The document discusses the selection process for hiring a Deputy General Manager at Madras Fertilizers Ltd. It describes how Mr. Praveen was selected through a battery of tests and interviews and hired despite having less experience than another candidate, Mr. Chaitanya. However, Mr. Chaitanya was later hired at Pragati Fertilizers Ltd. without any testing and helped increase their market share while Madras Fertilizers Ltd.'s market share declined under Mr. Praveen's leadership. This calls into question whether the tests accurately predicted job performance.

1. SELECTION
AppAsAbA.L.V

2. Trust the Test

3.  Madras Fertilizers Ltd., - the biggest Fertilizer Company in the
country was established in 1991.
 Several management experts in the country were appointed as the
Directors of the board to run the company in a professional way.
 The company constituted a team of specialists to develop and
administer tests and interviews to select candidates for the post of
Deputy General Manager (Marketing).
 The team has selected a promising candidate Mr. Praveen, a Post-
graduate in Statistics and a D. Litt. degree holder from the U.S.A.
as Deputy General Manager (Marketing) for Southern Area after
administering a battery of tests scientifically.

4.  Mr. Chaitanya, an M.B.A. from the S.K. University, with 10 years
experience in similar field was not selected as his score in some
tests was below the cut-off point and overall score was less than
that of Mr. Praveen.
 However, Mr. Chaitanya was employed as Deputy General
Manager (Marketing) in Pragati Fertilizers Ltd., Hyderabad
without administering any tests.
 Mis Pragati Fertilizers Ltd., is a medium-scale organization and its
market share was only 10% in the southern region, whereas
Madras Fertilizers Ltd., was enjoying 50% market share in the
south in 2001, when Mr. Parveen took charge.

5.  Mr. Chaitanya has been the in-charge of the southern region since
2001. It is said that the increase in market share from 10% to 60%
during 2001 to 2006 of Pragati Fertilisers Ltd., in the southern
region has been conclusively due to the efforts of Mr. Chaitanya.
 The market share of Madras Fertilisers Ltd., dwindled from 50%
to 15% during 2001 to 2006 and Mr. Praveen has been made
responsible exclusively for this situation.
 The Board of Directors of Pragati Fertilisers Ltd., knew the
reasons for the success of Mr. Chaitanya, whilst the Board of
Directors of Madras Fertilisers Ltd., appointed a Committee

6. Questions
1.Do you attribute the failure of Mr. Praveen to
tests? If yes, how?

7. Selection:
Choosing the most appropriate candidates and offering them jobs.
 Factors Affecting Selection Decisions
Internal Environment: Internal environmental factors that
influence selection include: the company, type of organization
structure, type of job design, complexity, technological volatility
attitude and seriousness of line managers towards selection,
personal prejudice and nepotism favoritism 'of the managers
involved in selection process.

8.  External Environment: External environmental factors
influencing selection include: laws, Government rules, regulations
and polices, influence of politicians in recommending candidates,
labour market conditions, culture of the country with regard to
nepotism, favoritism written and unwritten reservation policy of
the Government, and influence of trade unions professional
associations.

9. SELECTION PROCEDURE
(1)Job Analysis.
(2) Recruitment.
(3) Application Form.
(4) Written Examination.
(5) Preliminary Interview.
(6) Business Games.
(7) Tests.

10. (8) Final Interview.
(9) Medical Examination.
(10) Reference Checks.
(11) Line Manager's Decision.
(12) Employment.

11. PLACEMENT
 When once the candidate reports for duty, the organization has to
place him initially in that job for which he is selected.
 Immediately the candidate will be trained in various related jobs
during the period of probation of training or trial.
 The organization, generally, decides the final placement after the
initial training is over on the basis of candidate's aptitude arid
performance during the training/probation period.

12.  Probation period generally ranges between six months and two
years.
 If the performance is not satisfactory, the organization may
extend the probation or ask the candidate to quit the job.
 If the employee's performance during the probation period is
satisfactory, his services will be regularized and he will be placed
permanently on a job.

13.  INDUCTION
 Introducing the new employee who is designated as a probationer
to the job, job location, surroundings, organization, organizational
surroundings, various employees is the final step of employment
process.
 This is mainly because of the problem of adjustment and
adaptability to the new surroundings and environment. Further
absence of information, lack of knowledge about the new
environment, cultural gap, behavioral variations, different levels
of technology, variations in the requirements of the job and the
organization also disturb the new employee.

14.  Further induction is essential as the newcomer may feel insecure,
nervous and disturbed. This situation leads to instability and
turnover. Hence, induction plays pivotal role in acquainting the
new employee to the new environment, company rules and
regulations .
"Induction is the process of receiving and welcoming on
employee when he first joins a com and giving him the basic
information he needs to settle down quickly and happily and
start work.

15. (i) About the Company
(a) History, growth, organization and management, products, market,
customers, etc., of the Company.
(b) Basic conditions of employment - hours of work, shift, holidays,
retirement benefits.
(c) Pay, allowances, deductions.
(d) Sickness rules, information - pay - sick leave.
(e) Leave rules - casual, special, earned-holidays, vocation.
(f) Work rules, work-load, use of materials, equipment, machine.

16. (g) Disciplinary rules and procedure.
(h) Grievance procedure.
(i) Career path, promotion channel.
(j) Unions, negotiating machinery.
(k) Education, training and development facilities.
(l) Health, safety, medical core arrangements.
(m) Canteen and restaurant facilities.
(n) Social benefits and welfare measures.

17. (0)Telephone calls and correspondence.
(p)Travelling and subsistence expenses.
(q) Uniforms, clothing.
(r) Various employees - their designations - position in the
organization.

18. (ii) About the Deportment
The departmental head concerned introduces the new employee to
the important employee and describes briefly about the
department and the job. Then the supervisor concerned introduce
the employee to all the employees in the section/unit, describes in
detail the job or work, machine, equipment with which the worker
has to work, process of the production, place employee's job and
its significance in the process of production, his position in the
departmental organisation structure, work distribution,
assignment, working hours, shift, quality/standard to be
maintained, customers/ users of the product/service, etc.

19. (iii) About the Superiors, Subordinates, etc.
 Introduce the new employee to the superior to whom he should
report.
 Introduce to other superiors with whom his work is indirectly
related.
 Introduce the new employee to his subordinates with whom he has
to work.
 Introduce the new employee to the subordinates who will report to
him.
 Introduce the new employee to his colleagues.