CENTURY RAYON is a Division of Century Textiles

Job Analysis of Century Rayon Company

CHAPTER I

CENTURY RAYON is a division of Century Textiles & Industries Limited, which belongs to

B. K. Birla Group of Companies, one of the largest industrial houses in India. The division is

situated at Shahad, about 60 Kms, North of Mumbai, on the bank of Ulhas River.

Rayon division at Shahad commenced its operations in 1956 with an industrial production

capacity of 5.5 Tons of Viscose filament yarn per day. Today, it is the largest producer of

viscose filament yarn in the country, having the capacity of 45 tons per day.

Century Rayon commenced Caustic Soda production for its captive consumption way back in

the year 1964 with 30 TDP mercury cell plant. In the year 1993, the company installed

pollution free membrane cell plant and discontinued mercury cell plant. Today, it produces

55 TDP of Caustic Soda & allied chemicals. Century Rayon also produces Carbon-

disulphide, Sulphuric Acid which are the basic raw materials for producing viscose filament

yarn.

It’s now one of the largest manufacturer & exporter of Viscose Filament Pot Spun Yarn,

Continuous Spun Yarn, & Tyre Yarn. All these plants are accredited with ISO 9001: 2000

Certification. Century Rayon commands 28% of the Indian Viscose Filament Yarn market.

The financial annual turnover exceeds INR 400 crores (approx US $ 90 Million).

PLANT PRODUCT CAPACITY

Rayon (Estd.1056) Viscose Rayon Filament Yarn 16,000 MT/annum

Tyre Yarn/ Cord (Est. 1963) High Tenacity Tyre Yarn 6,500 MT/annum

CSY (Est. 1998) Continuous Spun Yarn 2.500 MT/annum


Inn 1963, the rayon Division diversified in to production of high tenacity viscose tyre

yarn/cord. The plant was installed in collaboration with Algemene Kuntzidjeunu NV of

Holland & Galansztoff AG of Germany. Today the plant is operating at 18 TPD production

capacity.

In the year 1998, the “State of Art” machines for production of Continuous Spinning Yarn

were installed. Continuous Spun Yarn has many advantages over conventional pot spun

viscose filament yarn. The plant was expanded to capacity of 7 TPD in year 2003.

Rayon is one of the most peculiar fabrics in commercial use today. Strictly speaking it is not

an artificial fiber, because it is derived from naturally occurring cellulose. It is not, however,

a natural fabric because cellulose requires extensive processing to become RAYON. Rayon is

usually classified as manufactured fiber and considered to be “Regenerated Cellulose”.

Skeins of artificial silk produced by the viscose above shows the first attempt to make

colored

Spinning syndicate Silks.Rayon is the oldest manufactured fiber, having been in production

since the 1880’s in France, where it was originally developed as a cheap alternative to silk.

DuPont Chemicals acquired the rights to the process in the 1920’s and quickly turned rayon

into a household world, churning out yards of the cheap, versatile fabric. Rayon drapes well,

is easy to dye, and is highly absorbent, although it tends to age poorly. Many rayon products


yellow with age and pill or form small balls and areas of roughness where the fabric is most

heavily worn.Rayon is a manufactured regenerated cellulose fiber, because it is produced

from naturally occurring polymers, it is neither a truly synthetic fiber nor a natural fiber; it is

a semi-synthetic fiber. Rayon is known by the names Viscose Rayon and art silk in the textile

industry. It usually has a high luster quality giving it a bright shine. Rayon contains the

chemical element carbon, hydrogen, and oxygen.

Cellulose is treated with alkali and carbon disulfide to yield viscose.


USES OF RAYON

Some major rayon fiber includes apparel (E.g. Blouses, Dresses, Jackets, Lingerie, Linings,

Scarves, Suits, Ties, Hats, and Socks) furnishings (E.g. Bed spreads, Blankets, Window

Treatments, Upholstery, Slipcovers) industrial uses (E.g. Medical surgery products, Non

woven products, tire cord), and other uses (E.g. Yarn, Feminine hygiene products, Diapers)

A sample of rayon from skirt, blouse, shirt with different texture.

HISTORY:-

Nitrocellulose

The fact that Nitrocellulose is soluble in organic solvents such as Ether & Acetone, made it

possible for Georges Audemars to develop the first “Artificial Silk” about 1885, but his

method was impractical for commercial use. The commercial production started in 1891, but

it was flammable, and more expensive than acetate or cuprammonium rayon. Because of this,

production was stopped before World War I, for example in Germany. Briefly, it became

known as “Mother-in-law silk”. Nathan Rosenstein invented the spunize process by which he

turned rayon from hard fiber to a fabric. His allowed Rayon to become a popular raw material

in textiles.

Acetate method:

Paul Schutzen berger discovered that cellulose can be reacted with acetic anhydride to form

cellulose acetate. The triacetate is only [citation needed] soluble in chloroform making the

method expensive. The discovery that hydrolyzed cellulose acetate is soluble in less polar

solvents, like acetone, made production of cellulose acetate fibers cheap and efficient.

Cup ammonium Method:

The German chemist Eduard Scheweizer discovered that tetra amine copper dihydroxide

could dissolve cellulose. Max Fremery & Johann Urban developed a method to produce

carbon fibers for use in light bulbs in 1897. Production of Rayon for textiles started in 1899

in the Vereinigte Galanzstofffariken AG in Oberbrunch. Improvement by J. P. Bamberg AG

in 2004 made the artificial silk a product comparable to real silk.


VISCOSE METHOD

Finally, in 1894, English chemist Charles Frederic Cross, and his collaborators Edward John

Bevan, & Clayton Beadle patented their artificial silk, which they named “VISCOSE”,

because the reaction product of carbon disulphide and cellulose in basic conditions gave a

highly viscous solution of Xanthate. The first commercial viscose rayon was produced by the

UK Company Courtaulds Fibers in 1905. Avtex Fibers Incorporated began selling their

formulation in the United States in 1910. The name “RAYON” was adopted in 1924, with

“VISCOSE” being used for the viscous organic liquid used to make both rayon and

cellophane. In Europe, though, the fabric itself became known as “Viscose”, which has been

ruled an acceptable alternative term for rayon by the U.S. Federal Trade Commission. The

method is able to use wood (Cellulose & Lignin) as a source of cellulose while the other

methods need lignin-free cellulose as starting material. This makes it cheaper and therefore it

was used on a larger scale than the other methods. Contamination of the waste water by

carbon disulfide, lignin and the xanthates made this process detrimental to the environment.

Rayon was only produced as a filament fiber until the 1930’s when it was discovered that

broken waste rayon could be used in staple fiber. The physical properties of rayon were

unchanged until the development of high-tenacity rayon in the 1940’s. Further research &

development led to the creation of high-wet-modulus rayon (HWM Rayon) in the 1950’

MAJOR FIBER PROPERTIES:-

Rayon is a very versatile fiber and has the same comfort properties as natural fibers. It can

imitate the feel and texture of silk, wool, cotton and linen. The fibers are easily dyed in a

wide range of colors. Rayon fabrics are soft, smooth, cool, comfortable, and highly

absorbent, but they do not insulate body heat, making them ideal for use in hot and humid

climates. The durability and appearance retention of regular rayon are low, especially when

wet; also, rayon has the lowest elastic recovery of any fiber. However, HWM rayon is much

stronger and exhibits higher durability and appearance retention. Recommended care for

regular is dry-cleaning only. HWM rayon can be machine washed.


BASIC PRINCIPLESOF RAYON FIBER PRODUCTION:-

In the production of Rayon, purified cellulose is chemically converted in to a soluble

compound. A solution of this compound is passed through the spinneret to form soft

filaments that are then converted or “Regenerated” into almost pure cellulose. Because of the

reconversions of the soluble compound to cellulose, Rayon is referred to as a regenerated

cellulose fiber. There are several types of Rayon fibers in commercial use today, named

according to the process by which the cellulose is converted to the soluble form and then

regenerated. Rayon fibers are wet spun, which means that the filaments emerging from the

spinneret pass directly into chemical baths for sodifying of regeneration. Viscose rayon is

made by converting purified cellulose to Xanthate, dissolving the Xanthate in dilute caustic

soda and then regenerating the cellulose from the product as it emerges from the spinneret.

Most rayon is made by the viscose process.

PRODUCTION OF VISCOSE

Viscose Process:

Most commercial rayon manufacturing today utilizes the viscose process. This process dated

to the early 1900’s, with most of the growth in production occurring between 1925 & 1955.

In the early period, production was mainly textile filament, although the first staple was

produced in 1916. High performance rayons, such as tire cord, did not appear until the late

1930’s with the advent of hot-stretching and addition of larger amounts of zinc to the spin

bath. Invention of modifiers in 1947 brought on super tire cords and marked the beginning of

the high-performance rayon fibers.

All of the early viscose production involved batch processing. In more recent times,

processes have been modified to allow some semi-continuous production. For easier

understanding, the viscose process is a batch operation..

Cellulose:

Purified cellulose for rayon production usually comes from specially processed wood pulp. It

is sometimes referred to as “Dissolving Cellulose” or “Dissolving Pulp” to distinguish it from

lower grade pulps used for papermaking and other purposes. Dissolving cellulose is

characterized by high α-cellulose content. I.e. it is composed of long-chain molecules,

relatively free from lignin and hemicelluloses, or other short-chain carbohydrates.


Steeping:

The cellulose sheets are saturated with a solution of caustic soda (or sodium hydroxide) and

allowed to steep for enough time for the caustic solution to penetrate the cellulose and

convert some of it into “Soda cellulose” the sodium salt of cellulose. This is necessary to

facilitate controlled oxidation of the cellulose chains and the ensuing reaction to form

cellulose Xanthate.

Pressing:

The soda cellulose is squeezed mechanically to remove excess caustic soda solution.

Shredding:

The soda cellulose is mechanically shredded to increase surface area and make the cellulose

easier to process. This shredded cellulose is often referred to as ‘White crumb”.


Ageing:

The white crumb is allowed to stand in contact with the oxygen of the ambient air. Because

of the high alkalinity of white crumb, the cellulose is partially oxidized and degraded to lower

molecular weights. This degradation must be carefully controlled to produce chain lengths

and short enough to give manageable viscosities in the spinning solution, but still long

enough to impart good physical properties to the fiber product.

Xanthation:

The properly aged white crumb is placed into a churn, or other

mixing vessels, and treated with gaseous carbon disulfide. The soda

cellulose reacts with carbon disulfide to form Xanthate ester groups. The carbon disulfide

also reacts with the alkaline medium to form inorganic impurities which give the cellulose

mixture a characteristic yellow color and this material is referred to as “Yellow crumb”.

Because accessibility to the carbon disulfide is greatly restricted in the crystalline regions of

the soda cellulose, the yellow crumb is essentially a block co-polymer of cellulose and

cellulose Xanthate.

Dissolving:

The yellow crumb is dissolved in aqueous caustic solution. The large Xanthate substituents

on the cellulose force the chains apart, reducing the inter chain hydrogen bonds and allowing

water molecules to solvate and separate the chains, leading to solution of the otherwise in

soluble cellulose. Because of the blocks of unxanthated cellulose in the crystalline regions,

the yellow crumb is not completely soluble at this stage. Because the cellulose Xanthate

solution (or more accurately, suspension) has a very high viscosity, it has been termed

“Viscose”.


Ripening:

The viscose is allowed to stand for a period of time to “Ripen”. Two important processes

occur during ripening: Redistribution and loss of Xanthate groups. The reversible Xanthation

reaction allows some of the Xanthate groups to revert to cellulosic hydroxyls and free carbon

disulfide CS2 . This free CS2 can then escape or react with other hydroxyn on other portions

of the cellulose chain. In this way, the ordered, or crystalline, regions are gradually broken

down and more complete solution is achieved. The CS2 i.e. lost reduces the solubility of the

cellulose and facilitates regeneration of the cellulose after form in to a filament.

Filtering:

The viscose is filtered to remove undissolved materials that might disrupt the spinning

process or cause defects in the rayon filament.

Degassing:

Bubbles of air entrapped in the viscose must be removed prior to extrusion or they would

cause voids, or weak spots, in the fine rayon filaments.

Spinning:

The viscose is forced through a spinneret, a device resembling a shower head with many

small holes. Each hole produces a fine filament of viscose. As the viscose exits the spinneret,

it comes in contact with a solution of sulfuric acid, sodium sulfate and, usually, Zn++ ions.

Several processes occur at this point which cause the cellulose to be regenerated and

precipitate from solution. Water diffuses out from the extruded viscose to increase the

concentration in the filament beyond the limit of solubility. The Xanthate groups form

complexes with the Zn++ which draw the cellulose chains together. The acidic spin bath

converts the Xanthate functions into unstable Xantheic acid groups, which spontaneously lose

CS2 and regenerate the free hydroxyls of cellulose. This is similar to the well-known reaction

of carbonate salts with acid to form unstable carbonic acid, which loses CO2. This results in

the formation of fine filaments of cellulose, or rayon.

(JET USED IN SPINNING)

Drawing:

The rayon filaments are stretched while the cellulose chains are still relatively mobile. This

causes the chains to stretch out and orient along the fiber axis. As the chains become more

parallel, inter chain hydrogen bonds form, giving the filaments the properties necessary for

use as textile fibers.


Washing:

The freshly regenerated rayon contains many salts and other water soluble impurities which

need to be removed. Several different washing techniques may be used. In cake conditioning

room, cakes are kept in 65% humid atmosphere to retain moisture and become soft and

conditioned.

Cutting:

If the rayon is to be used as staple (i.e. discreet lengths of fiber), the group of filaments

(termed “TOW”) is passed though a rotary cutters to provide a fiber which can be processed

in much the same way as cotton.

Yarn is a long continuous length of interlocked fibers, suitable for use in the production of

textiles, sewing, crocheting, knitting, weaving, embroidery and rope making.

Thread is type of yarn intended for sewing by hand or machine. Modern manufactured

sewing threads may be finished with wax or other lubricants to with stand the stresses

involved in sewing. Embroidery threads are yarns specifically designed for hand or machine

embroidery.


YARN SPOOLS OF THREAD

Structure:

Spun yarn is made by twisting or otherwise bonding staple fibers together to make a cohesive

thread. Twisting fibers in to yarn in the process called spinning can be dated back to the

upper Paleolithic, and yarn spinning was one of the very first processes to be industrialized.

Spun yarns may contain a single type of fiber, or be blend of various types. Combining

synthetic fibers (which have high strength, artificial luster, and fire retardant qualities) with

natural fibers (which have good water absorbance and skin comforting qualities) is very

common. The most widely used blends are cotton-polyester and wool-acrylic fiber blends.

Blends of different natural fibers are common too, especially with more expensive fibers such

as Angora and Cashmere.

Yarns are made up of a number of plies, each ply being a single spun yarn. These single plies

of yarn are twisted in the opposite direction (plied) together to make a thicker yarn.

Depending on the direction of this final twist, the yarn will be known as S – TWIST or Z –

TWIST. For a single ply, the direction of the final twist is the same as its original twist.

Filament yarn consists of filament fibers twisted together. Thicker monofilaments are

typically used for industrial purposes rather than fabric production or decoration. Silk is a

natural filament, and synthetic filament yarns are used to produce silk-like effects.

Texturized yarns are made by a process of air texturizing (sometimes referred to as

taslanizing), which combines multiple filaments yarns into a yarn with some of the

characteristics of spun yarns.


A SPINNING JENNY, SPINNING MACHINE WHICH INITIATED THE INDUSTRIAL

REVOLUTION & Z AND S TWIST

VISCOSE PROCESS OF RAYON YARN PRODUCTION

1. PULPER:-

Pulp is cellulose and mostly obtained from Eucalyptus plant.

In pulper, pulp + caustic are mixed properly to form alkali cellulose slurry.

2. HOMOGENISER TANK:-

It receives alkali cellulose slurry from pulper through pump.

The homogenizer tank is surrounded by jacket through which hot water is circulated

to maintain temperature of slurry at 470C

3. GRASIM DRUM PRESS:-

As the name suggests it is made up of 2 drums which rotates in opposite direction so

that the solid particles (alkaline cellulose slurry) can be grabbed by drums to form

mat.

The liquid caustic and dissolved impurities removed from the Grasim drum press can

be reused.

4. SHREDDER:-

Alkali cellulose mat gets cut here into pieces to form filthy crumbs.

5. AGEING DRUM:-

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Long chain polymers are converted into short chain polymers by air oxidation.

Time for one rotation is 3 min.

The alkali cellulose is oxidized for 8 hrs.

6 .HOPPER:-

It weights up to 2000 kg of alkali cellulose and then dumps it into simplex.

Hopper balance is calibrated periodically to avoid any error in batch weight.

7 .XANTHATOR:-

After dumping alkali cellulose in Xanthator, vacuum is created in simplex to avoid

inflammation during addition of CS2 (highly inflammable and toxic).

Here, alkali cellulose is converted into sodium cellulose Xanthate which is in the form

of sticky balls.

To dissolve the Xanthate balls chilled NaOH ( 8OC-24GPL) is added to 5500 liters.

8. DISSOLVER:-

Xanthate slurry from simplex form raw viscose for further purposes.

The impurities present the slurry mainly contains air bubbles, particles and maturity.

9 .BLENDER:-

Viscose is constantly agitated in blender.

10 .GRASIM CONTINOUS FILTER (GCF):-

This is Іst stage filter.

Different size particles are separated in this filter.

11. RECEIVING TANK (REACTION TANK):-


This is Пnd stage filter.

Waste impurities are allowed to settle down.

12. B – TANK:-

It is a type of storage tank and has same purpose as reaction tank.

13 .FLASH DEAERATOR:-

Viscose is passed by feed pump to flash deaerator where air bubbles are removed to

avoid breaking of filament.

14. F.D.BLENDER:-

This is Шrd stage filter.

Here fine particles are filtered away.

15. SPINNING VISCOSE TANKS:-

The viscose is metered by a viscose metering pump for each spinning position.

The metering pump action ensures constant and regular delivery of viscose to the

candle filter and spinning jet.

Any change in the speed of pump drive will change the deiner of the yarn. (Denier is

wt. in Gms of 9000m length of a yarn.)

16. SPINNING DEPARTMENT:-

Viscose is passed in spinning department through pumps.

In this, spinnerets are submerged in the acid spin bath.

The acid spin bath contains 3 main acids , H2SO4 , ZnSO4 & Na2SO4 respectively

H2SO4 (138 gpl) helps neutralize caustic in viscose.

ZnSO4 (16 gpl) helps to give strength.

Na2SO4(238 gpl ) helps solidification and regeneration .


Spinneretes (jets) are made up of an alloy of noble metals like gold, platinum and

rhodium. It has 24 holes having diameter of 250 microns.

As the viscose sol. Passes through spinnerets into the acid bath it solidifies into

filaments.

Cake formation takes place due to Bakelite spinning pot which rotates at about 7800

rpm.

17 .WASHING:-

Washing of cake is done by soft water and by using various chemicals like EDTA,

FSS etc.

Bleaching is also done in order to remove yellowness

18 .HYDRO EXTRACTOR:-

It is used to remove water.

19. DRYING:-

After washing the yarn contains 200 % moisture.

In drying process the moisture% is brought down to 0% by maintaing 900c for 68-72

hrs.

20. CAKE CONDITIONING ROOM (C.C.ROOM):-

In C.C.Room cakes are kept in 65% humid atmosphere to retain moisture and become

soft and conditioned.

21. CONNING:-

Conning is done to form a uniform bundle of yarn.

3 cakes may give 1 cone.

EFFLUENT TREATMENT


The viscose fiber industry requires huge amount of water of which only a small fraction is

incorporated in the product the remainder fined the ways into the water ways as effluent

water. Principally two types of wastes originate in the viscose Rayon plant-acidic and

alkaline.The acid water also discharged from the industry contains chiefly sulfuric acid,

sodium, and sulphate and zinc sulphate. The alkali wastes contain sodium hydroxide soluble

hemi cellulose of row pulp, residual viscose, sodium polysulphides and sodium thiosulphate.

Effluent flow of 27000m3/day is being neutralized by addition of lime solution on the way of

equalization tank. Hydraulic system has been provided into the tank for equalizing effluent

quality and to keep the solids in suspension.

EXISTING EFFLUENT TREATMENT SYSTEM

There is automatic addition of lime near CS2 plant as the effluent coming is highly acidic.

There is pH meter present to detect the pH of the effluent. There is another automatic lime

addition sensor near ETP inlet were the automatic lime addition is done in order to increase

the pH. This effluent further goes to neutralizer equalization tank

1. NEUTRALISER EQUALISATION TANK (NET) FOR NORMAL EFFLUENT.

Total effluent from acid plant, boiler house rayon plant and tyre cord plant gets collected in

neutralization tank. This effluent contains soda, ash, charcoal, and ash-dust. The normal

effluent flow in equalization tank 22000m3/day.In order to prevent settlement of (soda, ash,

charcoal, ash-dust) the circulatory motion of water is maintained by used of hydraulic pump.

3 hydraulic pumps are present out of which 2 are 24 hr in working position and 1 pump is in

spare. The effluent water from neutralizer equalization tank (NET) is pumped to flash mixer

were coagulant is added for removal of small particles and colloids and also for reducing

BOD and COD to some extent. From flash mixer the effluent water is pumped to

clariflocculator with the help of NEP pump. (Neutralizer equalization pump). Incoming

effluent in (NET) is almost neutralized by inlet auto control value by addition of lime. In

certain times the concentration of effluent is highly acidic which is not neutralized by outlet

inlet control valves. In such condition two additional auto control valves with lime are given

in NET namely New equalization tank stage - 1 and New equalization tank stage - 2 due to

use of these two auto control valves lime almost all effluent is neutralized. There is no

treatment present in the plant to treat alkali effluent.

CLARIFLOCULATION FOR NORMAL EFFLUENT


The treated effluent from NET is pumped with help of NEP pump in clarifloculator. In

clarifloculator two chambers are provided. In inner chamber there is sludge present along

with effluent water. The sludge settles down and is transferred to Thickener. The effluent

water which is now sludge free is carried out to outer chamber from the opening present at

the bottom of the inner tank, then it goes to Aeration tank.

ZINC REDUCTION PLANT

Zinc rich waste from rayon plant is separated from the rest of the industrial effluent. Then

lime slurry is added to adjust pH of the zinc waste in pH adjustment tank. Lime addition is

controlled by pH controller which is automatic. The overflow from pH adjustments tank is

sent to flash mixing unit where floculant is added to coagulate zinc or zinc hydroxide. From

flash mixture the effluent passes to clarifloculator where large blocks of zinc hydroxide is

formed and settled in the outer zone of the clarifloculator. From clarifloculator which is rich

in zinc hydroxide is pumped to thickener. From thickener sludge is subjected to centrifuge

where water and moist sludge are separated. Sludge goes to Thickener tank and effluent

water is transferred to Aerator.

REMOVAL OF SLUDGE PRESENT IN CLARIFLOCULATOR

The sludge (solid) acquired from clarifloculators of normal effluent treatment plant and zinc

recovery plant are transferred to gravity thickener where concentration of sludge with

supernant takes place. It’s later pumped to centrifuge for dewatering of solid. The sludge cake

having 30% - 40% solid separated. the liquid or effluent water separated from the sludge is

transferred to Aeration tank.

AERATION TANK

Four aerators are provided in the aeration tank. They are immersed in water two of the

aerators are in working condition for 24 hr and 2 are in real condition. The aerators are used

to increase the DO (Dissolved O2) before the final discharge.

TOTAL QUALITY MANAGEMENT (TQM)


Among its guiding principles, the company has adopted Total Quality Management (TQM)

concepts as core policy to bring about cultural changes in the organization, where customer’s

delight is Prime Motto.To achieve appreciation of our products from domestic and

international customers, we shall able to provide products and services of desired quality at

competitive cost. In this chemical laboratory following things are analyzed:

Pollution analysis

Water analysis

Standardization and preparation of chemicals


Job Analysis Process & HR Polices

HUMAN RESOURCE MANAGEMENT

For any business to run one needs four M’s namely Man, Money, Machine and Material.

Managing other three resources other than men, are easy to handle. Men are very difficult to

handle because no two human beings are similar in all way. Human beings can think, feel and

give response. Handling humans is more important for any business because human being

have crucial potential that may be very profitable for the business. And these potential can be

developed to an unlimited extent if they are provided with proper environment. So the

function of managing men is as important as finance or marketing function in any business.

HRM refers to practices and policies framed for the management of human resources in an

organization, including Recruiting, screening, rewarding and appraising.”

Human resources have at least two meanings depending on context. The original usage

derives from political economy and economics, where it was traditionally called labor, one of

three factors of production. The more common usage within corporations and businesses

refers to the individuals within the firm, and to the portion of the firm's organization that

deals with hiring, firing, training, and other personnel issues. This article addresses both

definitions.

The objective of Human Resources is to maximize the return on investment from the

organization's human capital.

THE SCOPE OF HRM is indeed very vast. All major activities in the working life of a

worker-from the time of his or her entry into the organization until he or she leaves- come

under the purview of HRM.

Specifically, the activities include are

HR Planning

Job analysis and design

Recruitment and selection

Orientation and placement

Training and development

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PRESIDENT HR

CORPORATE HRENTITY

HR

CIRCLE HR

CEO


HR STRUCTURE

CORPORATE HR: Activities taken up by Corporate HR are

Policy making

Implementing suggestions - HEWITT CONSULTANT

Strategic planning

ENTITY HR: Activities taken up by Entity HR are

Execution of policies and practices

Targets for recruitment of Circle HR

CIRCLE HR: Activities taken up by Circle HR are

Recruitment

Appointment

Training


Payroll

Employees issues

Exit full & final

HR FUNCTIONS

TALENT ACQUASITION

Sourcing activity

TALENT DEVELOPMENT

Performance management system

Training

Carrier planning

Suggestion planning

TALENT MANAGEMENT

Operation HR

RECRUITMENT PROCESS

STEP1MANPOWER PLANNING .

AOP (Annual Operating Plan), this process is taken up every year. It is taken up at Personal

Level and Entity Level. Several points like Revenue generation, Acquisition number, etc.

STEP 2: SOURCING ACTIVITY .

There are three types of sourcing done at Reliance. After the resumes of candidates are

chosen then the same is sent to the department head where the vacancy arises. The

department head will then shortlist the same and they ask the HR department to fix an

interview with the selected candidates. There are two type of interview which is taken up at

Reliance, firstly the Functional interview and then the Functional Head and HR Head takes

the interview.

INTERNAL SORCING


Employee Reference

Re-employment of former employee

EXTERNAL SOUCING

Placement Consultant – Ruchika, the Age, the Avenue.

Job Portals - Monster, NAUKRI.

Campus Recruitment

STEP 3: APPROVAL.

The HR executives will Negotiate the CTC with the candidate.

The approval is sent to the CRC (Corporate Recruitment Cell).

Then after it is sent to ECRC.

Then the same is sent to CRL.

The same is then sent to Management for SAP Applicant Code.

The applicant code is given to HR CIRCLE.

OFFER is made to the candidate, which leads to the Joining Procedure.

AVERAGE TIME PERIOD:

The process of recruitment takes about 10 – 15 days

ELIGIILITY CRITERIA:

Education Qualification – MBA with any specialization

Not frequent job changes

Tenure of last job should at least be 1.5 – 2 yrs

OTHER REQUIREMENTS:

Reference check is usually done for High level job

The recruitment may differ with the current position of the business

INTERNAL SOURCING


In the event of an open position in Reliance Communication, suitable candidates are first

searched internally within the organization. This is based upon in-house talent which could be

redeployed.

Advertisement for internal vacant position is done by following two ways:

Through sending mail to all Reliance Infocomm employees across all locations including

DAKC (Dhirubhai Ambani Knowledge City)

Through DAKC Circular

Employees of Reliance Communication who have completed more than 12 months of

continuous service only those employees can apply for position placed on Intranet.

Internal candidates are considered in accordance with their abilities and potential. The

process is coordinated by CRC (Central Recruitment Cell) at Corporate Office.

EMPLOYEE REFERENCE: In Reliance Communication, Employees can refer a candidate

with whom he/ she have worked in his/ her previous employment. Employees can check

available vacancies on Intranet and can submit the resumes of prospective candidates who fit

the Job profile.

RE-EMPLOYMENT OF FORMER EMPLOYEE: Re Hiring of an employee done in

Reliance Communication with a view to take trained manpower back in the company. Re

Hiring is done as per the policy issued by Central Recruitment Cell at Corporate Office

EXTERNAL SOURCING

PLACEMENT CONSULTANCY: The placement agencies call for resumes of prospective

candidates, which act as a good source of recruitment for the companies. Consultant’s

interview candidates and shortlist those according to the criteria laid down by the companies.

This helps the employer to interview a limited number of potential candidates, the

minimizing the time taken in receiving and sorting applications, etc. Reliance

Communication chooses Consultants having national presence. This sourcing option is only

considered by the company when there is scarcity for candidates with requisite experience

and skills.

JOB PORTAL: The spread of Internet has enabled employers to search for candidates

globally and has made recruitment easier. If vacancy arises, Reliance Communication

browses the profile of candidates from the Job portal like naukri.com, monsterindia.com and

then candidates are accessed through e-mail or telephone.


CAMPUS RECRUITMENT: Reliance Communication goes for Campus recruitment every

year for technical department. For management level recruitment, it goes for campus

recruitment as per requirement. For filling up position for MT (Management Trainee),

following procedure is followed by Reliance Communication:

HR representative of Reliance Communication gives Description about Job to all

candidates

Written Test i.e. (MAT) Mental Ability Test is taken for those candidates who has got

aggregate 60% in all semesters.

GD (Group Discussion) is conducted for those candidates who had successfully pass

MAT.

At last PI (Personal Interview) is conducted for those candidates who had passed out

GD and Personal Interview is taken by respective head of department and HR Head.

For filling up position for GET (Graduate Engineering Trainee), following procedure is

followed by Reliance Communication:

HR representative of Reliance Communication gives Description about Job to all

candidates

Written Test i.e. (MAT) Mental Ability Test is taken for those candidates who has got

aggregate 60% in all semesters.

At last PI (Personal Interview) is conducted and Personal Interview is taken by

respective head of department and HR Head.

MT position includes candidates having Educational qualification in MBA and GET Position

includes candidates having Educational qualification in BE (E&C, Electronics).

MT is placed in either of the following departments:

Prepaid

Postpaid

PCO

Customer Care

Commercial

HR

Web world

GET is placed in Network Department.

INTERVIEW


Interview is the oral assessment of the candidates for employment. This is the most essential

step in the selection process. In this step the interviewer matches the information obtained

about the candidate through various means to the job requirements and to the information

obtained through his own observation during the interview. Interview gives the recruiter an

opportunity:

To size up the candidate personally

To ask questions that are not covered in tests

To make judgments on candidate’s enthusiasm and intelligence.

To assess subjective aspects of the candidate – facial expressions, appearance,

nervousness and so forth.

To give facts to the candidate regarding the company, the policies,

programmes, etc. and promote goodwill towards the company.

MODE OF INTERVIEW

PERSONAL INTERVIEW: Personal Interview is a formal in-depth conversation

conducted to evaluate the applicant’s acceptability. In a personal interview, candidates

are accessed on behavioral and personality characteristics, functional and managerial

competencies and other factors like education, experience etc. Based on the

candidate’s performance in the interview, the interview panel rates the candidate and

takes the selection decision.

VIDEO CONFERENCE: At Reliance Communication, usually face to face

interviews are conducted but for those candidates who are located at other state for

them video conference interviews are conducted. The use of video conferencing can

add value to the process by allowing real time, face-to-face interactions without the

costs associated with physically transporting candidates to the campus.

Reliance Communications uses Video conference for following reasons:

Time savings

Faster Decision making

Cost savings in candidate travel, lodging, etc.

An opportunity to meet the candidates before narrowing the list

An opportunity to see and converse with candidates, evaluate their responses to

questions and gauge their interest in the position.


TELEPHONIC INTERVIEW: There are various reasons to take a telephonic

interview. For example, in certain location Reliance Communications does not have

its Webworld, so in that case the interview of that candidate will be taken over

telephone. Even if the interview of a candidate cannot happen through video

conference because of unavailability of any Webworld timings, then telephonic

interview is taken.

CAMPUS RECRUITMENT: For GET, Interview is taken by respective functional

head and HR head and for MT Interview is taken by 2-3 functional heads, HR head

and final interview is taken by Circle CEO.

LEVELS OF DESIGNATION & EXPERIANCE

L1: VICE PRESIDENT, Sr. VICE PRESIDENT, PRESIDENT.(LEADERSHIP

POSITIONS)

EXPERIENCE: 17 – 20 + years

L2: DEPUTY GENERAL MANAGER, GENERAL MANAGER.(MAGERIAL

POSITIONS)


L3: ASSISTANT MANAGER, MANAGER, Sr. MANAGER.(EXECUTIVE

POSITIONS)


L4: EXECUTIVE, Sr. EXECUTIVE.(SUPPORT POSITONS)


GET, MET, DET: Trainees

EXPERIENCE: Fresher

REFERENCE CHECK


Once the hiring decision is taken, the candidate is contacted and informed about the decision

to conduct a reference check with the referees whose names have been provided in the

personal history form. Many employers request names, addresses and telephone numbers of

references for the purpose of verifying information and perhaps gaining additional

background information on an applicant. References are checked for following reasons:

To check whether or not the applicant was truthful about his or her employment

history.

To know weaknesses, strengths of the applicant.

SELECTION DECISION

After obtaining information through the preceding steps, selection decision is to be made.

The other stages of selection process have been used to narrow the number of candidates. The

final decision is to be made from the pool of individuals who pass the tests, interviews.

MEDICAL CHECK-UP

All selected candidates are required to undergo a pre-employment medical check-up as a part

of selection process.

After the selection decision and before the job offer is made, the candidate is required to

undergo a Medical check-up. A job offer is contingent upon the candidate being declared fit

after the Medical test

EMPLOYEE REMUNERATION

Remuneration is the compensation receives in return for his/ her contribution to the

organization.Reliance Communication follows the cost to company (CTC) structure that

reflects the total cost of an employee to an organization. It is designed to provide flexibility to

an employee to structure their benefit package.

PHILOSOPHY OF CTC

Within the committed salary of an employee, provide maximum flexibility to an

employee

Cost all perquisites and benefits to an employee and make the employee appreciate

the total costs incurred by the company on such benefits

Enable the company realize and recognize the hidden payroll costs incurred on such

benefits

Why CTC is divided in two parts?


As per the Indian Income Tax Rules the total Basic Salary paid to the employee is

taxable.

So Choice Pay can make your 60% salary non taxable.

CTC SRUCTURE

The following are the main components to CTC structure. The CTC structure includes

costing of all components of Compensation and Benefits an employee is entitled to.

BASE PAY

This constitutes up to 40% o the total annual compensation and it includes

Basic Salary

Employer’s contribution to the PF @ 12% of basic salary

Employer’s contribution to the company’s gratuity fund @ 4.81% of basic salary

BASIC SALARY

Basic Pay = Base pay/pf + gratuity

Base Pay = 100

Basic Pay = 100/1.1681

PROVIDENT FUND

Provident fund is to provide Social Security Benefit to the employee after retirement. PF is

deducted from the first day of employment. The Company deducts 12% of the employee’s

basic salary and makes an equal contribution. The employee can take loans for specific

purposes against his/her provident fund accumulation.The employee is also covered under an

Insurance Scheme, which provides for a payment of Rs. 37,000 / - in case of his /her death.

GRATUITY

Under the scheme Company contributes 4.81% of Basic Salary of an employee to the

Gratuity Fund. Last drawn basic salary/26 days*15 days*no. of completed years of

service. Employees who have completed 5 years continuous service with the company are

eligible to get gratuity on separation from the company. In case of death, the minimum


service requirement of 5 years does not apply. For calculating Gratuity, periods of service

greater than 6 months will be considered as equivalent to 1year and less then 6 months will

not be counted.

As per Income Tax Rules, Gratuity is not taxable up to 3, 50,000 /- .

Any amount paid in addition to 3, 50,000 /- will attract tax.

All employees who have completed 1 year continuous service with the company are

eligible to get gratuity on separation from the company.

CHOICE PAY

This constitutes up to 60% o the total annual compensation and it includes

Company Leased Accommodation

Company Owned Accommodation

Office Wear Allowance

Leave Travel Allowance

Company Leased Car

Children Education Allowance

Gift Coupons

Conveyance Allowance

Food Coupons

Medical Expense

House Rent Allowance

Superannuation

Special Personnel Allowance

COMPANY LEASED HOUSE

Company will arrange the house through an authorized real estate agent as per the

choice of the employee.

Security deposit by company.

12% percent Interest will be charged on deposit amount.

The same will be debited in CTC.

Rent would be exempted from income tax.

10% Perquisite Tax would be charged to the employee on his taxable income.

COMPANY OWNED ACCOMODATION

No deposit – no interest.

Rent would be calculated @ 11 rupees per Square feet.

Monthly rental would be charged to CTC


Rental Amount will be exempted from tax

10% perquisite tax would be charged on employee.

Security Deposit

HRA – House Rental Allowance

HRA can be maximum 40% of Basic Salary.

Deposit and rent has to be paid by employee by self

To get the tax exemption the employee has to produce the rental agreements and

rental receipts of the house.

The employee can’t claim this benefit if He/She has his own house.

OFFICE WEAR ALLOWANCE

An amount of Rs.18, 000 P.A. is exempted for income tax.

To get the exemption original bills to be submitted.

Items covered under this head are as follows:

Attire (2) Ties (3) Shoes (4) Socks (5) Tailoring charges

LTA - LEAVE TRAVEL ALLOWANCE

An Employee can block two months of Basic Salary as Leave Travel Allowance.

He/She should take a minimum of 5 days leave (PL).

In case of air travel-economy class fare is exempted and in case of rail travel second

class AC fare is exempted.

He/She can travel within India only.

He/She has to produce the original travel tickets.

CAR

Company will arrange a car through a car lease agency.

Employee can choose any make/model.

The EMI that will be charged would be Rs. 2095/- per Lac per month.

JOB ANALYSIS PROCESS BY RELIANCE INFRASTRUCTURE

It is a procedure by which pertinent information is obtained about a job ,i.e., it is a detailed

and systematic study of information relating to the operations and responsibilities of a

specific job. An authority has defined job analysis as “the process of determining, by

observation and study, and reporting pertinent information relating to the nature of the

specific job. It is the determination of the tasks which comprise the job and of the skills,

knowledge, abilities and responsibilities required of the worker for a successful performance

and which differentiate one job from all other”.


Job Analysis is a procedure and a tool for determining the specified tasks, operations and

requirements of each job.” it is the process of getting information about jobs: specially, what

the worker does ;how he gets it done; why he does it; skill; education and training required;

relationship to other jobs; physical demands; environmental conditions”. In other words ,it

refers to the anatomy of the job. It is a complete study of job, embodying every known and

determinable factor, including the duties and responsibilities involved in its performance, the

conditions under which the performance is carried on, the nature of the task. The qualities

requires in the worker, and such conditions of employment as pay, hour, opportunities and

privileges. It also emphasis the relation of one job to others in the organization.

PURPOSE OF JOB ANALYSIS

Job Analysis is useful for overall management of all personal activities. While this is a

generalized statement, it is important to specify the uses of job analysis.Job related data

obtained from a job analysis programme are useful in HRP, employee hiring, training, job

evaluation, compensation, performance appraisal, computerized personnel information

systems, and safety and health. Each of these applications of job analysis is described in brief

here. They will however be explained in greater detail in subsequent chapters.

HUMAN RESOURCE PLANNING: It determines as to how many and what type of

personnel will be needed in the near future. The number and the type of personnel are

determined by the jobs which need to be staffed. Job-related information is, therefore,

necessary for HRP.

RECRUITMENT AND SELECTION:- Recruitment needs to be preceded by job analysis.

Job analysis helps the HR manager to locate places to obtain employees for opening

anticipated in the future. An understanding of the types of the skills needed and types of job

that may open in the future, enables managers to have a better continuity and planning in

staffing their organization.

Similarly, selecting a qualified person to fill a job requires knowing clearly the work to be

done and the qualifications needed for someone to perform the work satisfactorily. Without a

clear and precise understanding of what a job entails, the HR manager cannot effectively

select someone to do the job. The objective of employee hiring is to match the right people

with the right jobs. The objective is too difficult to achieve without having adequate job

information.

TRAINING AND DEVELOPMENT:- Job analysis is useful for an HRD manager in as

much as it helps him/her know what a given job demands from the incumbent in term of


knowledge and skills. Training and development programmes can be designed on the job

requirements. Selection of trainees is also facilitated by job analysis.

JOB EVALUATION:-Job evaluation involves determination of relative worth of each job

for the purpose of establishing wage and salary differentials. Relative worth is determined

mainly on the basis of job description and job specification.

REMUNERATION:- Job evaluation helps determine wage and salary grades for all jobs.

Employees need to be compensated depending on the grades of the jobs which they occupy.

Remuneration also involves fringe benefits , bonus and other benefits. Clearly, remuneration

must be based on the relative worth of each job .Ignoring this basic principle results in

inequitable compensation. A perception of inequity is a sure way of demotivating an

employee.

PERFORMANCE APPRAISAL:- Performance appraisal involves assessment of the actual

performance of an employee against what is expected of him/her. Such assessment is the

basis for awarding promotions effecting transfers, or assessing training needs. Job analysis

facilitates performance appraisal in as much as it helps fix standards for performance in

relation to which actual performance of an employee is compared and assessed.

PERSONNEL INFORMATION:- Organizations generally maintain computerized

personnel information systems. Such information system is useful as it helps:

1. Improve administrative efficiency by speeding up the provision of data, by reducing

the resources required to carry out routine administration, and by freeing the resources

for higher-value activities which are fundamental to the success of the management.

2. Provide decision report-information which gives a factual basis for decisions

concerning the planning, acquisitions, development, utilization and remuneration of

human resources. Job analysis is vital for building such information systems.

PROCESS OF JOB ANALYSIS

Job analysis is useful for several purposes, such as personnel planning, performance

appraisal, and the like. Each phase in the process of job analysis is explained in the

paragraphs that follow.


STRATEGIC CHOICES:-

With regard to job analysis, an organization is required to make at least five choices;

1. The extent of employee involvement in job analysis.

2. The level of details of the analysis.

3. Timing and frequency of analysis.

4. Past-oriented versus future –oriented job analysis.

5. Sources of job data.

INFORMATION GATHERING:-

This step involves decisions on three issues,viz;

1. What type of data is to be collected?

2. What methods are to be employed for data collection?

3. Who should collect the data?

STRATEGIC CHOICE

GATHER INFORMATON

PROCESS INFORMATION

JOB DESCRIPTION

JOB SPECIFICATION


So far as the type of data to be collected, it may be stated that all details about the jobs need

to be gathered. The type of data, however, depends on the end use of the information, as also

on the time and budget constraints.

With regard to the methods for data collection, there are several of them, but the more

prominent of them are-

i. Observation

ii. Interview

iii. Questionnaire

iv. Checklists

v. Technical conference

vi. Diary methods

These methods will be explained in detail latter.

With regard to the persons employed to collect data, it may be stated that three types of

individuals are used. They are –

i. Trained job analysts

ii. Supervisors

iii. Job incumbent

Each of these alternatives has its own merits and demerits. Trained analysts, for example, will

lend objectivity and standardization to the data collected but they , implicitly, mean outflow

of money. Supervisors and job holders provide information with no extra cost, but the data

may not be objective and standardized. It may be stated that the individuals who collect job

related data determine the accuracy , speed and cost of information.

The selection of a particular method of collecting job-analysis information and of the

person(s) to be involved depends on two important factors

i. What is the purpose of job analysis, and

ii. What is the status of the current job analysis progarmme?

With regard to the purpose of job analysis, it may be sated the programme is useful in overall

PM/HRM. Specifically, job analysis , as stated earlier, provides information to develop job

descriptions and job specifications, and to conduct job evaluations. These, in turn, are useful

in helping managers identify the kinds of individual they should recruit ,select, and develop,

as well as providing guidance for decision about training and career development,

performance appraisal, and wage and salary administration.


Speaking about the status of the job analysis programme ,there are two possibilities. First, a

given company may not have such programme. Two , the firm may have a well-established

job- analysis programme. When the programme is non-existent, the company must appoint a

consultant who will select a method for data collection, supervise its administration and

analyse the information, and write the job description and specifications.

For organizations with a well established job analysis programme, it should be remembered

that job-analysis information provides only a snapshot of a particular job. Jobs change over a

period of time due to technological innovations, organizational restructuring and changes in

products, among other reasons. Thus, well-administered job analysis programmes provide a

built in system for periodically reassessing jobs. This reassessment may be done,

expeditiously, through observations, interviews, or by keeping the programme up-to-date is a

much less expensive and less time-consuming endeavour.

INFORMATION PROCESSING

Once the job information has been collected, it needs to be processed, so that it would be

useful in various personnel functions. Specifically, job related data would be useful to

prepare job description and job specification.

JOB DESCRIPTION DESCRIBES JOBS NOT “JOB HOLDERS”

Human Resource management includes a variety of activities’ , and key among them is

deciding what staffing needs you have and whether to use independent contractors or hire

employees to fill these needs ,recruiting and training the best employees ,ensuring they are

high performers ,dealing with performers issues and ensuring your personnel and

management practices conform to various regulations .A task is a typically defined as a unit

of work, that is ,a set of activities needed to produce some result. Complex positions in the

organization may include a large number of tasks, which are sometimes referred to as

functions. Job Description are lists of the general tasks .or functions, and responsibilities of a

position. Typically, they also include to whom the position reports , specifications such as the

qualifications needed by the person in the job, salary range for the position, etc in order to

convert the ideas into a practical working reality. There is a need to develop a job description

and person specification. This will help in gathering all the necessary information needed to

recruit to the post. It will also help to identify and clarify any uncertainities and ambiguities

about the new job role and its place in the team.

The Job description is a practical, relatively simple tool that supports personnel management

and employee communications everyday. Written Job Descriptions are helpful particularly in:


Recruitment:- Job announcements based on written descriptions that clearly outline functions

and requirements give potential candidates a reasonable basis for deciding whether or not to

apply,and they tend to attract a more suitable pool.

Selection and hiring:- In identifying the abilities and knowledge needed to perform a job, the

job descriptions help supervisors and others who hire to focus on job relevant criteria when

choosing from the applicants.

Wage and Salary Administration:- Setting a pay rate in relation to other jobs within the

company and similar jobs in other companies requires more of a basis for comparison than

job title alone. The job description provides it.

Orientation:-Guided by a job description, supervisors can better anticipate what employees

new to the company or the job need to know and help them minimize

adjustment time. Employees can learn about their responsibilities both directly from a written

description and by asking questions when reading the description.

Performance appraisal and employee development:- The statement of duties in a job

description is the foundation for evaluating employees with respect to actual performance

dimensions rather than personal attributes or traits. It puts the discussion of an employee’s

capabilities, talents, strengths, deficiencies, and advancement aspirations into the current job

and other opportunities within the company. Job description may also be used to inform

employees of typical promotional sequence and requirements.

Workers’ compensation Claim management:- Before recommending that an injured

employee return to work, a treating physician needs to know about the normal demands of the

employee’s job. In addition, if provided with written job description, physicians who treat

employees under workers’ compensation insurance may be able to detect links between

injuries and job functions that could be redesigned.

A Job Description outlines the responsibilities and functions that are assigned to a particular

position or role. In fact it provides clarity about what an employee is supposed to do.”For

employers, Job Description establishes wages, salary ranges and grades and promotes a

process driven culture. For employees ,Job Description are useful to gain in equity in

compensation and a way to be reassured that there are no discriminatory pay policies in the

company ,”says Jude Coelho, executive vice president, human resources, Cranes software

International. A good Job Description not only defines the roles but responsibilities as well.

Anshuman ray, HR Country

Manager, Synopsys India adds,”it also an interface of the job with internal and external

customers, reporting relationship and challenges that the job offers. It provides a sense of


how much impact the job can make by providing ‘a degree of accountability’ as much as it

attempts to align the job with the overall business group charter.”

Job Description plays a pivotal role and this is leveraged by most of the core HR systems .It

is used for recruitment and selection, career mapping or pathing, training and development,

performance management, organization design, compensation and benefits and manpower

planning. The fact that it provides an overview of scope and responsibility of the job and

maps the skills or competencies makes it a handy tool.

Job profile is an integral part of the recruitment process. It can be used to obtain employee

ownership and support for the position and to trace the parameters of the skills and abilities

sought for the position. Clearly defined Job description can help companies make wise hiring

decisions. Hiring the best can be facilitated through Job description since it is a tool to access

the best fit. Wrong fit will impact the organization adversely and the fallout is that it hits key

metrics around productivity and retention. Right Job description gets the right talent.

Employees are able to clearly understand and deliver, thus impacting overall productivity

levels. Job Description also ensures that an organization does not dilute its standards or

competency levels, which is important for processing the spirit of meritocracy.

BARRIERS TO JOB DESCRIPTION

A common objection to the use of written job description from concern about losing

flexibility to manage, especially when technology or other conditions are changing.

Understandably, employers do not want their much written words to restrict their right

to direct what workers do o the job or how they do it. The legendry, “that’s not in my

job description,’ however, need not to be a problem to any employer making

reasonable assignments to workers.

In fact the employee who does not have a written Job description may be more likely

to feel that a supervisor’s directive is overstepping rightful bounds.

Finally, and perhaps most typically, many employers do not use written job

description because the task of developing them looms too large or uncertain.

UNCLEAR JOB DESCRIPTION

The use of ‘job description’ in the management of organizations resources is progressively

changing to the writing and use of ‘role statements’. This is because the manner in which a

job is described in a typical job description is essentially in the form of enlisting the tasks and


duties to be performed. Consequently, it fails to articulate the dynamics and evolving

expectations that one has in the execution of the responsibilities of that position. Unclear job

descriptions lead to problems like lack of clarity in defining deliverables and mismatch in

expectations between the management and the employees. Such descriptions hinder

performance management and career development. If employees are clueless about their

responsibilities and functions, their productivity is affected and hence the business suffers.

This can affect the team performance as well, as a result of under utilities resources. The

ambiguity can impact the relationship between a manager and his sub-ordinate.” managers

may not utilize the tasks that the employee can do very well or push the employees to do

tasks he or she may not be skilled at either way discontent attrition,”

The job description should be:-

Job description should be reliable, valid, understandable, and specific enough to provide

direction for staff behavior .Job description should focus on what the staff member does.


CHAPTER II

DATA ANALYSIS AND INTERPRETATION

Q1) The level of knowledge about job description of employees.

RESPONSE YES NO TOTAL

EMPLOYEES KNOWLEDGE

ABOUT J.D

23 17 40

PERCENTAGE 57.5 42.5 100

57%

43%

EMPLOYEES KNOWLEDGE ABOUT JOB DE-SCRIPTION

YESNO

INTERPRETATION

The above diagram shows that 57% says yes that they know about job description while

43% says no that they don’t know about job description.


2. Previous knowledge about Job description.


EMPLOYEES WHO HAVE

BEEN THROUGH J.D

27 13 40

PERCENTAGE 67.5 32.5 100

68%

33%

EMPLOYEES PREVIOUS KONWLEDGE ABOUT JOB DESCRIOTION

YESNO

INTERPRETATION:-

The above diagram shows that 67% says yes that they have knowledge about job description

while 33% says no that they don’t know about job description.


3 Performance of Employees


EMPLOYEES CAN

PERFORME BETTER

26 14 40

PERCENTAGE 65 35 100

65%

35%

PERFORMANCE OF EMPLOYEES

YESNO

INTERPRETATION:-

The above diagram shows that 65 % says yes that job description will help in performance

while 35% says no that they don’t think that job description will help them in performance


4. Satisfaction of employees towards Job Description .


EMPLOYEES 28 12 40


70%

30%

EMPLOYEES SATISFACTION

YESNO

INTERPRETATION:-

The above diagram shows that 70% says yes that job description will provide satisfaction

while 43% says no that think that job description will provide job description


5 Implementation of Job Description in organization


EMPLOYEES 30 10 40


75%

25%

JOB DESCRIPTION IMPLEMENTATION

YESNO

INTERPRETATION:-

The above diagram shows that 75% says yes that there should be implementation of job

description while 43% says no that they don’t want implementation of job description.

CENTURY RAYON is a Division of Century Textiles

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