A STUDY ON

Recruitment and selection

With reference to

COROMANDEL FERTILIZERS LIMITED, (VISAKHAPATNAM)

A project report Submitted in Partial Fulfillment ofThe Required for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted byT T VASU KUMAR

(H.T.No.20854100051)

Under the Esteemed Guidance of Mrs G.SUBHA MADAM., M.B.A.,

Faculty in management studies

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION ADITYA INSTITUTE OF P.G STUDIES

(Approved by AICTE, Affiliated to AU, & Accredited by NBA)Aditya Nagar, ADB Road, SURAMPALEM-533437

2008-10

ADITYA INSTITUTE OF P.G.STUDIESDEPARTMENT OF BUSINESS MANAGEMENT

(Affiliated To Andhra University)Aditya Nagar, ADB Road, SURAMPALEM-533437,E.G.Dt

Phones :( 08852)252243, 252250,cell: 9866576662

----------------------------------------------------------------------------------------

CERTIFICATE

This is to certify that the project entitled “RECRUITMENT AND SELECTION” with reference

to COROMANDEL FERTILIZERS LIMITED, VISAKHAPATNAM is the bonafide work done by

Mrs. T T VASU KUMAR with Regd.no:2085410051 during the period 2008-10 in partial fulfillment of the

requirement for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION in Aditya

institute of P.G studies affiliated to Andhra University is a record of benefited work carried out by under my

guidance and supervision.

Project Guide Head of the dept.

Mrs. G SUBHA MADAM Mr. NAGENDRA KUMAR JATLA

External Guide

DECLARATION

I hereby declare that the project report entitled “A STUDY ON RECRUITMENT

AND SELECTION ” with reference COROMANDEL FERTILIZERS

LIMITED,VISAKHAPATNAM submitted for the degree of Master of Business

Administration is my original work and has not formed the basis for the award of any

degree, diploma, associate ship, fellowship (or) similar other titles. It has not been

submitted to any other University or Institution for the award of M.B.A.

Date: (T T VASU KUMAR)

Place : Regd. No. 20854100051

ACKNOWLEDGEMENT

I should take the responsibility to acknowledge the following distinguished

personalities who graciously allowed me to carry out this project work successively.

I am also thankful to all other members of the staff for their kind

cooperation in this behalf. Mainly I am very much thankful to Mr. NAGENDRA KUMAR

JATLA. M.B.A and Head of the department of management studies.

I am highly thankful to my guide Mrs. G SUBHA madam, M.B.A, lecturer in

management for her valuable advices and encouragement throughout the course.

I express my deep sense of gratitude to Mr. K SRINIVASA RAO

(Pers&Admn) for his kind help and valuable suggestions in preparing this project and also

to office staff members.

I also express my sincere thanks to my friends and classmates for their

advice and suggestions in giving a proper shape to study.

(T T VASU KUMAR)

Regd. No. 20854100051

CONTENTS

CHAPTER I Page no

INTRODUCTION 1-4

I.1 Need for the study

1.2 Objective of the study

I.3 Methodology

I.4 Limitations

CHAPTER II 5-10

INDUSTRY PROFILE

CHAPTER III 11-35

COMPANY PROFILE

CHAPTER IV 36-71

THEORETICAL FRAME WORK

CHAPTER V 72-81

DATA ANALYSIS AND INTERPRETATION

CHAPTER VI 82-84

6.1 FINDINGS

6.2 SUGGESTIONS

6.3 CONCLUSION

CHAPTER VII

7.1 BIBLIOGRAPHY

7.2 QUESTIONNAIRE

CHAPTER – 1

Introduction

NEED FOR THE STUDY

Human resource is playing major role in the fertilizers industry. It is very

important to select right person for the right job at the right time, who can perform the job

successfully with high standards. People with friendly and outgoing personality, self

discipline are mainly needed for this type of industry because a customer sees a company

through its employees.

The employees are mainly in contact with the customer depending upon the jobs

they are performing. Recruitment and selection has been regarded as the most important

function of personal administration, because unless the right people are hired, even the

best plans of the organizations and control system would not do much good to the

organization.

Human resources are the assets to the organization. Any organization will get its

recognition through its employee's performance, skills, innovativeness and their

professional knowledge. Hence we can say selection and recruitment plays major role in

the organization because right people should be selected for the right job and at the right

time.

It is the responsibility of the organization to hire that right personnel to increase

their productivity and overall performance of the organization. Thus, the study is

conducted in coromandel fertilizers limited. To know about their recruitment and

selection process and what are the internal and external sources they are opting for

recruitment.

OBJECTIVES OF THE STUDY

To examine the various recruitment sources of Coromandel Fertilizers Ltd,

Visakhapatnam.

To examine the selection process.

To know about the various tests conducted at the time of interview.

To know about the various recruitment techniques which are used to encouage the

candidates.

To study the organizations effort towards employees acquisition strategies.

To elicit the level of satisfaction in employees on the selection and recruitment

procedures in organization.

METHODOLOGY

The data for the present study is collected from primary and secondary sources.

They are

1. Primary Sources:

Data is collected by personal discussions with senior officer-management

development and training manager and also contacts with various staff members of the

personnel department.

2. Secondary Sources:

The information regarding the study is also collected from various reports and

journals of CFL and also from various textbooks.

A questionnaire of about 15 questions regarding the subject was put to the

employees of CFL (Annexure-1). This questionnaire gives us a measure of executive

development and how far the training is helpful in shaping their personality and in

developing their inter and intra personal relations.

LIMITATIONS OF STUDY

As the managers of the organization are busy with their work schedule it was difficult

to collect detailed data.

Time was the major constraint as the mentioned period was not enough to collect the

data in detail.

Survey was done only with the sample size of 50 as the employees of the company

work in shifts and as they are busy with their schedule.

CHAPTER – 2

Industry Profile

INTRODUCTION OF FERTILISERS:

Fertiliser is a substance that contains nutrients that are added to soil and are

essential for plant growth. They are the food materials for the plants. Crop plants require

minerals for their proper growth and high yield. They obtain their nutrition from the soil

but after taking the crops for several years they get exhausted. They are replaced by adding

the fertilisers to the soil.

Fertilisers are available in two kinds:

Organic fertilisers

Mineral fertilisers

Organic fertilisers come from decayed plant or animal matter and produce mineral

fertiliser from certain mineral of synthetic substance. Mineral fertilisers are most widely

used fertiliser. They supply three main elements like nitrogen, phosphorous and potash.

The mineral and organic matters are added to the fields in order to obtain more and steady

yields.

Some fertilisers are made from organic waste such as manure or sewage. Others are

manufactured from certain minerals or are produced as synthetic compounds in factories.

People have used fertilisers for thousands of years even though at one time they did not

know why it was beneficial for plants. Long before they gained an understanding of plant

nutrition. People noticed that animal droppings, wood ashes and certain minerals helped

plants thrive.

During 1800 and in early 1900 scientists identified the chemical elements that are

essential for plant nutrition. Today farmers throughout the world are using billions of

dollars worth of fertilisers yearly. Increased production resulting from the use of fertiliser

probably accounts for about a fourth of all crop production without fertiliser greater

amount of land and labour would be needed to produce the same quantity of food and

fibre.

FERTILISER INDUSTRY:

About 95% of fertilisers produced in the world are used on farm crops. United

States is one of the world's leading producers of fertilisers. Other leading fertiliser

producers include Canada, China, France and India.

The first fertiliser industry in India was established in Ranipet, Tamilnadu by EID

Parry Limited in 1906 to produce super phosphate from the acidulation of crushed bones

with an annual capacity of 6400 tonnes.

Every year large amounts of fertiliser must be produced to meet the world's

growing need for food. The fertiliser industry tries to match its production with this need.

If it does not do so, severe food shortages might result.

After the Second World War there was an acute shortage of food and so importance

was given to increase the production of food grains in the country. In this process the need

for fertilisers as an essential input was realised and as a result government of India started

fertiliser plant in Sindri in 1951. India is the fourth largest producer of nitrogenous

fertiliser and ranked eighth in phosphoric fertiliser in the world.

Thus with the importance given to fertilisers in Indian agriculture coromandel

fertilisers limited was incorporated in the year 1964 as a private sector jointly promoted by

M/s. International Minerals & Chemical Corporation USA and Chevron Chemical

Company and EID Parry India Limited but now Coromandel fertilisers limited became a

part of Chennai based Murugappa Group

ROLE OF THE FERTILIZERS IN AGRICULTURE WITH

REFERENCE TO INDIAN AGRICULTURE:

Agriculture is very vital sector of India's economy. It accounts for of the country's

GDP provides employment to of the work force and earns OD the India's foreign

exchange. Growth of agricultural is an indicator of health of the overall economy. The

most important factor that contributes to the growth of agriculture is the use of fertilizer.

The development of fertilizer industry in India has been synonymous with rapidly

growing agriculture

About 50% increasing in crop productivity in recent times can be credited to the

use of fertilizers.

India has different kinds of soils and climatic regions. Centres of cropping and

inadequate manure have left the Indian soil largely developed of plant nutrients.

To advice and educated the farmers about the use of fertilizer and insure the supply

of qualitative products, a number of soil testing laboratories have been setup this

helped the former in judicious use of fertilizer. The consumption of fertilizers is

directly related to have available of sub soil and surface water for irrigation and on

the vagaries of the weather.

The Indian economic growth largely depends an agriculture health of the fertilizer

industry indicates the trends of economic upturn and or recession.

To make adequate quality of fertilizers available to farmers in time, govt. also gave

freight subsidy, which covered the movement of fertilizers to the blockhead

quarters.

Due to ample mishandling, political interference, govt gave up all these plants and

gave permissions for decontrol of phosphate and potassium fertilizers from august

25, 1992 and adore subsidies on indigenous phosphate fertilizers.

LEGAL IMPLICATIONS

In order to enforce discipline among fertilizer manufactures govt. introduced

number of legislative for supply of standard fertilizers to the ultimate consumers.

ESSENTIAL COMMODITIES ACT, 1995(ECA):

This was enacted by parliament on 1– 4 –55 to regulate the production, supply,

distribution, trade, and commerce of essential commodities in India. A fertilizer is defined

as one of the essential commodities.

FERTILIZERS MOMENT CONTROL ORDER, 1973:

This one promulgated under section 3 or ECA to ensure equitable distribution of

fertilizers in different parts of the country movements of fertilizers from one state to

another is possible by central or state govt.

FERTILIZERS CONTROL ORDER, 1985(FCO):

With a view to ensure the quality of fertilizers is checked at manufacturing stage,

statutory provisions have been made in the FCO that earth manufacturer has certain

minimum resting facilities in their factory. The production of standards quality of

fertilizers alone does not ensure but the fertilizers are delivered in the same chemical and

physical condition duly protecting nutrients contents most of the fret being hygroscopic in

nature, their quality gets deteriorated if there are not properly packed, stored and

distributed.

CHAPTER – 3

company Profile

ORIGIN AND HISTORY:

Coromandel Fertilisers Limited is a private company which was incorporated in the

year 1964 but its production was started in the year 1967 with a capital investment of 50

crores and with a production of 2.5 lakh million tonnes per annum.

The company was initially owned by the synergistic efforts of two major

companies of United States like M/s. Chevron Chemicals and International Minerals and

Chemical Corporation (IMC). In 1994 Chevron chemicals sold its 20% shares to EID parry

a division of Chennai based Murugappa group and presently Murugappa group hold

78.31% of shares while the Indian financial institutions hold 12.62% of shares and the

balance 9% shares are held by Indian public. As major part of the shares is held by

Murugappa companies, Coromandel fertiliser has also became a part of Murugappa group.

Coromandel Fertilisers which is a part of Murugappa group which is an ISO 9002

certified company with an annual turnover of around 2084 crores and contributes around

4.01% of total fertiliser production in India. The company has grown up to produce over 1

million tonnes of complex fertilisers from its original rated capacity of 2.5 lakhs tonnes per

year.

CFL, Visakhapatnam Unit has manpower of about 600 employees among which

around 475 employees are non-managerial and around 125 employees are managerial.

OBJECTIVES OF THE COMPANY

Adhere to ethical norms in all dealings with shareholders, employees, customers,

suppliers, financial institutions and govt.

Provide value for money to customers through quality products and Services

Treat our people with respect and concern, provide opportunities to learn, contribute

and advance recognize and reward initiatives, innovativeness and creativity.

Maintain an organization climate conductive to trust open communication and team

sprit and a style of operation befitting our size, but reflecting moderation and humility.

Manage the responsibilities to various sections of society and preserve the

environment.

Grow in an accelerate manner, consistent with values and beliefs, and continuous

organizational renewal.

CORPORATE VISION:

To be one of the leaders in fertiliser industry with an all India presence it has to go

through:

High quality products and brand image

Modern, cost effective and energy efficient manufacturing facility

Profitable operations

High level of satisfaction to stake holders

VALUES AND BELIEFS:

The following are the values and beliefs of the company:

Adhere:

Ethical norms in all dealings with shareholders, employees, customers, suppliers,

financial institutions and government.

Provide:

Value for money to customers through quality products and services.

Treat:

Our people with respect and concern provide opportunities to learn, contribute and

advance, recognize and reward initiative, innovativeness and creativity.

Maintain:

An organisational climate conducive to trust, open communication and team spirit a

style of operation, benefiting our size, but reflecting moderation and humility.

Manage:

Environment effectively for harnessing opportunities.

Discharge:

Responsibilities to various sections of society and preserve environment.

Grow: In an accelerated manner, consistent with values and beliefs, by continuous

organisation renewal.

ChiefEngineer

MURUGAPPA EXECUTIVE BOARD

CHAIRMAN

MANAGING DIRECTOR

Vice President

(MARKETING)

Vice President(FINANCE)

Vice President(IR & PA)

General Manager(PLANT)

General Manager(PROJECT)

DGM(OPERATIONS)

DGM(COMMERCIAL)

Manager(TSD)

Manager(INSTRUMENTATION)

DGM(ELECTRICAL)

DGM(PROJECTS)

FUNCTIONS

The Vice President - Manufacturing is overall in charge of the plant with a

workforce of around 175 officers and 425 technicians.

The vice president finance is in charge of overall fund management, internal audit

and secretarial functions. A work force or around 30 Executives and 35 Officers are under

his control.

The Sr. Vice President marketing is in charge of overall marketing of CFL finished

products as well as the by-products like gypsum, fluorine etc.

The functions of other executives are:

1. GENERAL MANAGER-OPERATIONS:

General Manager - Operations is responsible for smooth running of all process

plants including bagging operations. One AGM & other process plant Heads will directly

reports to him.

2. AGM OPERATIONS:

Asst. General Manager of operations is responsible for efficient running of Bagging

& Product Handling Plants in addition to Management Information System of all

Operations Department. About 8 Executives and 100 workmen report to him

3. SR.MANAGER-ACCOUNTS:

Sr. Manager of accounts is responsible in maintaining statutory accounts and other

funds records. 10 officers and 36 office assistants assist him.

4. AGM-IT:

Asst. General Manager of IT is responsible in building skill gap of all the human

resources of the organisation by requisite training and development. 3 officers assist him

and 2 workmen who execute all HR philosophies and administer officers wage

administration.

5. AGM-PURCHASE AND STORES:

Asst. General Manager – Purchase & Stores is responsible for all purchase

activities, raw material purchases and maintenance of stores at an optimum level. 5 officers

and 20 assistants who look after the effective distribution of finished products and by-

products assist him.

6. AGM - MAINTENANCE:

Asst. General Manager – Maintenance is responsible for preventive maintenance of

plant and machinery and buildings. He looks after the timely executives of all the capital

projects at the plant. 30 officers and 165 technicians assist him.

7. AGM & RH- HR:

AGM & RH – HR is responsible for recruitment of technicians and office

assistants. He is also responsible for execution of all welfare measures and for security

arrangement of plant and machinery. 8 officers and 40 workmen assist him.

8. ASST.GENERAL MANAGER - SAFETY, HEALTH AND

ENVIRONMENT:

AGM- safety, health and environment is responsible for identification of hazardous

areas and in suggesting remedial safety measures and its effective compliance. He also

arranges medical checkups etc. 4 officers and 3 assistants assist him.

The employees of the organisation are divided into three grades. They are:

1. Technical:

The technical employees are again sub divided into highly skilled, semi skilled and

unskilled people. The labours come under unskilled workmen. Technical staff is graded

into SI to S7 ranks.

2. Clerical:

The clerical staffs are graded into C1 to C3 ranks where C1 grade is for assistant,

C2 for junior assistant and C3 for senior assistant. The clerical staffs mainly look after the

office work.

3. Managerial:

The management staffs are graded into CF1 to CF3 and from MG3 to MG10 grades.

Thus according to the ranks the employees of Coromandel fertilisers limited are

graded and the company runs round the clock. The employees work in shift timings. The

timings of the three shifts are:

0700hrsto 1500hrs

1500hrsto2300hrs

2300 hrs to 0700 hrs

The general shift is from 0800 hrs to 1630 hrs. Thus the employees working under

all the shift timings receive all the welfare facilities like canteen, transport, drinking water

etc.

LOCATION

The plant is situated in 500 acres of site about 5 kms from the harbour. The site is

located on the east coast of Vizag and has been leased from Visakhapatnam port trust for a

period of 50 years with renewal options, at the port; CFL operates its own bulk freight raw

material unloading berth, which is an added advantage as they import many for CFL

Company. The plant uses a lot of seawater in the process for cooling purpose Vizag being a

seacoast provides the facility. CFL is serving the farming community of India for the past 3

decades by producing around 1 million tonnes of complex fertilisers per annum and

catering to the needs of agricultural society.

Plants:

1. Sulphuric acid plant:

This plant is designed and constructed by M/s. Simon Carves India Limited. It has a

rated capacity of 1200 million tonnes per day. Sulphur is the raw material, which is

imported from abroad from countries like USA, Japan and Gulf.

2. Phosphoric acid plant:

This plant is designed and constructed by M/s. Darr Oliver of USA is used in

manufacturing of cement. It has a rated capacity of 400 million tonnes per day. Rock

phosphate a mineral is imported from foreign countries such as USA, Africa and Australia

and is still looking for other sources. Rock phosphate and sulphuric acid are reacted to give

phosphoric acid and gypsum. Filtering separates gypsum and it is a by-product, which is a

good source of income by sales.

3. Complex fertiliser plant:

Complex fertiliser plant has rated capacity of 1400 million tonnes per day.

Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and

urea is added to this mixture. The urea prill is coated with ammonia phosphate to form the

urea ammonia phosphate, which is a fertiliser.

Strengths of CFL

CFL was promoted originally by two internationally renowned US multinationals

dealing in fertilisers and petro chemicals.

Good manpower productivity and industrial relations.

Low capital cost hence cost of production is low.

Excellent maintenance practices and timely planned replacement decreasing down

time in plant.

Reliable supply of raw materials, long time contract with suppliers for supply of

raw materials.

Well located in respect of raw materials and market.

Own berthing facilities for handling imported rock phosphate and sulphur in

shiploads; these facilities can be offered to outsiders by giving scope for income

generation to the company.

Adequate storage at factory.

Company enjoys a good brand image and value.

Good revenue from the by-products such as gypsum, fluorine etc.

Principles of CFL

To propagate and adhere the group values and beliefs.

To achieve cost effective operations through profitable funds management and

efficient financial control.

To create cost and quality consciousness at all levels.

To increase levels of employee motivation, commitment and sense of belonging.

To strictly adhere to all statutory norms on environmental protection, pollution

control and ensure total safety to employees and neighbourhood.

To use information technology as a strategic tool for management.

Achievements

Coromandel fertilisers limited a reputed fertiliser company in India stood first in

achieving the following:

1. First in India achieved to commercially manufacture high analysis complex

fertiliser, which is urea ammonium phosphate 28:28:0 with high nitrogen and

phosphate content in 1:1 ratio.

2. First in India achieved to install a large sulphuric acid plant based on DCDA

technology to control sulphur dioxide emission.

3. First in India achieved successfully to implement total recycling of seawater for its

effluent recirculation system attached to phosphoric acid plant.

4. First in India achieved to install a terminal for import and handling of molten

sulphur in environment friendly project.

5. Awards

Coromandel fertilizers limited won many national and international awards in the

areas of production, safety and environment.

For the years 1994-95 CFL won an award from fertiliser association of India (FAI)

for "best overall performance" among all Indian fertiliser companies.

For the year 1995-96 CFL won 2 awards from FAI for "best performance of

phosphoric acid plant and best environment protection" among phosphoric

fertiliser plants.

For the years 1996-97 and 1997-98 CFL won best performance of an operation

phosphoric acid plant.

CFL secured first prize for safety among 162 fertiliser companies in the

international fertiliser industries sectional context in the year 1992.

CFL won "best industrial relations award" from AP Productivity council in

1995.

CFL also secured "national safety award" in the year 1999 from British safety

council.

Institution awards for highest gromor 14:35:14 sales:

To achieve the sales target of gromor 14:35:14 during the year 1997-98 as a sales

promotion strategy in addition to other promotional activities, awards were instituted to

promote gromor 14:35:14 sales and awards were instituted for institutional agencies in

states of Andhra Pradesh, Orissa, Madhya Pradesh and West Bengal.

Coromandel Borlaug Award:

Borlaug award was instituted by CFL about 25 years ago in honour of

Dr.Norman.E.Borlaug. This award is given annually to encourage and recognise

outstanding Indian Scientists in various fields related to agricultural development.

CFL'S MAJOR COMPETITORS

The fertilizers and chemical Travancore Ltd. (FACT)

Godavari fertilizers and chemicals Ltd. (GFCL)

Gujarat Narmada valties fertilizers and chemicals Ltd.(GNFCL)

Gujarat state fertilizers company Ltd.(GSFCL)

Hindustan liver Ltd. (Hpl)

Indian farmers fertilizers co- operation Ltd.(IFFCO)

Madras fertilizers Ltd.(MFL)

Pyrites and phosphates Ltd.(ppl)

Rastriya chemicals and fertilizers Ltd.(RCF)

Southern Petrochemical and industries corporation Ltd.(SPLC)

Oswal chemicals and fertilizers Ltd.(OCFL)

Functional Areas

Coromandel Fertilisers limited comprises of four functional areas. They are:

1. Manufacturing and production

2. Marketing

3. Finance

4. Human Resources

1. Manufacturing and production:

The main objectives of manufacturing unit of CFL are

To be a low cost fertiliser manufacturer

Emphasis on safety and environment improvement

Trust on energy conservation

The plant has planned to undertake manufacturing of single super phosphate with

estimated production volume of 0.7 lakh tonnes per annum. The basic raw materials used

for manufacturing are phosphoric acid, urea and ammonia. They buy naphtha to make

ammonia from HPCL. Rock phosphate is imported from USA and Sulphur is imported

from USA and gulf countries.

PRODUCTS

CFL sells its product under the brand name "GROMOR".

1. Gromor (28:28:0) urea ammonium phosphate is one of the best products of CFL. It has

a unique granule configuration Urea Prill Coated with ammonium Phosphate, which

ensures nitrogen availability to the crop over a longer duration of time.

2. Gromor (14:35:14) ammonium phosphate potash, Npk is a scientific fertiliser with the

highest nutrient content of 63% among NPK complex available in India.

3. Gromor (20:20:0) and parampos (16:20:0) ammonium phosphate sulphate gives 15%

sulphur for the soil apart from their ammonia and phosphate content.

The products of coromandel fertilisers limited are sold in Andhra Pradesh, Orissa,

west Bengal and Madhya Pradesh.

Power:

. Since the plant functions continuously the company consumes 24 mg watts of

electric power each day. It has its own source of generating power through its two thermal

power stations and one diesel power, which altogether produces 7.5 mg watts; rest is taken

from APSEB, the state electricity board

2. Marketing:

Relating to the field of marketing the objectives are:

Explore new markets and crop areas

Minimum distribution cost and lead time

Provide meaningful information to management in time.

Ensure quality and timely positioning of products as per market needs.

The major products of CFL are complex fertilisers marketed in the trade in brand

name of "GROMOR" where most of the trade is done through railways. Its marketing

centres are mainly Andhra Pradesh, Orissa and West Bengal. In Andhra Pradesh the

secunderabad branch concentrates on marketing. The raw materials like rock phosphate

and sulphur, which are useful for the production, are imported from US and Gulf.

The best product of CFL is GROMOR 28:28:0 which is urea ammonium phosphate

is marked in 50kg bags and stored in a tank area known as tank bund area. They have a

canal from sea to salt water, which is used for cooling purposes.

Quality Policy:

CFL is committed in supplying phosphoric fertilisers and related products, which

satisfy the requirements of customers and comply with applicable edifications.

Further it is committed to continual improvement of quality management systems

and processes with the objectives of improving the product quality. They strive to

achieve the quality objectives and customer satisfaction by

Developing, implementing and maintaining quality management systems to

international standards.

Imparting requisite knowledge, skills and competency to employees and

Ensuring employees participation in continuous improvement measures.

Non-Fertiliser Activities:

Sale of intermediate such as sulphuric acid, phosphoric acid.

Sale of fertiliser raw material such as sulphur, rock phosphate, potash etc.

Sale of by-products like gypsum and fluorine.

3. Finance:

Coromandel Fertilisers Limited laid its foundation stone in 1964 with an investment

of 50 crores and leading presently with a turnover of about 613 crores and yields 10%

growth rate on turnover and 27-30% of returns per year and spends around 20 to 30 lakhs

per month as salaries to the employees.

The main objectives of finance department are:

Effective funds and foreign exchange management

Controls cost including reduction in interest cost

Tax planning

As per the balance sheet stated on 3 1st March 2001 the fixed assets of the

company cost around 250 crores and has gained a net profit of around 46.87 crores for the

year 1998-99. Except for a couple of years CFL is being continuously a profit based

company. The company is of vital importance to the economy as it supplies fertilisers to

agriculture, which is the backbone of the Indian economy. Thus the company's emphasis

has been on extension and development involving constant updating of improved

agricultural practices. These activities have helped Gromor to establish itself as a leader

and pioneer beard. It is titled as the farness friend.

Fertility to the fields,

Profits to the farmer.

ACCOUNTING POLICIES

The accounts have been prepared primarily on the Historical cost convention and it

accordance with the mandatory accounting standards. The significant accounting policies

followed by the company are stated below:

Fixed assets:

Fixed assets are shown at cost or calculation less depreciation cost comprises the

purchase price and other attributable expense. Fixed assets other than lease hold/

improvements, offi8ce equipment furniture fitting certain vehicles and roads had been

revalued as on 31st March 1991, based on a valuation by an approved value. The indices, if

any used or not stated in the valuation.

Depreciation on assets:

Depreciation has been provided on straight- line method. Depreciation on all

(except those revalued and certain and vehicle and equipment) has been provided over the

useful lives of the assets derived from the prescribed in schedule. Certain vehicles and

equipments are Depreciation at 2.5% or 20 per annum.

I. Foreign currency transactions:

Transaction made during the year in foreign currency is recorded at the exchange rate

prevailing at the time of transaction. Assets and liabilities related to foreign currency

transactions remaining unsettle at the year end are translated at contract rates, when

covered by foreign exchange transaction other than those relating to fixed assets are

recognized in the profit and loss account gain /loss on transactions of long term liabilities

incurred to acquire fixed assets is treated as an adjustment to carrying cost of fixed assets.

II. Investment:

Investments are valued at cost of acquisition and related expenses.

III. Sundry debtors and advance:

Specific debits and advances identified as irrecoverable and doubtful are written off

or provided for respectively

IV. Retirement benefits:

Retirement benefits to employees are provided for means of provident fund,

superannuating, gratuity and leave encashment. The gratuity and leave encashment liability

is determined based on an actuarial valuation as on the balance sheet date. Compensation

payable under voluntary retirement scheme is charged to profit and loss account in the year

in which liability is incurred.

V. Revenue recognition:

Sale of goods is recognized at the point dispatch to customers. Sales exclude

amount recovered duty and sales tax.

Dividend income from investment is accounted for when declared.

Subsidies; credited for govt. subsides has been taken on bases of actual sales made

by the company.

Human resources:

o Organization restructure through re-skill in and re-development

o Training in core competency areas

o Employee cost reduction through manpower rationalization and optimum

utilization.

The various activities of the personal department include the payment of salary and

wages of provision of welfare measures training and development of the company, fire

fighting, industrial relation etc.

Industrial relations:

Coromandel enjoyed an excellent track record in industrial relations since

inception. This is largely due to progressive policies pursued by the company with regard

to labour management. The approach has been not to a step further in the interests of the

employee well being medical and accident insurance scheme. Medical claim with

insurance company, benevolent funds subsidized transport, heavily subsidized cafeteria,

uniforms, house building loans are same of benefits enjoyed by the employer. A number of

joint forms like works committee. Safety committee and canteen management etc., and

provided opportunity for effective resolution of day-to-day problems on a continuous basis.

PROCESS SAFETY MANAGEMENT SYSTEM:

CFL accords topmost priority to protect the health and promote safety to its

employees, the community and environment and facility assets. Coromandel is committed

to a process safety management system that confirm to the best available practices in the

industry and to continuously increase the safety management. Coromandel is dedicated to

maintain a safety culture, which requires total involvement of all employees and recognizes

that the management of process hazards is part of every employee's job. Coromandel will

focus on excellence, by fostering continuous improvement and employee involvement in

the operation of our plans.

CHAPTER – 4

Theoretical fame

work

HUMAN RESOURCE MANAGEMENT

Meaning:

Human resource management refers to a set of programmes, functions and

activities designed and carried out in order to maximize both employees as well as

organizational effectiveness. It is the process of binding people and organizations together

so that the objectives of each are achieved.

Human resource management means employing people, developing their resources,

utilizing, maintaining and compensating their services in tune with job and organizational

requirements. HR is the most significant factor of production every human being is born

with tremendous potential. HR refers to the knowledge, skills, and beliefs of an

organizations workplace. Enhance their skills, abilities, knowledge in accordance with the

changing requirements of groups, organization and society is the essence of HRD.

Human Resource Development (HRD) is a continuous process to ensure the

development of employee dynamism, effectiveness, competencies and motivation in a

systematic and planned manner.

HRD includes potential development, fast achievement, skill development, ability

to reach out, systems development, understanding of subordinates goals, greater

commitment existing and creating climate, developing integration etc. One of the important

mechanisms of HRD is training and development.

According to Flippo:

Human resource management is ”the planning, organizing, directing and

controlling of the procurement, development, compensation, integration, maintenance and

reproduction of human resources to the end that individual, organizational and societal

objectives are accomplished.”

Features of human resource management:

Human resource management is a part of management discipline.

Human resource management is a process, just like management process.

Human resource management is a continuous process and not a one-stop action.

Human resource management is concerned with people in the organization, both

present and potential.

Human resource management is directed towards achievement of organizational

objectives by providing tools and techniques of managing people in the

organization effectively.

Human resource management is relevant to all functional areas of a business

organization, such as, production, marketing, finance, research and development,etc

Principles of Human resource Management:

(1) Principle of maximum individual development

(2) Principle of scientific selection

(3) Principle of high morale

(4) Principle of dignity of labour

(5) Principle of team spirit

(6) Principle of effective communication

(7) Principle of fair remuneration

(8) Principle of effective utilization of human resources

(9) Principle of participation

(10) Principle of contribution to national prosperity

(11) Principle of effective utilization of human resources

(12) Principle of participation

(13) Principle of contribution to national prosperity

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

(1) To help the organization to attain its goals by providing well-trained and

well-motivated employees.

(2) To utilize the human resources effectively in the achievement of

organizational goals.

(3) To enhance job satisfaction and self-actualization of employees by

encouraging and assisting every employee to realize his or her full potential.

(4) To establish and maintain productive, self-respecting and internally

satisfying working relationships among all the members of the organization.

(5) To bring about maximum individual development of members of the

organization by providing opportunities for training and advancement.

(6) To secure the integration of all the individuals and groups with the

organization by reconciling individual and group goals with those of the

organization.

(7) To develop and maintain a quality of work-life which makes employment in

the organization a desirable personal and social situation.

(8) To maintain high employee morale and sound human relations by sustaining

and improving the various conditions and facilities.

(9) To manage change to the mutual advantage of individuals, groups, the

organization and the society.

Significance of Human Resource Management:

Human resources are the most precious assets of an organization. They are

activators of non-human resources, means of competitive advantages and source of

creativity provided they are managed effectively. Human resource management, thus, has

great significance. The significance of human resource management can be discussed at

four levels - organizational, professional, social and national.

Organisational significance:

Attracting and retaining the required talent through effective human resource

planning, recruitment, selection, placement, orientation, compensation and

promotion policies.

Developing the necessary skills and right attitudes among the employees through

training, development, and performance appraisal, etc.

Securing willing co-operation of employees through motivation, participation,

grievance handling, etc.

Utilising effectively the available human resources.

Ensuring that the organization will have in future a team of competent and

dedicated employees.

II. Professional significance:

Developing people on continuous basis to meet the challenges of their jobs.

Maintaining the dignity of personnel at the work place.

Providing proper physical and social environment at the work place to utilize the

capabilities of the people effectively.

Providing environment and incentives for developing and utilizing creativity.

III. Social significance:

Maintaining balance between jobs and job-seekers in terms of job requirements and

job-seekers abilities and attitudes.

Providing most productive employment from which socio-psychological

satisfaction can be derived.

Utilizing human capabilities effectively and matching rewards for the contributions

made by people.

Eliminating wasteful organizational and individual practices.

IV. National significance:

Increase in the size and complexity of organizations.

Rapid technological developments like automation, and computerization

etc.

Rise of professional and knowledgeable workers.

Increasing proportion of women in the workforce.

HUMAN RESOURCES

From the national point of view:

Human resources are knowledge, skills, creative abilities, talents and attitudes

obtained in the population.

From the view point of an rganization:

Human resources represent the people at work. They are the sum-total of the

inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes

of its employees.

According to Jucius:

Human resources refer to “a whole consisting of inter-related, interdependent, and

interacting physiological, psychological, sociological and ethical components”.

According to Sumantra Ghoshal:

Human resources as human capital consisting of three types of capital, namely,

intellectual capital, social capital and emotional capital.

Features of human resources:

Human resources are heterogeneous.

Human resources are dynamic and behave differently.

Human resources have the greatest potential to develop and grow provided the right

climate is provided to them.

DEFINITIONS AND CONCEPTS

Human Resource Planning (HRP) aims to determine the number and type of people

and organization needs. The job analysis and job design specifies the tasks and duties of a

job and the qualifications expected from the prospective jobholders. The next step is

hiring- the right umber of people, of the right type of fill the jobs.

Hiring involves the following two broad groups of activities-

Recruitment

Selection

RECRUITMENT AND SELECTION PRINCIPLES

Those involved in the Recruitment and Selection process in the Department, that is

Delegates, Applicants, Referees and Selection Panels should:

Ensure selection and recruitment of staff is given a high priority within their area of

responsibility.

Make a selection on the basis of merit;

Ensure that the processes are transparent and free of patronage, favouritism or

unjustified discrimination;

Apply equity and procedural fairness in making a staff selection or recruitment

decisions;

Ensure all documentation in the selection process is accessible to appropriate

people, accurate and of high quality;

RECRUITMENT

Definition:

“Recruitment is the process of finding and attracting capable applicants for

employment, wherein the entire process begins when new recruits are sought and ends

when their applications are submitted, resulting in a pool of applicants from which new

employees are selected”.

In general recruitment is the process of searching for and obtaining applicants for

jobs, among whom the right people are selected.

Importance of Recruitment:

1. Determine the present and futuristic requirements of an organization with regard to

the personnel-planning and job-analysis activities.

2. Enhance and increase the hob applicant pool at minimum cost.

3. Increase the success rate of selection process by reducing the number of under

qualified, overqualified, or unfit job applicants.

4. To ensure that the probability of turnover rate is the lowest.

5. Meet the organizations legal and social obligations regarding the composition of its

work force.

6. Begin identifying and preparing the potential job applicants who will be the

appropriate candidates.

7. Increase the organizational and individual effectiveness in both short term as well

as long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for all

Types of job applicants.

9. FACTORS GOVERNING RECRUITMENT

There are two types of factors which influence the recruitment is-

External

Internal

The sub-elements of each one of the factors effecting recruitment is given as under-

1. External Factors

Following are the factors-

Supply & Demand of the specific skill set in the labour Market.

Unemployment Rate

Labour Market conditions.

Political and Legal considerations

2. Internal factors:

Following are the factors-

Recruitment policy of the company.

Temporary and Part-time Employees.

Local Citizens.

Size of the Organization.

Cost of Organization.

Growth and Expansion of the organization

TYPES OF RECRUTIMENT

Generally, there are two types of recruitment namely-

Internal Recruitment.

External Recruitment.

1. Internal Recruitment:

Internal Recruitment sees applicants for job positions, from those who are currently

employed by the company. These internal Sources include-

1. Present Employees

2. Employee Referrals.

3. Former Employees.

4. Previous applicants

2. External Recruitment:

External Recruitment is done through sources external to the organization like-

1) Advertisements

2) Employment Exchanges.

3) Campus interviews

4) Walk-ins/Write-ins/Talk-ins.

5) Consultants.

6) Acquisitions and Mergers.

7) Competitors.

RECRUITMENT PROCESS

The recruitment process comprises of the following stages, namely-

1) Planning

2) Strategy Development.

3) Searching.

4) Screening

5) Evaluation and Control.

1. PLANNING:

Recruitment Planning involves the translation of likely job vacancies and

information about the nature of these jobs into specific categories specifying-

(i) Number

(ii) Type of applicants to be contacted.

The companies use “Yield Ratios” to determine the number of contacts. We can

clearly understand it on the next page. Now coming to the type of contact i.e. the type of

people who need to be informed about the job openings, which basically depends on the

tasks and responsibilities involved and the qualifications and experience expected. These

details can be obtained through job description and job specification.

2. STRATEGY DEVELOPMENT:

Under this we have the following-

1) Decision on recruitment employees.

2) Technological Sophistication.

3) Geographic Distribution of Labour Market.

4) Sources of Recruitment.

3. SEARHING:

Once the recruitment plan and strategy are worked out, we can start with the search

process. This basically involves two steps namely-

I. Source Activation

II. Selling.

4. SCREENING:

Screening can be viewed as the first step in the selection process. The selection

process will begin after the applications have been scrutinized and short-listed. All the

applications received are screened and only eligible applicants are called for an interview.

The high level management or the employees of the HR department conduct interview

usually. But is should be noted that the screening would extend only up to screening the

applications, upon its completion followed by the selection.

5. EVALUATION AND CONTROL:

Evaluation and control is very crucial for the recruitment process as it helps to

control the various costs incurred during the process. Some of the cost incurred are-

Salaries for the recruiters.

The time spent by the Management and Professional for various activities like- job

description, job specification, advertisements etc.

The cost of advertisements and other recruitment methods.

Recruitment overheads and administrative expenses.

Cost of producing supporting literature.

When the vacancies are unfilled, there is cost of overtime and outsourcing.

Others.

RECRUITMENT PROCESS EVALUATION

The recruitment process can be evaluated by keeping the following objectives in

mind, namely-

Number of suitable candidates for selection.

Return rate of applications sent out.

Retention and Performance of the candidates selected.

Cost of the recruitment process.

Cost of the recruitment process.

Time Lapsed Data (LTD) Image Projected.

RECRUITMENT METHODS EVALUATION

This includes-

Number of initial enquires received which resulted in the complete application

forms.

Number of short listed candidate's art various stages of the recruitment and

selection process.

Number of Candidates recruited.

Number of retained candidates after 6 months.

SELECTION

Definition:

“Selection is the process of differentiating between applicants in order to identify

and also hire those with a greater likelihood of success in a job”.

In other words, Selection is the process of picking individuals out of the entire pool

of job applicants with requisite qualifications and competence to fill jobs in an

organization.

ROLE OF SELECTION

The selection process plays a crucial role in organizational effectiveness in the

following ways-

WORK PERFORMANCE

The work performance differs from individual to individual, as it basically depends

on individuals. The best way to improve the work performance is to hire people with the

competence and the willingness to work.

In appropriate selection processes my effect individual employee morale, de-

motivate and demoralize them. Also causing increase into the turnover i.e. attrition rate

COST CONTROL

The cost incurred in recruiting and hiring personnel speaks volumes about the

selection process. There re different types of costs incurred by the company like-

Cost incurred while the person is employed.

Costs associated with the transfer, training, or termination of the service of the

employee.

Cost of hiring, training, replacement.

Costs related to accidents compensation, absenteeism, production or profit losses,

damaged company reputation etc.

SELECTION PROCESS

Selection is a long process starting with the preliminary interview of the candidate

and finally ending with the employment contract. The general selection process consists of

the following stages.

Preliminary Interview

Selection Tests

Employment Interview.

Selection Decision.

Reference and Background Check.

Physical Examination.

Job Offer.

Employment Contract

1. PRELIMINARY INTERVIEW:

All the resumes that are received from the job seekers are scrutinized so as to

eliminate unqualified applicants. This process helps the HR specialists to eliminate the

unqualified applications and misfits based on the information provided. This interview also

helps reject the misfits based on the information not provided in the application.

2. SELECTION TESTS:

Candidates who clear the preliminary interview come for the screening tests. There

are different types of tests like- Ability tests, Aptitude Tests, Personality tests, interests etc.

These tests are used to determine the person's potentiality, assess the personality (i.e. Self-

sufficiency, Sociability, Introversion, extroversion, Locus of control and self-confidence),

assess individual's achievement and motivational levels etc.

3 EMPLOYMENT INTERVIEWS:

Interviews are in-depth conversation conducted to evaluate the applicant's

acceptability. An interview allows the two-way exchange of information between the

candidate and employer. The interviews can be-One-to-one, Sequential or Panel,

depending on the situation and need. The objectives of interviews are-

To facilitate the general information flow across to the applicant on company

policies, job description, etc.

To help build the company's image among the applicants.

To help obtain additional information from the candidates

4. SELECTION DECESSION:

The final decision is made from the pool of candidates who pass the tests,

interviews and reference checks. The HR manager plays a crucial role in the selection

decision. The views of the HR manager are considered as he/she will be finally responsible

for the performance of the new employee.

5. REFERENCE AND BACKGROUND CHECKS;

The company requests for the names, addresses and telephone numbers of the

references for the purpose if verifying information and gaining more information about the

applicant. Previous employers, professors neighbours, friends and well known people can

be considered as references.

6. PHYSICAL EXAMINATION:

After selection, a candidate has to go through the physical examination so as to be

declared fit for the job. The physical examination is done to-

To detect if the individual carries any infectious disease.

To check for the candidates physical fit to perform the current job.

The results might be used as a basis to differentiate between successful and less

successful employees.

7. JOB OFFER:

The selected candidates are given the job offer, which is made through the

appointment letter. The appointee is given sufficient time to report on duty. In case the

appointee is already serving elsewhere then he/she is required to obtain a relieving

certificate from the previous employer.

8. CONTRACTS OF EMPLOYMENT:

After the job offer has been made and candidates accept the offer, certain

documents need to be executed by the employer and the candidate. The contract of

employment consists of-

Job Title

Duties, roles and responsibilities to be performed. The phrase of declaration is

somewhat like-“The employee will perform such duties and will be responsible to

such a person, as the company may direct from time to time”.

Date of joining i.e. the date on which the continuous employment starts.

Rate of pay, allowances, overtime, shift rates & methods of payments

Hours of work, overtime and shift arrangements.

Holiday arrangements:

Paid holidays per year.

Calculation of holiday pay.

Details of holidays and holidays pay.

Dates when holidays can be taken.

Public holidays.

Grievance procedure.

Disciplinary procedure.

Work rules.

Arrangements for termination employees.

Certificates of employee.

Offer letter copy.

Extra-certification copies ( i f any)

Address proof.

Identification proofs,

Integrity form.

Security policy.

Personnel bio-data.

Background check sheet.

Medical insurance.

Recruitment and Selection Stages:

Having a recruitment policy (defined procedure) in a large organization guides

managerial action. Such a policy usually reflects the prescriptions of the literature on

recruitment which themselves form an implementation checklist covering e.g. use of

interviews of given sequence and composition, adoption of educational qualification

standards, use of limited sources for recruits, strict regulation of references and candidate

vetting, use of a psychometric test etc. The steps form a heuristic - a general, sensible chart

with which to navigate the recruitment maze. Standardization serves to reduce risk and

share experience. In a bureaucratic framework it circumscribes discretion and behavior of

decision-makers in the organization.

Typical stages of recruitment and selection can be summarized as:

Stage What is involved?

1 Response to vacancy

Vacancy arises. Impact on staffing plan? Job re-design, reshuffle?

Permission to recruit/replace?

Exit interviews?

2 Job analysis

Do participants in the process understand the post?

What are the priorities demands, competences required? Analyze

the job.

Produce/up-date job description, personnel specification.

Define target groups - where are they and what will attract them to

apply?

3 Employment terms

Define the terms and conditions of employment. Agree the

rewards package internally

Anticipate anomalous relationships with other jobs. equal

opportunities’

4 Communicate Vacancy Where will we get our candidates from

(sources)?

Should the vacancy be offered openly?

Is there scope for internal promotions and job transfers? Knock-

on effects?

External sourcing. DIY and/or use agencies? Confidentiality?

Determine budgets and placement schedules.

Prepare copy and place. Advertising - standards?

5 Process applications

Is the administrative machine ready to respond to applications? Is

job documentation for candidates prepared?

Log applications/CVs. Compare each with personnel profile

Follow-up on references/security clearances

Decide on/organize recruitment programme. Who, when

(meetings, appointments), where (on-site, off-site).

Short-list and invite candidates to selection activity

Courteous rejections/on-hold candidates

6 Carry out selection programme

Organize candidate accommodation, Cook's tour and

arrangements for testing

Brief reception staff.

Finalize selector briefing/training and interviewer

preparation/strategy

Implement selection programme: conduct interviews, exercises,

tests

Review candidate data and make selection

7 Make job offer(s) and finalize contract

Advise unsuccessful candidates of rejection or stand-by

Process job acceptances

Complete reference investigations

Confirm terms and conditions of employment

Confirm arrangements for job start

Design new starter induction programme

8

Evaluate effectiveness of

Recruitment process and methods. Validity, reliability and utility?

The recruitment service - internal or external agency. Were all the

costs necessary?

The selection decisions. Is the new employee really suitable? If

not how was the selection process at fault?

Concept of Recruitment

Coromandel Fertilisers Limited gives importance to human resources and it lays

emphasis on human safety and welfare. Presently the company comprises of about 600

employees among which about 425 employees are non managerial and about 175

employees are managerial.

Objectives:

The main objectives of personnel department in CFL are:

Organisational restructure through re-skilling and re-deployment

Training in core competency areas

Employee cost reduction through manpower rationalisation and optimum utilisation.

1. Human Resource Department:

This department deals with the matters pertaining to managerial staff and is headed

by Asst.General Manager & Regional Head – HR who looks after the matters like

recruitment, career planning, training and development, performance appraisal and smooth

administration of remuneration and policies of all categories of employees of

Visakhapatnam Plant as well as Marketing Branches of in the States i.e., Andhra Pradesh,

Assam, West Bengal, Orissa, Madhya Pradesh, and Chhattisgarh.

A total of 40 non-managerial staff is working in this Department. Vice president in

consultation with HRD and ERD reviews carefully and finalises the manpower planning.

HR Policy:

This human resource policy was drafted in the year 2000 in May and it is

considered to be the corporate commitment.

To create and nurture an organisation culture committed to multi disciplined teamwork

in order to meet the customer’s needs with high quality products and services.

To facilitate and provide an environment congenial for continual learning aimed at

increasing proactivity, creativity and adaptability.

To devise and sustain an appraisal and reward system which is based on performance

and merit.

Recruitment:

The company has a policy that the new employee should be carefully chosen as he

has to handle the job not only for his ability but also for his suitability of future

advancement. The requirements of the job shall be the determining factor in the selection

and placement of the applicants and employees who satisfy the required qualifications and

requirements of the job shall be preferred.

The main manpower sources of the organisation are:

Resumes or the applications received in personal or by mail.

Local employment exchange.

Advertisements in local press.

Direct interviews from colleges, universities and polytechnic colleges.

CFL also complies with the statutory requirement of informing employment

exchange vide form ER-1 under the Employment Exchange Act 1959.

Selection:

The received applications will be reviewed by the ERD and HRD in consultation

with the concerned head of the department and suitable applicants will be invited to meet

the preliminary evaluation panel at employee relations department or the human resource

department.

The process of selection at CFL is done as follows:

Conducting written examination and its critical evaluation

Personal interview by the selection panel and its appraisal

Appointment order will be issued to the candidate and it contains the placement,

commencement of service, remuneration, benefits, compensation review, age of

retirement, notice of termination etc. Thus when the person is selected for a

particular job he is sent for training to know the work correctly so that he performs

the job effectively.

Training and Development:

Training and Development at CFL is being given much importance. It is a

systematic approach and its objectives are to:

Upgrade and maintain the technical and functional skill levels of employees

to match the company's present as well as envisaged requirements.

Improve the understanding commitment and general effectiveness of employees

through appropriate workers education, supervisory development and management

development programmes. Normally organisation will try to achieve the training

man days up to a maximum of 7 days that is considered to be the best. As against

the normal standard, CFL already achieved 9.28 and 5.57 man days for their

managerial and non-managerial staff.

Presently training is being done at the rate of 6.75mandays/ employee/ year. The

training policy of CFL is to facilitate and provide an environment congenial for

continual learning aimed at increasing proactivity, creativity and adaptability.

The main functions of training department are:

Effective coordination with various departments aiming at alignment of training

needs and training activity.

Preparation of training calendars and obtaining sufficient budget from the top

management.

Organising the training effectively in line with the training calendar.

Collection of feedback from the participant about the effectiveness.

Thus training and development at CFL is playing an important role on the

employees by upgrading their skills and knowledge.

Performance Appraisal:

When an employee’s performance is excellent it is the result of a number of

circumstances that work together to make his excellence possible. The level of

performance of an employee is influenced by six factors. They are:

Aptitude Degree of effort

Level of skill Motivation

Understanding the task Other factors

Performance appraisal systems at CFL are at 180° and 90° in cases of managerial

staff and non-managerial staff. Performance appraisal is mainly used as tools to access the

individual’s competency, potential and performance and based on these factors increments;

compensation reviews are affected. It improves the performance of the employee so that he

performs well in future. CFL has a very good performance appraisal system through which

their performance is evaluated and compensation is awarded.

Welfare Facilities:

Management makes the welfare policies at the plant and the welfare programmes

are executed to the workers through their union. The union nominates its members and

negotiates about modalities of execution of welfare programmes. The following are some

of the welfare facilities provided to the employees.

1. Drinking Water:

Drinking water facilities is provided to the employees in and around the plant.

There are about 20 drinking water points at suitable places for supply of wholesome cool

drinking water.

2. Canteen:

Canteen facility is also provided and in each shift at a time 60 to 70 persons can be

accommodated. Mobile and non-mobile canteen services are provided round the clock.

Every month company spends 4.5 lakhs approximately on canteen and the food is ordered

on subsidised rates.

3. Recreational facilities:

Recreational facilities at CFL are organized through two clubs, which are

coromandel recreation centre for non-managerial staff, and coromandel club for managerial

staff. The clubs organize various cultural and entertainment programmes for recreation of

its members and their member. The subscriptions of the clubs are Rs.5/- for CRC and Rs.

40/- for CC per month.

4. Transport:

CFL provides subsidised home transport to the employees. Rs.15/- is recovered by

the management per month from the employee’s salary. Company operates almost 6 routes

of Vizag in all the shift timings.

5. First aid:

CFL provides first aid and medical facilities to the employees. 30 first aid boxes are

located at various locations and around 33 numbers of managerial and non-managerial

employees are trained in first aid in the factory during the year. Ambulance room’s works

around the clock and a full pledged medical officer is provided by the management.

The company also provides facility for house loan, consumer stores, educational

allowance for employee children, maternity leave, and bothroom facilities. These are some

other important welfare facilities provided by the company.

Safety and environmental factors:

CFL have given safety as the prime importance. Senior manager takes care of the

implementation of safety measures in the plant. He imparts safety education through

posters, slogans, and safety training on continual basis.

The company has so far achieved one million safe working man hours record 28

times, two consecutive safe million man hours 8 times, three consecutive safe million man

hours 4 times. The company maintains an excellent safety records and achieved many

national and international awards. All the employees at CFL are provided with personal

protective equipment like safety shoes, helmet, mask, fire protective clothing etc. The

company spends nearly Rs. 40 lakhs per year for providing safety measures. CFL adopted

a policy of “safety to take precedence over expediency of jobs”. The following is the

safety policy at CFL.

Safety policy:

It is the policy of the company to achieve high standards for professional safety and

create healthy work environment for its employees, contractors and neighbouring

communities. It is the obligation of every employee to

KNOW safety rules:

FOLLOW safety procedure;

WARN others of unsafe conditions;

REACT positively to emergency property;

PERFORM his or her task to ensure total property.

Management has the responsibility to conduct its activities in a manner to ensure

the above objectives and maintain a safe and healthy work environment. The company had

formed a separate department for safety, health and environment and is named as SHE

department.

CFL has also exhibited a keen concern towards the control of environmental

pollution. The total money spent on pollution control related to equipment till recent times

amount to 28 crores approximately. Nearly 60,000 trees have been planted so far covering

an area of 20 lakhs approximately.

Environment policy:

It is committed to optimising the interests of the stakeholders in our business while

simultaneously protecting the environment by prevention of pollution and by

Establishing and maintaining an environmental management system in compliance

with good business practices and legislative requirements.

Achieving a high degree of efficiency in consumption of inputs and energy.

Reducing dust emission into atmosphere.

Conserving resources through minimised waste generation and through promoting

recovery recycle and reuse.

Creating employee awareness for making environmental protection an integral part

of work culture and

Continually improving our environmental performance.

Thus the company provides safety and environmental factors to the employees and

it also maintains good relations with the workers hence there is no union problem in the

company. CFL has only one trade union, which is CITU, and it has no political

interference but the leader of the union is a political party member who is an outsider and

others are the employees of the company. 90% of the non-managerial staff are the

members of the union.

Thus CFL has cordinal relations with the employees and thus the personnel

department of the company looks after the well being of the employees.

CHAPTER – 5

Analysis &

Interpretation

1. LIST THE MEDIA SOURCES KNOWN TO YOU?

Media

Direct

Campus

Word Of Mouth

INTERPRETATION:

Among all the media sources existing the campus as a source of recruitment

was most known to the respondents, while the least known source was Direct.,

media direct campus Word of

mouth

No 24 30 5 14

Yes 26 20 45 36

2. Do you know about Coromandel Fertilizers Limited?

Yes

No

INTERPRETATION:

The majority of the respondents were aware of the company- Coromandel

Fertilizers Limited, during the recruitment process.

Yes No Total

32 18 50

3. How did you come to know about current position?

Media

Direct

Campus

Word of mouth

INTERPRETATION:

The major part of the respondents came to know about the current position through

campus, while horizontal ruler very small part was through direct.

Frequency

MEDIA 10DIRECT 8CAMPUS 20

WOM 12Total 50

4. How was your first interaction with the company?

INTERPRETATION:

The respondents have rated their first interaction with the company to be very good.

FrequencyGood 19Neutral 18Bad 11Extremely bad 2Total 50

5. How crucial is Written test for a good selection process?

INTERPRETATION:

The written test is considered to be very cerucial for a good selection process by 19

respondents, while only 5 say that is not.

FrequencyVery important 12

Important 19Neutral(some what important) 14

Less important 5Total 50

6. Tick the most appropriate level in terms of the criteria mentioned below in

the table?

Analytical test Technical test English test

Easy 13 8 14OK(Somewhat easy) 18 22 22

Tough 19 20 14Total 50 50 50

INTERPRETATION:

Analytical test was rated to be tough, while Technical test & English test was rated

to be OK i.e. Some what easy.

7. Do you think the following sections of the test booklet are the right device (s) for

measuring the skill set and an effective device for selection?

INTERPRETATION:

The majority of the respondents think that the different sections of the test booklet

are the right device (s) for measuring the skill set & an effective device for selection.

Analytical test Technical test English testYES 27 39 38NO 23 11 12

8. How crucial is GD for a good selection process?

INTERPRETATION:

GD was considered to be important and crucial for a good selection process.

FrequencyVery important 5

Important 22Some what important 11

Less important 10Un- important 2Very important 50

9. How crucial is interview for a good selection process?

INTERPRETATION:

Interview was considered to be important and crucial for a good selection process.

Frequency

Very important 20

Important 22

Neutral (Some what

important)

6

Less important 2

Total 50

10. How was your post recruitment experience like?

Frequency

Excellent 15

Very Good 21

Good 7

Average 4

Needs Improvement 3

Total 50

INTERPRETATION:

The respondents have rated their post recruitment experience to be very good.

CHAPTER – 6

Findings,

Suggestions

and Conclusions

FINDINGS

The information collected from the sample size of 50 respondents the following

findings are ascertained from the above analysis & interpretation

Most of the respondents have completed 10-35 years of service in the organisation

and are post graduates and have good educational background.

Majority of the respondents are assistant mangers, Sr. officers and Dy. Managers.

Majority of the respondents are satisfied with the recruitment programmes

conducted.

All the respondents felt that there is an improvement in the work area after

completion of recruitment

All the respondents agreed to the fact that improves their skill & knowledge

recruitment and also supports their future personal requirements.

SUGGESTIONS

Corromandel fertilizers can conduct campus interviews to get potential candidates to

the organization.

Depending upon the job description corromandel can take graduates.

Corromandel can motivate internal employees with promotions and good

increments.

Corromandel can recruit and select fresh candidates depending upon their skills and

knowledge. So that they can get chance to prove them.

Some online methods should be adopted to satisfaction of the employees regarding

existing recruitment and selection process.

CONCLUSIONS

Most of the respondents recommended more number of recruitment programmers’

which would be helpful in their work area and which improves their efficiency.

All the respondents feel that the environment in the recruitment programme is

suitable to them.

All the respondents feel that the centre’s at CFL are fully equipped and competent

to undertake the recruitment programmers’.

Most of the respondents feel that the duration of the recruitment programme is

sufficient to serve their purpose.`

All the respondents are particular of the recruitment given, so no one has failed to

attend the recruitment programme.

CHAPTER – 7

BIBLIOGRAPHY

QUESTIONNAIRE

BIBLIOGRAPHY

Source of Data:

Title of the Book Author

1. Human Resource Management L.M. Prasad

2. Human Resource Management P. Subba Rao

3.Human Resource & Personnel Management K. Aswathappa

Annual Reports of CFL

Websites - www.cfl.com

QUESTIONNAIRE

1. List the media sources known to you?

o Media

o Direct

o Campus

o Word Of Mouth

2. Do you know about Coromandel Fertilizer Limited?

o Yes

o No

3. How did you come to know about current position?

o Media

o Direct

o Campus

o Word of mouth

4. How was your first interaction with the company?

o Good

o Okay

o Bad

o Extremely bad

5. How crucial is Written test for a good selection process?

o Very important

o Important

o Some what important

o Less important

6. Tick the most appropriate level in terms of the criteria mentioned below in the table?

Analytical test Technical test English testEasy

OK (Somewhat easy)ToughTotal

7. Do you think the following sections of the test booklet are the right device (s) for assuring the skill

set and an effective device for selection?

Analytical test Technical test English test

YES

NO

8. How crucial is CD for a good selection process?

Please Tick Mark

Very important

Important

Some what important

Less important

Un- important

Very important

9. How crucial is interview for a good selection process?

Please Tick Mark

Very important

Important

Neutral (Some what important)

Less important

Total

10. How was your post recruitment experience like?

Please Tick

Mark

Excellent

Very Good

Good

Average

Needs Improvement

Total

11. Give your satisfaction levels about current process?

Please Tick Mark

Least satisfied

Satisfied

More satisfied

Total