Wireless Communication: Applications and Limitations

Wireless Communication: Applications and Limitations Wireless Communications INTRODUCTION First of all, the meaning of wireless must be clearly identified: Wireless communications are the technology that uses any type of waves to substitute the use of cables and wires in order to create links (or a certain kind of connectivity) between different devices; such waves can be radio waves, infrared waves, or microwaves. Even though many people think that wireless communication is a new form of technology, the truth is that many devices that already existed for many decades use wireless technology, in one way or another, to accomplish the tasks or to deliver the services that they were designed for. Such devices include radio and television transmission-reception devices, military communication devices and many more. Mostly, such technology was being utilised only by governments and large organisations. The difference that appeared in the last few years is the one that involves computer systems and other related pieces of equipment and that which involves telephony and communications, which made it possible for individuals and small and medium organisations to have access to such technology and to be able to use it for specific and personalised uses. WIRELESS COMMUNICATIONS Today, wireless communications are growing steadily in almost all sectors, which include home and individual uses, organisational and governmental uses, and scientific and research institutional uses as well. This is evident in every aspect of connectivity that is present and that is available for each person of us; mobile phones (especially those classified as smart-phones) are the most wide-spread devices that utilise wireless communications for almost all the requirements that wireless technology provides; this includes wireless voice connections, data and messaging connections, and multimedia (audio and video) exchange links. For those devices to be able to accomplish that, they cover most of the types of frequencies that are available through the use of technologies such as infrared, Bluetooth, WiFi, GSM and much more. Wireless Local Area Networks (WLANs) are the most significant technological advancement since the beginning of the computer (and the Internet) age. Such technology provides the possibility of active connectivity to companies, universities, schools, research institutions, and even entities of a far smaller nature. A growing number of homes is now applying WLANs because it can provide the users with the same kind of service without the need for cables. Prasad and Ruggieri (2003) give more details about WLANs by stating that â€Å"WLAN systems are a technology that can provide very high data rate applications and individual links (e.g., in company campus areas, conference centers, airports) and represents an attractive way of setting up computers networks in environments where cable installation is expensive or not feasible. They represent the coming together of two of the fastest-growing segments of the computer industry: LANs and mobile computing, thus recalling the attention of equipment manufactures. This shows their high potential and justifies the big attention paid to WLAN by equipment manufacturers. Whereas in the early beginning of WLANs several proprietary products existed, nowadays they are mostly conform to the Institute of Electrical and Electronics Engineering (IEEE) 802.11b (also known as Wi-Fi) standard. It operates in the unlicenced 2.4-GHz band at 11 Mbps and it is currently extended to reach 20 Mbps.† When talking about wireless computer connectivity, it must be stated that there are two methods in which it operates today. The first is the â€Å"Ad Hoc mode, or Independent Basic Service Set (IBSS). This is a peer-to-peer wireless network. This means that it does not have an access point controlling the conversation.† This method is usually used for small networks which consist of five or less users. Its point of access which â€Å"manages the conversions is gone and the clients send beacons to each other These beacons contain a timer synchronization function (TSF) to ensure that the timing is correct. This function is usually handled in the access point.† The second method is â€Å"the Infrastructure mode, which is called Extended Basic Service Set (EBSS). This is the main type of wireless network. In an EBSS, an access point controls all traffic. Setting up a wireless network in this category requires a piece of networking equipment referred to as an access point. This access point is where the Ethernet data is converted into a wireless signal that is then transferred out through the access point’s antenna. To hear and understand this signal, a wireless network interface card is needed. This card has a small antenna inside it and can hear the wireless signal and transfer it to the computer† (Earle, 2006). As is the case for what concerns wired computer networks, wireless networks are either Wide Area Networks (WAN) or Local Area Networks (LAN). As for the wireless LANs, Vacca (2003) explains that â€Å"wireless data local-area networks (WiFi LANs) have surged in popularity. WiFi LANs provide network access only for approximately 300 ft around each access point, but provide for bandwidth up to 11 Mbps for the IEEE 802.11b protocol, and up to 100 Mbps for the emerging 802.11a protocol. Best of all, the technology is available now and affordable† and the author explains that their reduced cost of deployment, compared to that of the wired LANs, made them more attractive in what concerns the enlargement of corporate networks to other locations: â€Å"The wireless data LAN is a ‘nice and clean’ extension to an office’s wired LAN. Wireless data LANs are attractive to offices that want to enable workers to take laptops into a conference room. Wireless data has a place now† According to the author, â€Å"WiFi is especially popular in the manufacturing, distribution, and retail industries† Liska (2003) explains that the main purpose of using wireless WAN technology is to enable the connection to the Internet and to allow the connection between different offices (of a certain company, for example) that are located in different geographical locations. The author states that â€Å"Wireless WANs have emerged as a low-cost alternative to a traditional method of Internet access. Wireless WAN connection can offer the same amount of bandwidth as a T1, at a fraction of the cost. Wireless connections are also being deployed in areas where cable and DSL access is not available.† Another form of wireless networks is the Wireless Personal Area Network (WPAN). In this type, the infrastructure network is not required as there is no need for a central link (or main connection of reference) as the connection is created between specific small devices and users within a given location. The main basic idea behind personal area network is the possibility to inter-connect two or more user-devices within a space of small coverage (that is not more than 10m) where ad hoc communication takes place which is also called personal operating space (POS). â€Å"The network is aimed at interconnecting portable and mobile computing devices such as laptops, personal digital assistants (PDAs), peripherals, cellular phones, digital cameras, headsets, and other electronics devices† (Prasad and Ruggieri, 2003). To give more details about this kind of wireless network, Vacca (2003) states that â€Å"the term ad hoc connectivity refers to both the ability for a device to assume either master or slave functionality and the ease in which devices may join or leave an existing network. The Bluetooth radio system has emerged as the first technology addressing WDPAN applications with its salient features of low power consumption, small package size, and low cost. Wireless data rates for Bluetooth devices are limited to 1 Mbps, although actual throughput is about half this data rate. A Bluetooth communication link also supports up to three voice channels with very limited or no additional bandwidth for bursty wireless data traffic.† For what concerns the standards of wireless networking, we find that for many years the systems were dependant on manufacturers, and this created problems regarding the compatibility of different systems with one another; that is why many standards are now present for use with the wireless systems. â€Å"This made the industry push the IEEE to make some wireless standards and help facilitate the growth of wireless with common standards that allowed various manufacturer cards to work with various manufacturer wireless networks† The standards used today include the 802.11 standard which â€Å"was the first WLAN standard accepted by multiple vendors as a true industry standard,† Other standards are 802.11a, 802.11b, 802.11c, and the 802.11g which was approved by the IEEE in 2003. There are other standards such as â€Å"The 802.11i standard [which is] a security standard that can apply to other 802.11 standards† and there is the 802.11j which is â€Å"for use in Jap an only† (Earle, 2006). According to Pallato (2004), a unified 802.11n Wi-Fi will be widely used soon. The 802.11n â€Å"is based on a new radio technology called MIMO (multiple input/multiple output) that allows the transmission of up to 100M bps over a much wider range than the earlier versions.† This will certainly be a step in the right direction in attempting to unify all the wireless standards into one technology that can be accessible to everyone anywhere. But this unification is facing problems and delays: Reardon (2006) explains that â€Å"the new standard that will allow notebook users to connect to wireless access points at much faster speeds than is currently available [will be delayed].. The IEEE approved a draft version of the standard called 802.11n, after much controversy and infighting among chipmakers. A second draft was due for the standard by late fall of this year [2006], but now a new draft won’t likely be ready until January 2007. This could push back the final ratifica tion of the standard until 2008 The delay in adopting a standard has been caused by the nearly 12,000 changes to the draft that have been submitted to the standards group†. The future of the wireless communications technologies is promising; this is because more mobility and speed are the most required factors in what concerns inter-connectivity, they are certainly more desired than the wired options, especially that the cost and the security options are being improved constantly. â€Å"Though still an imperfect technology, wireless data LANs are, nonetheless, booming and remain at least one market segment that’s expected to achieve its anticipated growth rate. IDC forecasts worldwide wireless data LAN semiconductor revenue alone to grow at a 30 percent compound annual growth rate during the next 4 years. And, 68 percent of networking solution providers already deploy wireless data LANs and WANs† (Vacca, 2003). As can be seen by now, wireless technologies are becoming more requested and more used by all sectors of users, from large organisations to schools to home and office users. The overwhelming success of the mobile phone devices (especially the smart-phones with the possibility to have Wi-Fi, Bluetooth, and Infrared links) will force the industry to grow faster and to provide the instruments and the hardware needed for its propagation for lower prices. One of the emerging realities of today is what is called ‘Wi-Fi covered towns’: The more hotspots (or Wi-Fi access points) there will be available in homes, offices, coffee shops, restaurants, and bookstores, the more the ‘covered city’ concept can be put to practice. And with the arrival of the $100-smarphone by the year 2008, more and more people will find themselves directly inside the wireless age. Some are already talking about providing the Wi-Fi service through traditional radio frequencies, and with that , what we were accustomed to in what concerns TV reception can be used for wireless connections to the internet, and through that to the entire world. According to Long (2006), â€Å"One of the latest WLAN technologies [and one of those that are expected to flourish within the next 5 years], MIMO, or multiple-input multiple-output, splits the connection workload [within a LAN] into multiple data streams for increased range and throughput. Another technology, OFDM, or orthogonal frequency division multiplexing, is a technique for transmitting large amounts of digital data over radio waves.† The future of communications is already known: Every individual will be able to get connected to any group of users he/she chooses, will be connected to his work network on the move and at his home and even when he/she is on vacation with no PDA or laptop. This is why the future seems to be revolving around the WPANs. The Wireless network installation and application will be extremely cheap that continuing with wired networks will be totally unacceptable by all means. APPLICATIONS Even if the beginning of the wireless applications was focused on applications related to vertical markets such as retail, warehousing, and manufacturing, â€Å"current growth is being driven by other market segments. These include enterprise, small office/home office, telecommunications/Internet service provider (ISP) and the public access throughput compared to cellular mobiles networks are the lead drivers for wireless LAN deployment. Voice over IP (VoIP) is also expected to drive this technology in the future† (Smyth, 2004). Vacca (2003) explains that an entire range of applications and services are either dependent on wireless technology or are to be deployed depending on it. The author mentions the service of Triangulation which can be (and is being) used to locate the position of a mobile device through measuring the distance from two or more known points. Another application is Assisted GPS for determining the exact geographic position of the device in use. One important service that is also mentioned is the High-Resolution Maps service. Another important application of wireless networks is the one given to rural areas and locations where no cable or wire related new technologies can reach, for this the wireless technology can be deployed through satellite. â€Å"A new breed of satellite technologies and services allows providers to bring high-speed, always-on, two-way access to the planet’s farthest reaches. For example, McLean, Virginia–based StarBand Communications (a joint venture of Israeli satellite powerhouse Gilat Satellite Networks, EchoStar Communications, and Microsoft) is the first company to launch two-way consumer service in the United States.† The potentials for wireless applications are endless in virtually all sectors. Such applications can be used for workers and sales employees, for warehouse personnel who order parts, for accountants who generate invoices, and for transportations companies such as DHL and UPS. â€Å"New applications are appearing at an ever-increasing rate. Mobile workers, such as salespeople, field service technicians, and delivery people, are an obvious target for new wireless applications. Wireless technology applications can arm these workers with tools and data access capabilities that were previously limited to desk-bound employees† (Hayes, 2003). With wireless communications, data transfer (especially of larger files, such as those related to multimedia audio and video and huge reports and presentations) will become easier whenever the mobile devices become improved in order to utilise higher bandwidths and faster access possibilities. TV and video streaming to wireless devices has already started and the improvements will keep on appearing. There are no limits to the applications of wireless technology. We have already reached the technological know-how that enables us to realise almost all the desired wireless applications, and the cost of their deployment and use will drop until it becomes more common than anything else. Any innovation in the wireless technology camp will be profitable to the manufacturers and desired by the users, mobility is something that is becoming more essential for any organisation or individual that aims at success. â€Å"Wireless Applications are in their Internet infancy and awaiting broader bandwidth. As this becomes available the scope for applications on a cost-per-view basis will increase. Of particular interest for the future are the attempts to commercialize WWW by offering software, which relies on the WWWs free infrastructure to be viable, on pay-per-use basis† (Bidgoli, 2004). PROBLEMS As mentioned earlier, one of the most important problems facing the wireless technology today is the different standards used by different manufacturers, but this is a problem that is supposed to be resolved shortly. The real important issue is security. Earle (2006) mentions some of the security related issues such as Analysis (â€Å"the viewing, recording, or eavesdropping of a signal that is not intended for the party who is performing the analysis†), Spoofing (â€Å"impersonating an authorized client, device, or user to gain access to a resource that is protected by some form of authentication or authorization†), Wireless Denial-of-Service (â€Å"achieved with small signal jammers†), and Malicious Code (which can be used to â€Å"infect and corrupt network devices†). These risks are present in both wireless computer networks and in mobile devices such as mobile phones and PDAs. The major solutions for this are encryption and authentication solutions in various kinds and modalities. But still, the security issue is the most important reason for delay concerning the movement of all the applications and services toward the wireless realm. Another problem is the bandwidth; most mobile devices need to be developed further in order to turn the experience of using them into one that is similar to desktop computers and wired LAN connected devices. Works Cited Prasad, R. and Ruggieri, M. (2003) Technology Trends in Wireless Communications. Boston, MA: Artech House Publishers. Earle, A. E. (2006) Wireless Security Handbook. Boca Raton, FL: Auerbach Publications. Liska, A. (2003) The Practice of Network Security: deployment strategies for production environments. Upper Saddle River, NJ: Pearson Education, Inc. Vacca, J. R. (2003) Wireless Data Demystified. New York, NY: McGraw-HIll Companies, Inc. Pallato, J. (2004) Unified 802.11n Wi-Fi Standard to Emerge in Mid-2006. eWeek.com.[Accessed 22nd January 2007]. Available from World Wide Web:  http://www.eweek.com/article2/0,1895,1735082,00.asp> Reardon, M. (2006). New Wi-Fi standard delayed again. ZDNet Tech News. [Accessed 21st January 2007]. Available from World Wide Web:  http://news.zdnet.com/2100-1035_22-6105494.html> Long, M. (2006) The Future of Wireless Networks. Newfactor.com. [Accessed 20th January 2007]. Available from World Wide Web:  http://www.newsfactor.com/story.xhtml?story_id=41852> Smyth, P. (2004) Mobile and Wireless Communications:: Key Technologies and Future Applications. London, UK: The Institution of Electrical Engineers. Hayes, I. S. (2003) Just Enough Wireless Computing. Upper Saddler River, NJ: Pearson Education, Inc. Bidgoli, H. (2004) The Internet Encyclopedia. Hoboken, NJ: John Wiley Sons, Inc. Is it better to be an Assigned or Self-Initiated Expatriate in Japan? Is it better to be an Assigned or Self-Initiated Expatriate in Japan? Research Question: Is it better to be an Assigned or Self-Initiated Expatriate in Japan? Technology is the backbone of this ever-evolving generation. Japan is not only one of the most technologically advanced countries in the world, but, is also an internationally recognized hotspot for people who are looking to expatriate, and to make a promising future in this culturally un-paralleled location. This report will examine the benefits and disadvantages of being either a Company Assigned Expatriate (AE/CAE/OE) or a Self-Initiated Expatriate (SIE) in Japan. Aspects such as; motivation, job satisfaction, cross-cultural adjustment, family factors, compensation, and success factors will be taken into consideration, in this report. To begin the report, it is important to understand what some of the primary differences between assigned expatriates and self-initiated expatriates actually are. First of all, the â€Å"assigned expatriate† refers to a person who is sent abroad to another country, by the company they are working for, or are sponsored by. While, the â€Å"self-initiated expatriate† refers to a person who goes to another country of their choosing, in pursuit of a better life, often trying to find work on their own. A study done by Torsten Biemann and Maike Andresen, found that SIEs â€Å"start their international careers at a younger age, have a higher organizational mobility, and expect higher benefits from international experiences for their future careers† (2010). This implies that SIEs may often be recent graduates, or other young people who do not see much of a career opportunity in their home country, and seek bigger and better things abroad. These expatriates are also more l ikely to change or rethink their career paths, as compared to AEs, since they have more freedom to do what they would like to, as they were not brought into the country from an employer. Also, from leaving their home country, they would have a notion of achieving more, and have a broader list of goals than AEs, as again, nothing is set-up for them to feel like they are limited. They do not feel like career growth only stems from the company that they are linked to, unlike AEs. However, assigned expatriates seem to be more driven by the career factors in accordance to the company that sent them there, and may have more experience than SIEs – which seems to be more attractive to employers. Self-initiated expatriation, in most cases, is not an easy task. It requires much motivation, determination, and the ability to take risks. A SIE has to commit to the idea of leaving everything behind and going off to a foreign country – with some level of uncertainty pertaining to their future. The research done by Jan Selmer and Jakob Lauring discovers that SIEs may be motivated to expatriate because they are either; escaping from unfavourable conditions in their home country – â€Å"the refugee†, seeking financial stability – â€Å"the mercenary†, travelling to a favourable destination – â€Å"the explorer†, or finally, in pursuit of career success – â€Å"the architect† (2012). Furthermore, another study by the two, Jan Selmer and Jakob Lauring, finds that; younger SIEs â€Å"were more motivated by adventure, career and money when choosing to expatriate† (2010). What this means, is that the SIEs that belong to â€Å"the refugee† role, are most often older, may have already started a family, and most likely already have adequate work experience, prior to expatriating. However, self-initiated expatriates still consist of more young people and recent graduates on average, as compared to assigned expatriates. Japan is known for having a relatively low average fertility rate, as compared to the rest of the world (Boling, 2008). This may negatively impact young SIEs that are trying to start a family in Japan. More often, AEs, on the other hand, will go abroad with families they have already started in their home countries. AEs are also less likely to start a family in Japan, as they are aware of the fact that they are only there for a finite amount of time. Therefore, it may not be as big as a problem to AEs, on an average. Assigned expatriates are motivated to go abroad for career driven objectives, and will often not look as the new country (Japan) as â€Å"home†, but rather, a stepping-stone in the projection of their careers. SIEs would more often, treat Japan as a new cultural experience, and will end up staying longer than AEs, or even ind efinitely – unless they do not find success or happiness in Japan. For AEs; â€Å"career-related factors appeared significantly more important to their decision to move abroad, indicating that their desire for an international experience is explicitly coupled with career development and progression† (Doherty, Dickmann, Mills, 2011). This implies that, AEs might not have the same level of appreciation for Japan, as a SEI would, and it may contribute to a significantly less level of enjoyment and fulfillment while abroad. It is also important to understand which roles assigned expatriates and self-initiated expatriates often tend to fill in organizations, upon expatriating. These roles can end up defining or being the highlight of these expatriates’ careers. According to Phyllis Tharenou, the five main purposes of assigned expatriates is to: First, to set up a new operation and establish foreign operations in their early stages; second, to fill a skills gap; third, to develop managers international skills; fourth, to transfer company culture and knowledge to a foreign operation and gain feedback from it; and fifth, to supply the top manager and control the operation and coordinate with headquarters. (2013) This entails that assigned expatriates are given great responsibility and a high position within the organization when expatriated, which also implies that self-initiated expatriates would have to spent more time in the company to work up to that same level, since; â€Å"SIEs are most likely to be: an unsuitable alternative to CAEs for roles requiring firm-specific knowledge† (Tharenou, 2013). This might be the case, even if the AEs and SIEs may have the same or comparable level of education; â€Å"AEs possessed no significant difference in levels of education than SIEs, but were more likely to be in greater positions of authority† (Andresen, Biemann, Pattie, 2015). Unsurprisingly, the greater hierarchical position, leads to greater compensation for AEs on average (Sims Schraeder, 2005). Thus, SIEs are also more likely to be underemployed, since, managers would not be confident enough to trust in the SIEs abilities. This would inevitably cause SIEs to be dissatisfied with their jobs and be alienated from the others in the workplace (Lee, 2005). However, with regards to Japan, it seems as if SIEs obtain more skills that compliment them to have an easier experience of cross-cultural adjustment. Japanese language proficiency seems to be the most important trait in expatriates finding success in Japan. Self-initiated expatriates are much more competent with this skill than assigned expatriates. There may still be language training sessions for AEs, but it is seen as a drag to the management in Japan (Peltokorpi, 2008). This entails that AEs, most likely spend time before expatriating to learn about Japanese culture and the language, and are also likely to spend more time living in Japan than AEs. Thus, they find an easier experience of adjustment to the new culture, since they are prepared for it, in hopes of quickly establishing a successful career abroad. AEs on the other hand, have the sense of security that they will be working immediately upon expatriating. So, they would most likely not go through a lot of preparation for the new culture. However, SIEs would still have to work up to the level of AEs – as mentioned earlier, and would likely contribute to a decreas ed rate of job satisfaction. A study conducted by Fabian Jintae Froese and Vesa Peltokorpi, about expatriates in Japan reaffirms this; â€Å"SIEs suffer from lower job satisfaction because they tend to work more often under HCN (host-country nationals) supervisors regardless of their hierarchical level or the nationality of their employing organizations† (2013). The same studies also found that assigned expatriates and self-initiated expatriates react to cross-cultural adjustment very differently. As established before; AEs see expatriation as an important step in their careers, while, most SIEs take it as an opportunity to appreciate culture and absorb knowledge. SIEs’ increased proficiency in the Japanese language allows them to communicate more with locals, mesh within Japanese culture, and even talk to other expatriates in Japan. While, AEs will remain mostly isolated in their personal lives; â€Å"During their fixed expatriation period in Japan, OEs might be more inclined to interact with other expatriates† (Peltokorpi, 2008). As SIEs interact more with locals; â€Å"they receive information about behavioural norms and the rationale for why people behave in a certain way. The ability to act in an appropriate way and predict the behaviour of others tends to reduce uncertainty and increase psychological comfort† (Pelt okorpi, 2008). This basically means that SIEs will be happier outside of the workspace, as they can enjoy Japanese culture and appreciation for their journey. While, AEs, will be happier in the workspace, as they will have higher positions and be perceived as more successful that SIEs, in the workforce. Another report – by Nancy Napier and Sully Taylor – finds that, expatriating to Japan is a much different experience for women. Due to some of the social patriarchal structures still in place, female self-initiated expatriates will have a harder time to reach the level of, and make as much money as male SIEs – let alone AEs – in an organization. However, female AEs on average, do not face this discrimination, since, they are given and briefed of their position, in their native country, before expatriating. In some cases, women AEs are also offered optional additional cross-cultural training, in order to familiarize themselves with the social contracts and customs of Japan, as they can vary widely from genders and from the constructs and customs of their home country. One problem for female AEs, or AEs in general, can be of repatriation. This report highlights that; â€Å"In one survey of American expatriates, 40 percent said that, on their return to the U nited States, there was no specific job for them†, furthermore; â€Å"another study found that 26 percent of the American expatriates surveyed were actively looking for a different job within one year of returning to the United States† (1996). It is also important to note that this report was a little dated, as it was compiled in 1996; many things could change in a timeframe of almost two decades. To conclude, and to answer the initial research question, both assigned expatriates and self-initiated expatriates have their own unique benefits and setbacks. Preferring to be either an AE or a SIE, depends on what each individual expatriate values in their life. In review, AEs will most likely come to Japan in the pursuit of an increased repertoire and are more driven by career factors. AEs will most likely also start off in a high position (higher than that of a SIE), and in turn, will earn more money, while in Japan. SIEs, on the other hand, can come to Japan for varied reasons, but in order to succeed, they all have to have some skills to help them prepare for this unique culture. Many SIEs have great Japanese-language proficiencies and have a tendency to appreciate the culture and the locals more, as, they will most likely want to stay longer in Japan, than AEs. However, they will usually start off in lower positions, compared to AEs, even though they may have the same level of education. This may lead to them being underemployed and contribute to an overall job dissatisfaction. Women looking expatriate on their own to Japan, also need to consider that they will be facing additional challenges due to the patriarchal structure over there, and may not be happy about their compensation. Thus, may consider expatriating to Japan, through company sponsorship from their native countries. With all of the pros and cons weighted and in consideration, it seems as if being an assigned expatriate may better suit most people’s characteristics. Not many people would like to shift to Japan for life (or most of their lives), thus, assigned expatriation provides a great opportunity to experience Japanese life and culture, while making more money than SIEs, on average. AEs are also given the chance to expatriate elsewhere, and see more of the world after their experience with Japan. SIEs may choose to repatriate to their native countries, but most would choose not to be a SIE again, as they may find it to be too much of a commitment. References: Biemann, T., Andresen, M. (2010). Self-initiated foreign expatriates versus assigned expatriates.Journal of Managerial Psychology,25(4), 430-448. doi:10.1108/02683941011035313 Selmer, J., Lauring, J. (2012). Reasons to expatriate and work outcomes of self-initiated expatriates.Personnel Review,41(5), 665-684. doi:10.1108/00483481211249166 Selmer, J., Lauring, J. (2010), Self-initiated academic expatriates: Inherent demographics and reasons to expatriate. European Management Review, 7:169–179. doi:10.1057/emr.2010.15 Boling, P. A. (2008). Demography, culture, and policy: Understanding Japans low fertility.Population and Development Review,34(2), 307-326. doi:10.1111/j.1728-4457.2008.00221.x Doherty, N., Dickmann, M., Mills, T. (2011). Exploring the motives of company-backed and self-initiated expatriates. International Journal Of Human Resource Management,22(3), 595-611. doi:10.1080/09585192.2011.543637 Doherty, N., Richardson, J., Thorn, K. (2013). Self-initiated expatriation and self-initiated expatriates.Career Development International,18(1), 97-112. doi:10.1108/13620431311305971 Tharenou, P. (2013). Self-initiated expatriates: An alternative to company-assigned expatriates?Journal of Global Mobility,1(3), 336-356. doi:http://dx.doi.org/10.1108/JGM-02-2013-0008 Andresen, M., Biemann, T., Pattie, M. W. (2015). What makes them move abroad? reviewing and exploring differences between self-initiated and assigned expatriation.The International Journal of Human Resource Management,26(7), 932-947. doi:10.1080/09585192.2012.669780 Sims, R. H., Schraeder, M. (2005). Expatriate compensation.Career Development International,10(2), 98-108. doi:10.1108/13620430510588301 Lee, C. H. (2005). A study of underemployment among self-initiated expatriates.Journal of World Business,40(2), 172-187. doi:10.1016/j.jwb.2005.02.005 Peltokorpi, V. (2007). Intercultural communication patterns and tactics: Nordic expatriates in Japan.International Business Review,16(1), 68-82. doi:10.1016/j.ibusrev.2006.12.001 Peltokorpi, V. (2008). Cross-cultural adjustment of expatriates in Japan.International Journal Of Human Resource Management,19(9), 1588-1606. doi:10.1080/09585190802294903 Froese, F. J., Peltokorpi, V. (2013). Organizational expatriates and self-initiated expatriates: differences in cross-cultural adjustment and job satisfaction.International Journal Of Human Resource Management,24(10), 1953-1967. doi:10.1080/09585192.2012.725078 Taylor, S., Napier, N. (1996). Working in Japan: Lessons from women expatriates.Sloan Management Review,37(3), 76. Retrieved from http://search.proquest.com/docview/224969161?accountid=14771 1

Process Of Processing :: essays research papers

The Process of Processing   Ã‚  Ã‚  Ã‚  Ã‚   How do you process film? Well you're about to find out. The three main steps in processing film are rolling, developing, and fixing. Not many people know exactly how black and white thirty five millimeter film is processed. So if you don't, read this.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  First you start by rolling the film. You do this by turning out all the lights so it is completely dark in the room. Then you carefully smash the end of the film canister to release the actual film. Taking a spool from the counter, you gently thread the base of the spool with the end of your roll of film. Squeezing the film to give it a convex shape, you rotate the spool till all the film is on metal. That's the end of the first step.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Second, you go get a liquid canister and place your roll in it closing the lid tightly. This must all be done without turning on the lights. If any light is released by anything in the room your film will be blurred. The main part of the next step is the first actual step of processing. Without removing the top of the can, fill the can with D-76, your processing chemical. The timer will be set for the correct length of time depending on the temperature of the room. Agitate for the first thirty seconds and then five seconds for every thirty seconds until the set time is up. Pour the D-76 into the sink. Do not pour it back into the original container.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Third, grab the fixer your second and final processing chemical. Fill the canister with it and repeat the agitation method in step number two for four minutes. Fixer is a chemical which coats film to give it a resistance to light. Without this there would be no point in steps one and two. After each agitation slam the canister on the counter to remove all bubbles from the film. Bubbles will cause your film to be splotchy. This would be bad. After your four minutes, pour fixer back into the container it came from.

Sir Gawain and the Green Knight :: Essays Papers

Sir Gawain and the Green Knight Part I, lines 130-202 Of the service itself I need say no more, 1 For well you will know no tittle was wanting. 2 Another noise and a new was well-nigh at hand. 3 That the lord might have leave his life to nourish; 4 For scarce were the sweet strains still in the hall, 5 And the first course come to that company fair, 6 There hurtles in at the hall-door an unknown rider, 7 One the greatest on ground in growth of his frame: 8 From broad neck to buttocks so bulky and thick, 9 And his loins and his legs so long and so great, 10 Half a giant on earth I hold him to be, 11 But believe him no less that the largest of men, 12 And that the seemliest in his stature to see, as he rides, 13 For in the back and in breast though his body was grim, 14 His waist in its width was worthily small, 15 And formed with every feature in fair accord 16 was he. 17 Sir Gawain and the Green Knight :: Essays Papers Sir Gawain and the Green Knight Part I, lines 130-202 Of the service itself I need say no more, 1 For well you will know no tittle was wanting. 2 Another noise and a new was well-nigh at hand. 3 That the lord might have leave his life to nourish; 4 For scarce were the sweet strains still in the hall, 5 And the first course come to that company fair, 6 There hurtles in at the hall-door an unknown rider, 7 One the greatest on ground in growth of his frame: 8 From broad neck to buttocks so bulky and thick, 9 And his loins and his legs so long and so great, 10 Half a giant on earth I hold him to be, 11 But believe him no less that the largest of men, 12 And that the seemliest in his stature to see, as he rides, 13 For in the back and in breast though his body was grim, 14 His waist in its width was worthily small, 15 And formed with every feature in fair accord 16 was he. 17

Television and Parents are Corrupting Our Youth :: Television TV Media

Television and Parents are Corrupting Our Youth What is the first thing people usually do when they first go home? For many, head for the recliner and grab the remote to see what’s on television. It’s a daily routine for most people. Since the invention of television, adverse effects such as obesity and increased violence in the emulation of television acts has been displayed in children. But who is to blame, the Television or the children’s parents’? Many would say that the parents are to blame. Others would blame the television. I blame both. The parents should monitor how much and what their children view on television, but the television invented the v-chip, making the parents think that it’s ok that their kids stayed glued to the television. The v-chip was an invention placed into television sets to allow parents to block out what they don’t think is appropriate for their children to watch (http://www.tvguidelines.org/). The parents then forget to monitor the amounts of television their children watch because they were just worried that their kids might see something naughty. The kids come in after school, grab a bag of cookies and a soda, and they’re set for the rest of the afternoon. Before the parents know what hit them, their children are fat and lazy. They just sit on the couch and practically refuse to move. In my opinion, the television has been one of the reasons that children have become corrupted as well. They are watching all of these different shows and mimicking what they see. For example, a twelve year old boy is watching â€Å"Jackass† unattended. Sure, it is a funny show, but how will their parents react when they find out that their child has been killed by something they copied off of a TV show? Especially one entitled â€Å"Jackass.† Several cases as such have popped up since the show first premiered. In Albuquerque, New Mexico a fifteen year old boy was killed by a car trying to do his own â€Å"jackass† trick (http://www.channelonenews.com/articles/2002/12/20/ap_jackass/.). Though â€Å"Jackass† is still a threat to our youth, I think there is still a larger problem. Due to the rising popularity of video game systems, television has become almost obsolete to our youth. But they still have to hook their Playstation or XBOX to a TV. In turn, they purchase games they saw advertised on a commercial.

Recruitment and Selection in Dlw

A SUMMER TRAINNING PROJECT REPORT ON RECRUITMENT AND SELECTION AT DIESEL LOCOMOTIVE WORKS SUBMITTED IN Partial Fulfillment of the Requirement of the Award of the Master of Business Administration (MBA) OF BANASTHALI UNIVERSITY (Session: 2011-2013) SUBMITTED BY AMRITA MATHUR MBA IIND SEMESTER ID NO. – WBMBA11964 ROLL NO. – 7459 ACKNOWLEDGEMENT Any accomplishment requires the effort of many people and this work is no different. It has been my proud privilege to be attached to Diesel Locomotive Work, a highly professional’s bank with modern outlook.With due respect I express my indebt ness to the management of Diesel Locomotive Work for accommodating me as a summer trainee. I would like to express my gratitude with sense of reverence to Mr. Dinesh Singh (head, PERSONNEL and HR department). It would have been difficult to go through this project without their help. He not only helped me in collecting data but also supported me with their valuable knowledge and experi ence in the successful completion of this project. I would also thankful to almighty god for his grace and mercy to successfully complete this project. Amrita Mathur PREFACEIn our two year degree program of M. B. A. of there’s provision for doing summer training, after IInd semester. The essential purpose of this project is to given an exposure and detailed outlook to the student of practical concept, which they already studied research. For this purpose, I was assigned the project for the â€Å"RECRUITMENT AND SELECTION† in Diesel Locomotive Work. It is a matter of great privilege to get training from Diesel Locomotive Work, one of the largest organisations of its kind. The project lasted for a period of six weeks: it was informative, interesting and inspiring.I hope this report will provide an experiment outlook to the dynamic functioning in the HR department in Diesel Locomotive Work. EXECUTIVE SUMMARY The project titled â€Å"RECRUITMENT AND SELECTION† Under taken in Diesel Locomotive Works (DLW). A production unit of Indian Railways,  DLW  was set up in collaboration with Alco, USA, in 1961 and commenced manufacturing in 1963. It has so far supplied over 5,000 locomotives, mainly to Indian Railways but also including 342 locomotives for non-railway  customers  such as power plants, port trusts and industrial users.The project report is about recruitment and selection process that’s an important part of any organization. Which is considered as a necessary asset of a company? It gives a organizational structure of the company. It’s a methodology in which the particular organization works and how a new candidate could be recruited in such a way that he/she would be fitted for the right kind of career. For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation.Shortage of skills and the use of new technology are putting considerable pres sure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. There are two types of factors that affect the Recruitment of candidates for the company- * Internal factors. * External factors With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process.Sources of Recruitment through which an organisation gets suitable application. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection process o r activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision.Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organisation and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of Indian Railways. CONTENTS SR. NO. | TOPIC| PAGE NO. | 1. | Introduction| 1| 2. | Objective| 2| 3. | Scope Of The Study| 3| 4. | Research Methodology| 4-6| 5. | Company Profile| 7-12| 6. | Review Of Literature| 13-38| 7. | Data Analysis And Data Interpretation| 39-49| 8. Findings| 50| 9. | Conclusion| 51| 10. | Limitation Of Study| 52| 11. | Suggestions| 53| 12. | Bibliography| 54| 13. | Annexure| 55-57| INTRODUCTION Human Resource is a basic need of any work to be done. Recruitment and selection are two of the most important functions of personnel managem ent. Recruitment precedes selection and helps in selecting a right candidate. Every organisation needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities.The project report is all about recruitment and selection process that’s an important part of any organization. Recruitment highlights each applicant’s skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate. ‘Right person for the right job’ is the basic principle in recruitment and selection. Every organisation should give attention to the selection of its manpower, especially its managers.Every business organisation/unit needs manpower for carrying different business activities smoothly a nd efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organisation will not be possible if unsuitable persons are selected and employment in a business unit. OJBECTIVE The objective of my study is to understand and critically analyzed the recruitment and selection procedure at Diesel Locomotive Works. 1. To study the recruitment and selection procedure followed in DIESEL LOCOMOTIVE WORKS (DLW). 2. To study the various sources of recruitment followed in DLW. . To learn what is the process of recruitment and selection that should be followed. 4. To critically analyze the functioning of recruitment and selection procedures. 5. To identify the probable area of improvement to make recruitment and selection procedure and more effective. 6. To know the managerial satisfaction level about recruitment and selection procedure. SCOPE OF THE STUDY The benefit of the study for the researcher is that it helped to gain knowledge and experience and also provided the opportunity to study and understand the prevalent recruitment and selection procedures.The key points of my research study are: 1) To study the facts about the diesel locomotive works as a group. 2) To understand and analyze various HR factors including recruitment and selection procedure at Diesel Locomotive Works. 3) To suggest any measures/ recommendations for the improvement of the recruitment procedures. REASERCH METHODOLOGY In everyday life human being has to face many problems viz. Social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out.Research was carried out at DIESEL LOCOMOTIVE WORKS to find out the â€Å"Recruitment and selection process†. The Research Research is a â€Å"careful investigation or inquiry especially through search for new facts in any branch of knowledge. â⠂¬  The project is a systematic presentation consisting of enunciated problem, formulated hypothesis, collected facts or data, analyzes facts and proposed conclusions in form of recommendations. Kind of Research The research done by Exploratory Research: This kind of research has the primary objective of development of insights into the problem.It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. Sample Design: A complete interaction and enumeration of all employees of Diesel Locomotive Work was not possible so a sample was chosen that consisted of 25-30 employees. DATA COLLECTION The data for the survey will be conducted from both primaries as well as secondary sources. Primary Data: Primary data was collected through training classes and survey method by distributing questionnaires to manager of personnel department and employees of recruitment and selection section of personnel department.The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process. RESEARCH DESIGN Research Design:A research design is the specification of methods and procedure for acquiring the information needed to structure or to solve problems. It is the overall operation pattern or framework of the project that stipulates what information is to be collected from which source, and be what procedures. â€Å"A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure†. Design decision happens†¦ 1. What is study about? 2. What is study being made? 3. Where will the study be carried out? 4. What type of data is required? . Where can the required data to be found? 6. What will be the sample design? 7. Technique of data collection? COMPANY PROFILE INDIAN RAILWAY India's first train runs between Mumbai  and  Thane. The Indian railways are Asia’s largest railways system and the world’s second largest railways system. Indian railways are owned and managed by the central government. Indian Railways  (IR) is an iconic Indian organisation, owned and operated by the  Government of India through the  Ministry of Railways which is responsible for the maintenance and operation of the entire rail network in India and it enjoys total monopoly. Railway† means a railway or any portion of a railway for the public carriage of passengers, animals or goods. Railways were first introduced to India in 1853. By 1947, the year of  India's inde pendence, there were forty-two rail systems. In 1951 the systems were nationalized as one unit, the Indian Railways, becoming one of the largest networks in the world. It has the world's fourth largest railway network after those of the United States,  Russia  and  China. Rail transport is the conveyance of passengers and goods by means of wheeled vehicles running along railways or railroads.Rail transport is part of the logistics chain, which facilitates international trade and economic growth. INDIAN RAILWAY STRUCTURE Indian Railways is divided into several zones, which are further sub-divided into  divisions. The number of zones in Indian Railways increased from six to eight in 1951, nine in 1952 to sixteen in 2003 then to seventeen in 2010. Each zonal railway is made up of a certain number of divisions, each having a divisional headquarters. There are a total of sixty-eight divisions. Each of the seventeen zones is headed by a General Manager (GM) who reports directly to the Railway Board.The zones are further divided into divisions under the control of Divisional Railway Managers (DRM). Sr. No. | Name| Abbr. | Date Established| Headquarters| Divisions| 1. | Central| CR| 1951-11-05| Mumbai| Mumbai,  Bhusawal,  Pune,  Solapur,  Nagpur| 2. | East| ECR| 2002-10-01| Hajipur| Danapur,  Dhanbad,  Mughalsarai,Samastipur,  Sonpur| 3. | East Coast| ECoR| 2003-04-01| Bhubaneswar| Khurda Road,  Sambalpur,  Visakhapatnam| 4. | Eastern| ER| 1952-04| Kolkata| Howrah,  Sealdah,  Asansol,  Malda| 5. | North Central| NCR| 2003-04-01| Allahabad| Allahabad,  Agra,  Jhansi| 6. North Eastern| NER| 1952| Gorakhpur| Izzatnagar,  Lucknow,  Varanasi| 7. | North Western| NWR| 2002-10-01| Jaipur| Jaipur,  Ajmer,  Bikaner,  Jodhpur| 8. | Northeast Frontier| NFR| 1958-01-15| Guwahati| Alipurduar,  Katihar,  Rangia,  Lumding,Tinsukia| 9. | Northern| NR| 1952-04-14| Delhi| Delhi,  Ambala,  Firozpur,  Lucknow,Moradabad| 10. | Sout h Central| SCR| 1966-10-02| Secunderabad| Secunderabad,  Hyderabad,  Guntakal,Guntur,  Nanded,  Vijayawada| 11. | South East Central| SECR| 2003-04-01| Bilaspur| Bilaspur,  Raipur,  Nagpur| 12. | South Eastern| SER| 1955| Kolkata| Adra,  Chakradharpur,  Kharagpur,  Ranchi| 13. South Western| SWR| 2003-04-01| Hubli| Hubli,  Bangalore,  Mysore| 14. | Southern| SR| 1951-04-14| Chennai| Chennai,  Trichy,  Madurai,  Palakkad,  Salem,Trivandrum  | 15. | West Central| WCR| 2003-04-01| Jabalpur| Jabalpur,  Bhopal,  Kota| 16. | Western| WR| 1951-11-05| Mumbai| Mumbai Central,  Ratlam, Rajkot,  Ahmedabad ,  Bhavnagar,  Vadodara| Production Units Six production units are headed by a General Manager, who also reports directly to the Railway Board. The six Production Units are:- Sl. No| Name| Abbr. | Year Established| Location| Main products| 1. Golden Rock Locomotive Workshops| GOC| 1928| Trichy| Diesel-electric Locomotives| 2. | Chittaranjan Locomoti ve Works| CLW| 1947| Chittaranjan  ,Asansol| Electric Locomotives| 3. | Diesel Locomotive Works| DLW| 1961| Varanasi| Diesel Locomotives| 4. | Diesel-Loco Modernisation Works| DMW| 1981| Patiala| Diesel-electric Locomotives| 5. | Integral Coach Factory| ICF| 1952| Chennai| Passenger coaches| 6. | Rail Coach Factory| RCF| 1986| Kapurthala| Passenger coaches| 7. | Rail Wheel Factory| RWF| 1984| Bangalore| Railway wheels and axles| 8. | Rail Wheel Factory| RWF| 2011| Chhapra| Railway wheels and axles|Diesel Locomotive Works  (DLW) The  Diesel Locomotive Works  (DLW) in  Varanasi,  India, is a production unit owned by  Railways, that manufactures diesel-electric  locomotives  and its spare parts. It is the largest diesel-electric locomotive manufacturer in India. Healthy growth of railways is essential for India’s social, regional, economic, industrial and agricultural development. The main vision of Diesel Locomotive Works â€Å"To be a world class manufacture r of Diesel – electric locomotives. †Ã‚   Organizational Structure Of DLW General Manager (GM) CMO CME COS FA ; CAO CMEPCMDDepty CPO/HQ Depty CPO/General SPO APO/HQ APO/Staff | Nature of workThe role changes depending on where an officer is placed in the organization – in the division (operational level), the zone (tactical level), or the railway board (strategic level). The following are the different roles played in railways:  Ã¢â‚¬ ¢ The commercial division: This division handles all commercial responsibilities like ticket checking, catering, administration and management of stations, reservation, announcements on the platforms, etc. †¢ The operations division: This division deals with controlling movement of trains.Keeping a check on incoming and outgoing trains, detachment or attachment of wagons, etc. , are the responsibilities of this division. †¢ India Railway Accounts Service: This branch of the Railway Services is engaged in handling the acc ounting and finance operations of the Indian Railways. At this post, the officer carries the overall responsibility for accounts for the whole zone. †¢ Indian Railway Personnel Service: As the name indicates, officers in this division handle all matters related to the personnel section like selection, promotions, training, welfare activities, transfers, increments, disciplinary actions and the like. Railway Protection Service/ Railway Protection Force: This branch of the Indian Railway Services is entrusted with the task of maintenance of law and order on trains and on premises owned and used by the Indian Railways. †¢ Railway Engineering Services: This is the technical side of the Railway Services and is engaged in activities like construction and planning of railway tracks, bridges and buildings. There are branches in this division like the Indian Railway Service of Electrical Engineers and the Indian Railway Service of Mechanical Engineers.Benefits To The EmployeesGroup A, B C and D title will be issued to those railway servants. There are both gazetted and non gazetted officers in these groups. Different railway passes are allowed to the employees according to the group and positions given to them. Some of them are Special passes, residential passes, widow passes, post retirement complimentary pass, school pass, pass on privilege account, duty pass etc. Staff Welfare| DLW undertakes a Varity of welfare activities for its over 6000 personnel.Important among these are:Education Facilities: DLW administration runs 4 schools providing Primary and Secondary Education to more than 2600 students. DLW Women’s Welfare Organization also runs a primary school Bal Niketan. DLW township also possesses 1 Post Graduate Girl’s College, 2 Central Schools, and 1 Senior Secondary School. Medical Facilities:105 bedded well-equipped Railway Hospital, a Health Unit and a First-Aid post in workshop provide comprehensive health care to around 20,000 Railwa y family members. A Homeopathic and an Ayurvedic dispensary are also available.Railway Quarters:A total of 3641 staff quarters are provided to the DLW employees. The Railway colony is well maintained and green, providing excellent pollution free environment. Compassionate Appointments:Families of deceased employees are helped by the way of compassionate appointment to the wards. Institute/Community Centre etc. :For various social needs of the staff 1 Community Hall, 2 Institutes, 2 Barat Ghars, 1 Kalyan Kendra, 1 Rangshala and 1 Officers Club are functioning on the premises. Cinema Club:For recreation of staff a Cinema Hall of around 700 capacities is functioning since 1967 in DLW.Sports ; Game:All kinds of facilities for various games like Cricket, Hockey, Basketball, Badminton, Volley-ball, Football, Table Tennis, Gymnasium, Athletics, Swimming, Golf, and Rifle Shooting have been provided for the staff. | REVIEW OF LITERATURE Human Resource plays a crucial role in the development process of the modern. Human resource management is the management of employee’s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. RECRUITMENT AND SELECTIONRecruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. RECRUITMENT Recruitment is â€Å"hiring† of employees from outside. Recruitment has been regarded as the most important function of the HR department. ‘Right person for the right job’ is the basic principle in recruitment and selection. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential.Need For Recruitment: The need for recruitment may be due to the following reasons / situation: 1. Vacancies due to promotions, transfer , retirement, termination, permanent disability, death and labour turnover. 2. Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose And Importance Of Recruitment: 1. Determine the present and future requirements of the organization with its personnel-planning and job analysis activities. . Increase organizational and individual effectiveness in the short term and long term. 3. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. Sources Of Recruitment The sources of recruitment in Diesel Locomotive Work can be broadly categorized into internal and external sources- I.Internal Rec ruitment – Internal recruitment seeks applicants for positions from within the company. The various internal sources include 1) Promotion. 2) Transfers. 3) Compassionate Ground. 4) Sports Quota. 5) Cultural Quota. 6) Physical Handicapped Quota. II. External Recruitment – External recruitment seeks applicants for positions from sources outside the company. The various external sources include 1) Government Placement Agencies: a) UPSC(Union Public Service Commission) b) RRB/RRC(Railway Recruitment Board/Railway Recruitment Control) SELECTIONSelection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. It is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and device adopted in a given company to ascertain whether the candidate’s specifications are matched with the job specifications and recruitment or not.The difference between recruitment and selection: * Recruitment is identifying n encouraging prospective employees to apply for a job and Selection is selecting the right candidate from the pool of applicants. * Recruitment is the positive function in which interested candidates are encouraged to submit application and Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected. Selection Test: Different types of tests may be administered, depending on the job and the company.Generally, tests are used to determine the applicant’s ability, aptitude, intelligence, general knowledge, and medical test. .Selection Decision: The final decision has to be made the pool of individuals who pass the tests, interviews and reference checks. The view of the line man ager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection. Physical Examination: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test.A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test: 1. Physical test is to detect if the individual carries any infectious disease. 2. The test assists in determining whether an applicant is physically fit to perform the work. 3. The physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. . Medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer’s property. 5. An examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. Job Offer: After the physical examination the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed.Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employee’s first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances.Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references. Contract Of Employment: After the job offer has bee made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for reparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: 1. Job title. 2. Duties, including a parse such as â€Å"The employee will perform such duties and wil l be responsible to such a person, as the company may from time to time direct†. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5.Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: a) Paid holidays per year. b) Calculation of holiday pay. c) Qualifying period. d) Accrual of holidays and holiday pay. e) Details of holiday year. f) Dates when holidays can be taken. g) Maximum holiday that can be take at any one time. h) Carry over of holiday entitlement. i) Public holidays. 7. Length of notice due to and from employee. 8. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them).Employer’s right to vary terms of the contract subject to proper notification being given. Alternatively called employment agreements or simply bonds, contracts of emp loyment serve many useful purposes. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organisation, contract or no contract. Recruitment And Selection In Diesel Locomotive Work (DLW) Indian railway is considered as the biggest job provider in world. The Indian railway network is divided into 17 different zones geographically.Here I am giving you detailed information about division of railway jobs, and which job profile will be given in which departments through which exam. Staff are classified into gazetted (Group ‘A' and ‘B') and non-gazetted (Group ‘C' and ‘D') employees. The recruitment of Group ‘A' gazetted employees is carried out by the  Union Public Service Commission through exams conducted by it. The recruitment to Group ‘C' and ‘D' employees on the Indian Railways is done through 19 Railway Recruitment Boards which are controlled by the Railway Recruitment Control Bo ard (RRC).Vacancies in Indian Railways are filled either by recruitment by Recruitment agencies like UPSC or RRB or by promotion from serving candidates. The railway recruitment board divides all the jobs into four major categories as given below: 1. Group A: Group A recruitments are filled by UPSC by All India Competitive examinations. 2. Group B: Group B posts are normally filled by promotion from serving Group C candidates. 3. Group C: Group C recruitment are made by Railway Recruitment Board (RRB). 4. Group D: Group D posts are filled at the divisional level.The employees who are selected under group A and group B are Gazette officers. General Conditions for Recruitment The recruitment rules may provide for- 1. Qualifications, age and the scales of pay applicable for the various posts in the service and important conditions of service, like leave, pension, non-contributory Provident Fund benefits, etc  . 2. No male candidate who has more than one wife living or no female candi date who has married a person having already a wife living shall be eligible for appointment to a railway service, unless the competent authority exempts the candidate from the operation of this rule. . Proportion of vacancies to be filled by direct recruitment and promotion of railway servants from subordinate services. 4. In the case of probationers, consequences of failure to pass prescribed departmental examinations, if any, e. g. loss of appointment, stoppage of increments etc. 5. Passing obligatory language examination whenever prescribed in the recruitment regulations for each service in Group ‘A’. Recruitment of Group A services Recruitment of Group ‘A' Officers are made through: 1. Open competitive examination held by UPSC. . Promotion of Officers from Group ‘B'. 3. Appointment of Special Class Apprentices by UPSC. 1) Through UPSC recruits the candidate can be selected in railways by clearing one of the following three exams. a) Civil Services Exami nation: This exam is recruiting candidates for the post of traffic department, accounts departments and protection force department. * Indian Railway Traffic Service (IRTS). * Indian Railway Personnel Service (IRPS). * Indian Railway Accounts Service (IRAS). * Railway Protection Force ) Enginnering Services Examination for: This exam select candidate for the post of mechanical engineers, store engineers, signal engineers and electrical engineers. * Indian Railway Service of Engineers (IRSE). * Indian Railway Service of Mechanical Engineers (IRSME). * Indian Railway Service of Electrical Engineers (IRSEE). * Indian Railway Service of Signal Engineers (IRSEE). * Indian Railway Stores Service (IRSS). a) Medical Services Examination for: Through this exam the candidates are selected for medical department of Indian railways. Indian Railway Medical Service (IRMS). 2) Promotion of Officers from Group ‘B’ * Promotion from Group B to Group A (Junior Scale). 1. Appointments to t he posts in the junior scale shall be made by selection on merit from amongst Group B officers of the departments concerned with not less than 3 years of non-fortuitous service in the grade. 2. If the quota reserved for Group B Officers for promotion to junior scale is not fully utilised, the remaining vacancies may be filled by Government in accordance with the recruitment rules and in consultation with the UPSC. . The Departmental Promotion Committee for this purpose shall consist of a representative of the Union Public Service Commission as Chairman and two representatives of the Ministry of Railways as Members. * Promotion from junior scale to senior scale. Appointment to the posts in the senior scale shall be made by promotion in the order of seniority, subject to rejection of the unfit, of officers with ordinarily not less than 4 years service in the junior scale. * Promotion from senior scale to higher grade posts. 1.Promotions to the Administrative Grade are dependent on the occurrence of vacancies in the sanctioned establishment and are made wholly by selection; mere seniority does not confer any claim for such promotion. 2. Appointments to the posts in the Junior Administrative Grade shall be made by selection on merit from amongst the officers ordinarily with not less than 5 years service in the senior scale. 3. The departmental Promotion Committee for purposes   of promotion from Senior Scale and above to higher grade posts shall consist of Chairman, Railway Board, Financial Commissioner Railways and three other Members of the Railway Board. ) Special Class Railway Apprentice (SCRA) Exam * Union Public Service Commission (UPSC) conducts every year entrance exam for selecting Special Class Railway Apprentice (SCRA) to Indian Railways. * This program was started in 1927. Training * The selected candidates undergo a four-year rigorous training programme in Mechanical Engineering, Indian Railways Institute of Mechanical and Electrical Engineering, Ja malpur. * IRIMEE has signed a Memorandum of Understanding with Birla Institute of Technology, Mesra, Ranchi for the training.Degree Awarded * SCRAs get a Bachelor of Engineering degree in Mechanical Engineering after successful completion of four years of training. This degree is recognised by the All India Council for Technical Education. Career * On successful completion of the course they are posted as Assistant Mechanical Engineer (AME) in Indian Railway Service of Mechanical Engineers. * As they are posted directly as Group A officer they rapidly goes higher up in the ladder to become senior administrators of Indian Railways. Stipend and other Benefits Not only that SCRA Apprentices are trained at Railways expense, they are paid stipend at the following rates along with DA applicable: Year| Existing rate of stipend per month| Stipend per month| First| Rs. 4000| Rs. 9100| Second| Rs. 4000| Rs. 9100| Third| Rs. 4200| Rs. 9400| Fourth [First six months]| Rs. 4200| Rs. 9400| [Last six months]| Rs. 4400| Rs. 9700| * Special Class Apprentice moving from one headquarter to another in connection with their training will be eligible for daily allowance for the period covered by the journey. Leave: Special Class Railway Apprentices may be granted leave on full stipend for a period not exceeding one month in any year of apprenticeship. * Medical facilities: Special Class Apprentices shall be entitled to free medical attendance and treatment at railway hospitals and dispensaries on the same scale as applicable to railway servants. * Travelling facilities: 2 sets of Pass and 6 sets of Privilege Ticket Orders (PTO) are admissible per year valid from anywhere to anywhere on Indian Railways. SCRA Exam * SCRA exam is conducted by UPSC and is one of the toughest exams in the country as each year there are only around 10 vacancies. For Admission to the examination a candidate must have passed in the first or second division, the Intermediate or an equivalent examination of a university or board approved by the Government of India with Mathematics and at least one of the subjects Physics and Chemistry as subjects of the examination. Scheme of Exam Paper| Subject| Time| Maximum   Marks| Part IPaper-I| General Ability Test (English, General Knowledge and Psychological Test)| 2 hours| 200| Paper-II| Physical Sciences (Physics and Chemistry)| 2 hours| 200| Paper-III| Mathematics| 2 hours| 200| Total| 6 hours| 600| Part II| Personality Test carrying a maximum of 200 marks in respect of only those candidates who are declared qualified on the results of written examination. | Selection to Group B Services Selected from serving Group ‘C’ employees by General Manager. Selection Board consists of 4 HODs including CPO and HOD of the department concerned. 70% vacancies are filled through a process of selection primarily based on seniority and 30% through a selection test known as Limited Department Competitive Examination (LDCE).Salient features of LDCE and Selection are given below: | Selection| LDCE| Eligible Grade| GP 4200| GP 4200| Service requirements| Min 3 years in the 4200| Min 5 years in the 4200| Who can appear the selection| Only those who are called as per seniority and vacancy available| All employees in concerned department who fulfill the above condition| Method of selection| Primarily seniority. Written test and viva-voce has to be passed. | Purely on the basis of written test and viva-voce(standard of written exam higher than that for Selection)| SC/ST Reservation| Applicable| Applicable|Seniority| Employees empanelled through selection will rank above those through LDCE| 70% Selection * Number of vacancies existing and anticipated for the next 2 years are taken into consideration. Delayed Selection If a selection procedure is delayed by more than one year then it will be conducted as per the procedure for Delayed selection as follows: * Number of vacancies for each of the selection should be assessed separate ly. * Field of consideration of eligible employees should be assessed separately starting from earliest selection. * Separate panel for each selection.Test * The test includes both written and viva in which marks for professional ability, record of marks, personality etc. are allotted. The panel is prepared with those getting 80% and above as ‘outstanding' and 60% to 79% as ‘others'. * In selection/LDCE the total marks secured by all the candidates who had appeared for viva-voce after qualifying in the written examination and the marks secured in written test in the case of remaining candidates may be notified after finalization of Group B Panel. Limited Departmental Competitive Examination (LDCE) To fill up 30% of vacancies in Group ‘B’ vacancies in Civil Engineering, Mechanical Engineering, Electrical Engineering, Signal & Telecommunications, Transportation and Commercial Department, Stores and Accounts. * Reservation of SC/ST as per extant orders. * The p anel will be valid for the same length of time as the panel of selection. * Employees empanelled through 70% selection will rank above those through LDCE. Scheme of Examination * A written exam of a substantially higher standard than associated with normal selection and a  viva-voce. * Minimum pass marks are 60%. Names will be in order of merit on the basis of total marks. In selection/LDCE the total marks secured by all the candidates who had appeared for viva-voce after qualifying in the written examination and the marks secured in written test in the case of remaining candidates may be notified after finalisation of Group B Panel. Promotion to Railway Services, Group B Promotions to Group B posts shall be made by the General Managers except in the Security Department provided that such promotions are made in the strict order of placement on the panel recommended by the Selection Board; if any supersession of that order is involved, the matter should be referred to the Railway M inistry.The posts of Assistant Accounts Officers shall ordinarily be filled by selection from Group C railway servants who have passed the departmental examination qualifying for promotion as Section Officer (Accounts), Inspector of Stores Accounts/Inspector of Station Accounts or are exempted from passing that examination. Selection of APOs For selection to the post of Assistant Personnel Officers, the Recruitment Board has restricted the field of eligibility to the following staff only: Eligibility * Staff of Hindi Branch are not eligible. * Minimum 3 years in the Grade Pay Rs. 200 in Pay Band PB2 (9300-34800) (including services in the corresponding pre-revised grades). Pre-Selection Training The railways board has decided that pre-selection training should be given to the staff appearing for selection/ L. DC. E. for promotion from Group ‘C’ to Group ‘B’ posts to enable them to improve their performance. It has also been decided that as in case of S. C/S . T. candidates, pre-selection coaching classes should be arranged for the candidates belonging to general category and this coaching should be treated as mandatory. Medical Fitness: Employees selected for promotion to Group ‘B’ service should be fit in all espects, including physical fitness, for the duties assigned to the particular category of posts to which the promotion is made. The Group ‘C’ employees qualifying in the selection for promotion to Group ‘B’ posts but not passing the prescribed medical standard should not be promoted to Group ‘B’. Recruitment to Group C Services The General Manager of Indian Railways Have full powers to make with regard in Railway servants Group ‘C’ and Group ’D’ under their control, provided they are not inconsistent with any rule made by the President or the Ministry of Railways.The power, do not authorize the General Manager to recruit persons without agency of the Railway Recruitment Boards (RRB) unless the Railway Board have issued special authorization. The recruitment to fill Group ‘C’ posts on Indian Railways shall be made through: 1. Direct recruitment through RRB established at various places on Indian Railways. 2. By promotion of Group ‘D’ service. 3. Direct recruitment of departments of crippled de-categorized or incapacitated employees retired on medical ground. 4. Direct recruitment of children of the employees who died while in service, on compassionate ground. . Direct recruitment through of handicapped persons. 6. Direct recruitment against the quota of sportsmen, cultural, scouts and guides. 7. Recruitment against specified categories such as teachers for Railway Schools and skilled or Artisen staff. Recruitment to Group C Services(By RBBs) * Made through Railway Recruitment Boards (RRB). * Panel formed by RRB after selection is forwarded to the Zonal Railway concerned. * The panel is valid for a year w hich can be extended by CPO. * Candidates have to pass the prescribed medical examination. * All appointments are made on probation for two year.For trainees/apprentices appointed to a working post after conclusion of their prescribed training. Probation period commences on date of such appointment. * It is obligatory for all trainees to pass a simple test in Hindi. The committee for conducting interviews for recruitment to Group ‘C’ post on the Railways/Production Units/RRBs will have minimum 3 members and must include officers representing SC/ST, minority and OBC Communities. The composition of the committee shall be- 1. Chairman RRB or Member Secretary RRB as chairman of the interview Committee. 2.Serving Railway officer of JA grade, including an officer of Department for which the recruitment is being made in case of difficulty in finding OBC officer in JA Grade a Sr. Scale OBC officer may be nominated in the committee. The officer so nominated will never the less b e an equal member of the committee. No member should be direct subordinate to any officer member of the committee. The Candidate selected is placed on selection list in order of merit. The Recruitment Board sends the names of selected candidates along with their original application to the Railway concerned.Based on call letters send by Railways, the candidates on reporting for duty shall have to pass the medical examinations prescribed for each category. Recruitment to Group C Services (Selection) * Staff having 3 years of service can appear for selection test. * Successful candidates shall be placed in the order of merit except those who have obtained more than 80%  Ã‚  of marks. Jurisdiction of Railway recruitment boards (RRB) on various Zones/Divisions/Workshops are as follow:    Contact Details of Railway Recruitment Boards (RRB) 1) RRB Ahmedabad Website:  www. rrbahmedabad. gov. in/ Railway Recruitment Board, Ahmedabad. st Floor, Meter Guage Building, Railway Station, Ka lupur,, Ahmedabad, Gujarat Pin: 380 002, Contact:  [email  protected] in 2) RRB Ajmer Website:  www. rrbajmer. org Railway Recruitment Board, Nehru Marg, Near Ambedkar Circle,Ajmer – 305001 Contact:  [email  protected] org 3) RRB Allahabad Website:  www. rrbald. nic. in Railway Recruitment Board Opposite to G. M. /NCR Building Near Subedarganj Railway Hospital Subedarganj Allahabad – 211 033. Contact:  [email  protected] co. in 4) RRB Bangalore Website:  www. rrbbnc. gov. in Railway Recruitment Board Bangalore 18, Millers Road, Bangalore – 560046. Contact:  [email  protected] om 5) RRB Bilaspur Website:  www. rrbbilaspur. gov. in Railway Recruitment Board, GM/SECR’s Office Complex Bilaspur (C. G) Pin: 495 004 Contact:  [email  protected] com 6) RRB Bhopal Website:  www. rrbbpl. nic. in Railway Recruitment Board, Bhopal East Railway Colony, Bhopal – 462010 E-mail-  [email  protected] in 7) RRB Bhubaneswar Website:  www. rrbbbs. gov. in D-79/80, Rail Vihar , B. D. A. Rental Colony, Chandrasekharpur , Bhubaneswar, Pin -751023,Orissa Contact:  [email  protected]bbs. gov. in 8) RRB Chandigarh Website:  www. rrbcdg. org SCO 34, IInd Floor, Madhya Marg, Sector – 7-C Chandigarh Contact:  [email  protected] o. in 9) RRB Chennai Website:  www. rrbchennai. net 5, Dr. P. V. Cherian Crescent Road, Egmore, Chennai – 600 008 Contact:  [email  protected] railnet. gov. in 10) RRB Gorakhpur Website:  www. rrbgkp. gov. in Railway Station Road, Gorakhpur – 273012 Contact:  [email  protected] co. in 11) RRB Guwahati Website:  rrbguwahati. gov. in Station Road, Guwahati Contact:  [email  protected] in Online application facility is available in RRB Guwahati 12) RRB Jammu Website:  www. rrbjammu. nic. in Railway Colony (West), Jammu-180012 Contact:  [email  protected] co. in 13) RRB Kolkata Website:  www. rrbkolkata. org Metro Railway A. V.Complex,Chitpur, Opp. To R. G. Kar Medical College & Hospital, R. G. Kar Road, Kolkata-700 037 Contact:  [email  protected] net 14) RRB Malda Website:  www. rrbmalda. gov. in Kalibari Railway Colony, P. O Jhaljhalia,Malda – 732102, (West Bengal) Contact:  [email  protected] in 15) RRB Mumbai Website:  www. rrbmumbai. gov. in Railway Divisional office compound,Mumbai Central, (E), Mumbai – 400 202, Maharashtra Contact:  [email  protected] co. in 16) RRB Muzaffarpur Website :  rrbmuzaffarpur. bih. nic. in Lichi  Bagan,  Maripur,Muzaffarpur-842001 [email  protected] in 17) RRB Patna Website:  www. rrbpatna. gov. inRailway Recruitment Board, Mahendrughat, Patna – 800 004. , Bihar Contact:  [email  protected] in Online application facility is available. 18) RRB Ranchi Website:  www. rrbranchi. org Railway Offices Complex,Chutia, Ranchi-834027, Jharkhand Contact:  [email  protected] org 19) RRB Secunderabad Website:  www. rrbsec. org Railway Recru itment Board Secunderabad South Lallaguda, Andhra Pradesh– 500017 Contact:  [email  protected] com 20) RRB  Siliguri Website :  rrbsiliguri. org Subhashpally,Siliguri,District-Darjeeling,PIN-734001,(West Bengal) E-mail:  [email  protected] org Online application facility is available. 1) RRB Thiruvananthapuram Website:  www. rrbthiruvananthapuram. net Thampanoor, Thiruvananthapuram – 695 001 Contact: [email  protected] Recruitment to Group ‘D’ Service: Recruitment to all Group D posts will henceforth will be done by zonal railways directly Board guidelines for recruitment to group d posts. Guidelines for recruitment of group D staff by railway administration 1. Recruitment unit Requirement of all divisions/workshops/production units and other organisation falling within the territorial jurisdiction of the zonal railway will be clubbed together for the recruitment. . Periodicity of recruitment * Recruitment shall be done at intervals of one or two years. * Vacancies shall be counted as those existing in 1st January or 1st July of the year of recruitment plus those anticipated over the next one or two year. 3. Eligibility criteria * The educational qualification for recruitment to all posts in group D in the railways shall be class 8th passed. * The age limits for recruitment shall be as per extant instruction, with relaxation for specified categories as admissible under specific orders issued by Ministry of Railway’s from time to time.How to apply Candidate shall apply on plain paper, as per format indicated in the employment notice, directly to the deputy chief personnel officer. Fees may be charged @ Rs. 40 per candidate. However, no fee is to be charged from the candidates belonging to SC/ST categories. In his/her application, the candidate should mention the recruitment unit and posts applied for. Candidates should be asked to give option (maximum three) in order of preference for the division/workshops/prod uction units/other organisation etc.. , within the territorial jurisdiction of the zone.If a combined examination is being held for more than one category of group d post, then the candidate should specify his preference for the posts also. No change of options shall be permitted at any stage subsequently. Written Exam Recruitment boards are conducting Written Exam first. 1. There will be total 150 multiple choice questions in the written exam. 2. The questions will be asked of 10th class level from these topics: * General Knowledge. * General Maths. * General Reasoning. * General Science. 3. After passing in Written Exam candidates have to face Physical Efficiency test, mainly Race of 1500 meter.Selection procedure The selection shall consist of a written test followed by physical efficiency test and medical examination. Medical Examination of Candidates for appointment to Non-Gazetted Railway services * Medical examination includes- (i) General physical examination, and (ii) Visio n tests * Non-Gazetted Railway services are divided into different broad groups and classes like Group A(A-1,A-2,A-3), Group B(B-1, B-2), Group C(C-1, C-2). * Spectacles:   No glasses are to be permitted  for categories A-1 and A-2 and for Railway Protection Force staff where their medical category is B-1. Candidates in classes A-1, A-2, A-3 and B-1 on being medically examined shall be tested for color perception with the prescribed apparatus and recommended methods of examination. * For both Candidates and employees contact lenses shall not be permitted in category A and B. * Candidates  of classes A-1, A-2, A-3 and B-1 will be examined with regard to their vision in diminished light. * Candidates  class A-1 will be examined to ascertain that the fields of  vision are not seriously restricted. * Candidates in Classes A-1, A-2, A-3, B-1 and B-2 will be tested for the presence of  binocular vision, i. . , peripheral fusion, depth perception and stereoscopic vision. * Cand idates from A1 to B-1 categories may be examined in glaring light by providing  a 200 Watts Bulb 90 cm. Response to  glare and recovery time should be noted by examining the candidates. Fundus / Full Ophthalmology Examination: Compulsory in the following circumstances, 1. For all candidates in A-1. 2. For categories C-1 and C-2 when the power of lenses exceeds 4 D, the candidate should be  examined by an Ophthalmologist to exclude progressive eye disease.General Physical Examination: Candidate must be in good mental and bodily health and free from any defect likely to interfere with the effective performance of the duties of his appointment. Following are examined: * Measurement of height, weight and chest girth will be recorded. * The condition of heart and lungs. * The condition of teeth and gums (well filled teeth will be considered as sound). * Whether there is any evidence of abdominal disease. * Whether there is any hernia or tendency to hernia. * Whether there is free m ovement of the joints. Whether hearing in each ear is good and whether there is any disease of the ear. * Whether there is any speech defect. * Whether there is any communicable disease. * Hearing:   In the examination of hearing of the candidate/serving employee, the speaking voice test  will be employed. The use of hearing aid should not be permitted for candidates in categories ‘A' and ‘B'. * Speech:   Stammering is not to be considered a serious defect disqualifying a candidate in clerical  duties, especially such of them as do not have to come in direct contact with the public. Head injuries:- Candidates in categories A-1, A-2 and A-3, when they come up for medical examination or re-examination, should give a declaration if they had a head injury earlier and if so, a history of the case, even though fully cured at the time of declaration. In the case of persons with past history of loss of memory, a full neurological examination and a fitness certificate fro m a neurologist would be required. A candidate who has one of the following will be rejected irrespective of the category of employment: Appeal Normally, candidate has no right of appeal , but if proof is produced as regards to the possibility of error of judgment in the decision of the examining medical authority, a re-examination will be ordered. Such evidence should be submitted within one month of the date of communication. * A medical certificate produced by candidate as evidence about possibility of error of judgment should contain a note by the medical practitioner concerned that he is aware of the fact that the candidate has already been declared unfit by Railway medical authority. Medical classification of different categories of Railway staff A1| * Loco Pilot/ Asst.Loco Pilot * Motorman| A2| * Guards/Asstt. Guard/Pilot guard * ASM, Station Master, Station Supt. * Traffic Apprentices| A3| * Loco Inspector * JE/SE C&W * JE/SE Loco * JE/SE Works * JE/SE Signal & Telecommunica tion * Traffic Inspector * Trolleymen * Gatekeeper * YM/AYM, Trains Clerk * Bridge Inspectors, JE/SE Bridges| B1| * Gang men / Trackman * Permanent way khalasis * ESM/Tech Signal * Train Examination staff * RPF staff| B2| * Ticket checking staff| C1| * Section Controller * Booking Clerk * Station Clerk * Commercial Inspector * Telephone operator| C2| * Others|Standards Description for different Medical classification * A-1  Physically fit in all respects. Visual Standards —Distance Vision: 6/6,6/6 without glasses. Near Vision: Sn: 0. 6,0. 6 without glasses (must clear fogging test) and must pass test for Colour Vision, Binocular Vision, Field of Vision & Night Vision. * A-2  Physically fit in all respects. Visual Standards—Distance vision: 6/9,6/9 without glasses. Near Vision: Sn: 0. 6, 0. 6 without glasses and must pass test for Colour Vision, Binocular Vision, Field of Vision & Night Vision. * A-3  Physically fit in all respects.Visual Standards—Distance Vision: 6/9,6/9 with or without glasses (power of lenses not to exceed 2D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses and must pass test for Colour Vision, Binocular Vision, Field of Vision & Night Vision. * B-1  Physically fit in all respects. Visual Standards — Distance Vision: 6/9,6/12 with or without glasses (power of lenses not to exceed 4D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses when reading or close work is required and must pass test for Colour Vision, Binocular Vision, Field of Vision & Night Vision. * B-2  Physically fit in all respects.Visual Standards — Distance Vision: 6/9,6/12 with or without glasses (power not to exceed 4D). Near Vision: Sn: 0. 6, 0. 6 with or without glasses when reading or close work is required and must pass test for Field of Vision. * C-1  Physically fit in all respects. Visual Standards — Distance Vision: 6/12, 6/18 with or without glasses. Near Vision: Sn: 0. 6, 0. 6 with or without glasses whe n reading or close work is required. * C-2  Physically fit in all respects. Visual Standards — Distance Vision: 6/12, Nil with or without glasses. Near Vision, Sn: 0. 6 combined with or without glasses when reading or close work is required.Verification of Character and antecedents of Railway employees on appointment through RRB: * Before making an  appointment to the Railways it is the responsibility of the appointing authority to satisfy itself about the identity and suitability of the candidate according to the prescribed criteria. * Detailed verification of character and antecedents would be applicable in case of: 1) Group ‘A’ Posts. 2) Group ‘B’ posts. 3) Group ‘C’ and ‘D’ posts of all those offices in which detailed verification is considered particularly necessary in the interest of security by the Administrative Ministry of office. ) Cases in which simple verification cannot be done because of the candidateâ€⠄¢s inability to produce a certificate of character. * Attestation form in respect of the categories where detailed investigation is necessary attestation form has to be referred to District Magistrate * Simple verification would be applicable to appointments to all other posts viz: a) Posts of LDCE and posts of equivalent grade and all Group ‘D’ posts in the Government of India Secretariat and its attached offices. b) Group ‘C’ & ‘D’ posts under the Government of India in subordinate offices. Exception can be made to the general procedure and detailed verification may be done for some posts/services/departments. * All appointing authorities should clearly indicate at the top of the attestation forms the type of verification required to be done, i. e. , Detailed Verification, Record Check or Simple Verification. DATA ANALYSIS AND DATA INTERPRETATION Data Interpretation Questionnaire was prepared for the purpose of getting feedback from the empl oyees and APOs regarding â€Å"Recruitment and Selection Procedure† of their company. 5 employees and selected from different department and were distributed the questionnaire from the purpose of the study. Analysis of Data The analysis of the data is done as per the survey finding. The data is represented by graphically in percentage. The percentage of the people opinion were analyzed and expressed in the form of pie-charts. QUESTION: What are the sources for recruitment and selection? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Internal| 5| 20| 2. | External| 8| 32| 3. | Both| 12| 48|About 48% of the employees said that they prefer both internal as well as external source for recruitment and selection. 20% of the employees said that they prefer internal source for recruitment and selection. 32% of the employees said that they prefer external source for recruitment and selection. QUESTION: Which method do you mostly prefer for recruitment and selection preferre d way of recruitment? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Direct| 5| 20| 2. | Indirect| 2| 8| 3. | Third Party| 18| 72| About 20% of the employees said that they prefer direct recruitment and selection. % the employees said that they prefer indirect recruitment and selection. 72% the employees said that they prefer third party recruitment and selection. QUESTION: When do you prefer to go for manpower planning? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yearly| 15| 60| 2. | Quarterly| 2| 8| 3. | No Fixed Time| 8| 32| Around 60% of the employees said that they prefer yearly manpower planning. 32 % of the employees said that they do not follow any pattern they don’t have any fixed time manpower planning. 8% of the employees said that they prefer quarterly manpower planning.QUESTION: Do you think the present recruitment policy is helpful in achieving the goals of the organisation? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yes| 10| 40| 2. | No| 7| 28| 3. | To some extend| 8| 32| Around 40% of the employees said that the company’s recruitment policy is helpful in achieving the goals. 28 % employees said that the company’s recruitment policy is not helpful in achieving the goals. 32% employees said that the company’s recruitment policy is helpful to some extend in achieving the goals. QUESTION: Is there any provision for evaluation and control of recruitment and selection process?S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yes| 15| 60| 2. | No| 10| 40| About 80% people said that the company has the provision for evaluation and control of recruitment and selection. 20% people said that the company does not have the provision for evaluation and control of recruitment and selection. QUESTION: Does the procedure adopted for recruitment and selection of employees enables to give right person at right job? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| 1. | Yes| 7| 28| 2. | No| 12| 48| 3. | To some extend| 6| 24|About 28% of the employees said that the procedure adopted for recruitment and selection of employees enable to place the right person for the right job. 48% of the employees said that the procedure adopted for recruitment and selection of employees does not enable to place the right person for the right job. 24% of the employees said that the procedure adopted for recruitment and selection of employees enable to some extend to place the right person for the right job. QUESTION: How do you rate the HR practices of the company? S. NO. | OPINION| NO. OF RESPONDENT| PERCENTAGE (%)| . | Very Good | 3| 12| 2. | Good| 14| 56| 3. | Average| 6| 24| 4. | Bad| 2| 8| 24% of the employees said that they feel that HR department is good. 12% of the employees said that they feel that HR department is very good. 56% of the employees said that they feel that HR department is Average. 8% of the employees said that they feel that HR department is bad. Intake of Manpower of Group’C’ in DLW SN| Department| Total| 1| Admn & Schl| 01| 2| Accounts| 01| 3| Civil| 02| 4| Electrical| 09| 5| Mechanical| 03| 6| Medical| | 7| Personnel| | 8| Stores| 02| 9| RPF| | | TOTAL| 18|Sanctioned Strenth Of Non-Gazzetted Staff Of Group’C’ For The Month Of May, 2012 Department| As On First Day Of The May Month| As On Last Day Of The May Month| | Permanent| W/C Posts| Total| Permanent| W/C Posts| Total| ADMN & SCHL| 311| 24| 335| 311| 24| 335| ACCTS| 317| 24| 341| 317| 24| 341| CIVIL ENGG. | 507| 3| 510| 507| 3| 510| MECH| 3609| 48| 3657| 3609| 48| 3657| ELEC| 745| 27| 772| 745| 27| 772| MEDI| 156| 2| 158| 156| 2| 158| PERS| 172| 4| 176| 172| 4| 176| STOR| 685| 8| 693| 685| 8| 693| SECU| 242| 0| 242| 242| 0| 242| TOTAL| 6744| 140| 6884| 6744| 140| 6884|Operated Strength Of Non-Gazetted Staff Of Group’C’ For The Month Of May, 2012 Department| As on 1st day of the month| As on Last Day of the Month| | Regular Staff| Substit utes| Total| Regular staff| Substitutes| Total| ADMN& SCHL| 217| 73| 290| 212| 74| 286| ACCTS| 253| 7| 260| 253| 7| 260| CIV| 293| 0| 293| 288| 0| 288| MECH| 3047| 128| 3175| 3043| 128| 3171| PERS| 151| 0| 151| 150| 0| 150| ELEC| 667| 2| 669| 666| 2| 668| MEDI| 130| 0| 130| 129| 0| 129| STOR| 555| 1| 556| 555| 2| 557| SECU| 198| 0| 198| 203| 0| 203| TOTAL| 5511| 211| 5722| 5499| 213| 5712| Operated Strenth Of Gazzeted For The Month Of May, 2012Department| As on First Day of the Month On-Roll| As on Last Day of the Month| | Group ‘A’| Group ‘B’| Total| Group'A'| Group'B'| Total| ADMN & SCHL| 3| 10| 13| 3| 10| 13| ACCTS| 7| 22| 29| 8| 21| 29| CIV| 2| 2| 4| 2| 2| 4| MECH| 29| 27| 56| 27| 27| 54| PERS| 2| 4| 6| 2| 4| 6| ELEC| 8| 8| 16| 8| 8| 16| MEDI| 10| 0| 10| 10| 0| 10| STOR| 16| 18| 34| 16| 18| 34| SECU| 2| 0| 2| 2| 0| 2| TOTAL| 79| 91| 170| 78| 90| 168| Diesel Locomotive Works (DLW) Details of group wise strength As On| Gro