit sharing
by PUBLIC SECTOR Public Sector and the corporate culture Oozing in side the
veins of its employees is surely a mater of envy for others.
10.
Valve for money objective of PUBLIC SECTOR have worked, since its
competitors have started strategic shits in pricing policy, sales promotion Schemes
and quality of service.
11.
All sPublic Sectord and done, one most conclude by emphasizing that there is
nothing more interesting and stimulating then to come in close contact with a Bank
which is every employees dream place.
77
78
LIMITATIONS OF MY STUDY
The scope of the study in terms of coverage is limited to the Technical operations of
the PUBLIC SECTOR.
Within the organisational layout, the research study would be largely confined to the
Personnel and Administration Department.
Within the organisation the study is limited to the top-level management of the
Personnel Department of the organisation (out of which a sample of the respondents
are also members of the Recruitment & Selection committee). This is for the purpose
of administering the questionnaire.
In line with the purpose of conducting employee interviews, the study would be
confined to personnel holding typical designations within the organisation at different
levels of management.
Although the limitations that I faced in the organizations is the absence of Trade
Unions co-operation, otherwise which could have help me in understanding the
industrial relations in a comprehensive manner. Secondly, the limitation that I have, is
the scope of collection of sample size which was confined to only one department,
which would have other wise made my study and observations in an effective manner.
79
80
RECOMMENDATIONS
The organisation should deploy a segmentation matrix for the purpose of talent
sourcing. This is in line with the identification of the talents that the organisation
needs to attract for value creation. At the same time, the matrix also serves to screen
any redundant talents that the organisation does not require within its pool of
PUBLIC SECTOR.
The PUBLIC SECTOR should endeavor to find out as to what attracts the right
employees to apply to the organisation. Thus, knowing what the potential candidates
who apply expect from the organisation and the reasons behind their desire to work
for the organisation will help in 'working out' relevant recruitment policies. PUBLIC
SECTOR could emerge as a highly successful organisation in recruiting and desired
applicants, when such applicants experience work culture consistent with their
expectations. For the same, the HR Department needs to 'learn' the patterns and
develop programs that support recruitment and retention strategies. They can follow a
simplified 'waterfall recruitment process' to recruit 'world class' talent.
Inter-personal skills
Planning
Adjustment
Country political pressure: Political pressure exerted by trade unions is one of the
biggest problems faced by PUBLIC SECTOR. These trade unions leaning towards
particular political groups hamper the natural process of recruitment. The relevant
authorities within the organisation should induce requisite efforts in this emergent
political influence coupled with appropriate government assistance.
82
LIMITATIONS OF MY STUDY
The scope of the study in terms of coverage is limited to the Technical operations of
the PUBLIC SECTOR.
Within the organisational layout, the research study would be largely confined to the
Personnel and Administration Department.
Within the organisation the study is limited to the top-level management of the
Personnel Department of the organisation (out of which a sample of the respondents
are also members of the Recruitment & Selection committee). This is for the purpose
of administering the questionnaire.
In line with the purpose of conducting employee interviews, the study would be
confined to personnel holding typical designations within the organisation at different
levels of management.
Although the limitations that I faced in the organizations is the absence of Trade
Unions co-operation, otherwise which could have help me in understanding the
industrial relations in a comprehensive manner. Secondly, the limitation that I have,
is the scope of collection of sample size which was confined to only one department,
which would have other wise made my study and observations in an effective manner.
83
CONCLUSION
The study which I conducted on Human Resource Management of PUBLIC SECTOR
has been a very knowledgeable experience. The extent of knowledge derived in the
process was colossal.
At the outset, the objectives were to analyze the above mentioned fields of PUBLIC
SECTOR. The entire thesis report has been effort to do just that the insight obtain has
been helpful in undertaking what makes the industry happening.
Survival of the fittest seems to be the mantra in the Public Sector industry as many
ambitions plans toppled down in the work of varying problem. Lack capital intensive
nature of the industry regulations, the commercial decisions, poor long terms planing,
over capacity, deep waters. Industry analysts place a minimum FLF 68% to break even if
the Public Sector is using 737-200 series Public Sector but most of the Public Sector
pl7ay near of this point. Default, Delayed payments and financial crisis seems to be the
buzzwords in the aviation industry if one goes by the recent track record of some of the
pvt Public Sectors.
Factors Public Sectorling the Public Sector Industry
Crippling government regulation like 10% coverage of category two routes with
yearly average PLF of 25%
PUBLIC SECTOR seems to have kept their slates clean as far as payments and
maintenance of Public Sector is concerned. Initially after its incorporations PUBLIC
SECTOR go before establishing market leadership in the high court high risk, PUBLIC
84
SECTOR is still a fledgling one in an industry where size counts in spreading cost and
benefiting from economics of scale.
The following conclusion are what I perceive and have nothing to do with any persons or
organizations opinion.
12.
13.
A draft policy on civil aviation in Public Sector the approval of the government.
This would enhance the infrastructural facilities for the players ground
14.
PUBLIC SECTOR have, with time increased its fleet strength to grow as one of
the specialised service provider. The future plans do indicate the vision of the to be
a forerunner among the best engineering.
15.
16.
The healthy competition of domestic Public Sectors has set new trends in the
quality of service. With the oncoming the quality of services and the pride of the
job.
17.
It is a matter of great significance that the Public Sector staff new care about the
passenger comfort and take pains to see that the flights are on time. The high
percentage 98% of on time service.
18.
19.
20.
People first, is what PUBLIC SECTOR trusts upon, placing peoples interest on
top priority have made this organization a proud place to work with. Profit sharing
by PUBLIC SECTOR Public Sector and the corporate culture Oozing in side the
veins of its employees is surely a mater of envy for others.
21.
Valve for money objective of PUBLIC SECTOR have worked, since its
competitors have started strategic shits in pricing policy, sales promotion Schemes
and quality of service.
22.
All Public Sectord and done, one most conclude by emphasizing that there is
nothing more interesting and stimulating then to come in close contact with a Bank
which is every employees dream place.
86
87
BIBLIOGRAPHY
1. BOOKS
Robbins P. Stephens, Organisational Behavior, Prentice Hall, 7th Edition, Chapter 16,
pages 636-641.
Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th
Edition, Chapter 11, pages 217-245.
2. Magazines
India Today
Todays traveller
A&M
Business Today
Business World
Business Digest
3. News Paper
Times of India
Hindustan Times
Economic Times
The Pioneer
The Hindu
Catalyst
Financial Express
4. Web sites
www.Public Sector.com
www.indiatimes.com
88
89
QUESTIONNAIRE
NAME:
BANK:
DESIGNATION:
DEPARTMENT:
1. What is the working period of employees in the Bank?
Within 1 year
Between 1-2 years
Between 2-3 years
Between 3-5 years
2. What are the reason of the candidate to join the Bank?
Reputation of the Bank
Salary package
Working environment
Job prospects
Others
4. Did you get the same job specification as offered during the interview?
Yes
No
No
6. Does your Bank disclose the job satisfaction at the time of selection of a candidate?
Yes
No
90
No
8. What percent of the selection procedure does the written test contribute?
Yes
No
GD interview
Other
10. Rank the selection criteria for opening account with bank?
Services
Location
Charges
11. Kindly rank the reasons for yours preference in this particular bank?
Location
Friendly Behavior
Reliability
Insurance
Mobile Banking
Atm
Very Good
Good
No
16. Would you like to give any suggestions for the better functioning of banks in these
sectors?
Public Sector
Private sector
91