‗Sons of Soil as a factor in staffing –Study organisations in different geographical areas ‘

Fundamentals of Management

Submitted by: Submitted to: Dr. Manoj Mishra

AMISHA PRAKASH

ROLL NO: 2005(1ST YEAR)

B.B.A .LL.B,CNLU, PATNA

Academic session-2018-2023

CHANAKYA NATIONAL LAW UNIVERSITY

NYAYA , NAGAR, Mithapur,Patna 800001

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 ACKNOWLEDGEMENT

It is my privilege to record my deep sense to perform gratitude to those who helped me in

completion of this project.

In making of this project many people helped me immensely directly or indirectly. I

sincerely acknowledge the help rendered to by our faculty DR. MANOJ MISHRA who had
given me an idea and encouragement in making this project. I also acknowledge the help of
library and my staff and my friends for being cordial in order to make conductive environment of
the CNLU hostel.

AMISHA PRAKASH

1ST SEMESTER

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DECLARATION OF THE CANDIDATE

I hereby declare that the work report in the B.B.A LL.B (Hons.) Project report entitled ―Sons of
Soil as a factor in staffing –Study organisations in different geographical areas‖ submitted at
CHANAKYA NATIONAL LAW UNIVERSITY is an authentic record of my work carried out
under supervision of DR MANOJ MISRA . I have not submitted this work elsewhere for any
other degree or diploma . I am fully responsible for my project report.

SIGNATURE OF THE CANDIDATE

NAME OF THE CANDIDATE ; AMISHA PRAKASH

CHANAKYA NATIONAL LAW UNIVERSITY ,PATNA

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RESEARCH QUESTIONS

 What are the objectives of staffing?

 What are the methods and sources of recruitment?
 What is son of soil concept?
 Why geography is number 1 factor that limits staffing?

HYPOTHESIS

. Sons of the soil is an elemental concept tying people to their place of birth and confers some
benefits, rights, roles and responsibilities on them, which may not apply to others.

RESEARCH METHODOLOGY

Mostly doctrine sources and primary method of research was adopted in the making of this
project.

Few primary and secondary methods were used. Some literary works and books and articles
were referred and the internet through various websites were use extensively for the collection of
data which was required for the study needed for this research.

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Contents
1 Staffing – A Function of Management .................................................................................... 7
2 Objectives of staffing function in an organization .................................................................. 8
3 Definition of staffing ............................................................................................................... 9
4 Nature of the staffing function................................................................................................. 9
5 Importance of staffing ........................................................................................................... 10
6 Process of staffing function ................................................................................................... 11
7 Benefits of staffing ................................................................................................................ 14
8 Methods and sources of recruitment ...................................................................................... 14
9 SONS OF SOIL CONCEPT .................................................................................................. 17
10 Sons of Soil concept in India ............................................................................................. 18
11 Recruitment in Public Sector, Private Sector and ‗Sons of the Soil‘ Claim ...................... 21
11.1) Conclusion ........................................................................................................................... 23
12 Why Geography Is the #1 Factor That Limits Applications .............................................. 23
13 What Percentage Would Want to Work for the company? ................................................ 24
14 Remote Work Makes the Best Even Better ....................................................................... 25
14.1 Final Thoughts on remote work.................................................................................. 27
15 Regionalism: ―Son of the Soil‖ Doctrine ........................................................................... 28
15.1 Why did the ‗sons of the soil‘ movements develop in some states and cities and not in
others? 28
16 )Son of the Soil approach in recruitment – Good or Bad? ....................................................... 32
16.1 Conclusion:-................................................................................................................ 33

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INTRODUCTION

The sons of the soil theory basically mean the locals should be given a chance to work for a
Company that is set up in their area of residence or the state that they belong too. The Companies
today are going to remote places for cheaper land and setting up their businesses in remote areas.
In such cases the locals seek for employment. The advantage is that cheap labour is available to
the company, compared to getting its own people and paying them higher salaries and giving
them additional facilities to work at a place away from their regular set-up(residence). However
in son of the soil there is a great disadvantage. The locals may not be as educated and skillful as
the job requirement . In such case the company may not get the desired output even if they give
them training etc. but incertain places it is not easy to set up a Company without the local
support and hence the company is forced to cater to the sons of the soil theory in recruitment.

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 1 Staffing – A Function of Management
Staffing is a critical organizational function which consists of the process of acquiring,
deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts
on the effectiveness of the organization. It is one of the significant functions of the management.

In an organization, it is the people which carry out the various jobs which are needed for its
functioning. They are the most important resource of the organization. They supply the talent,
skills, knowledge, and experience to achieve the organizational goals and objectives. In fact the
performance of the organization largely depends on the quality of its people. Hence the staffing
function of the management is an important function and it involves in the building of the
organizational workforce. In staffing, the management is faced with the challenge of not only
finding the right person for each job but also to match the personnel with the jobs identified and
to provide for their long-range growth and welfare as members of the organization.

Staffing is that part of the process of management which is concerned with acquiring,
developing, employing, appraising, remunerating and retaining people so that right type of
people are available at the right positions and at the right time in the organization. In the simplest
terms, staffing in management is ‗putting people to jobs‘.

Staffing apparently cannot be done once and for all, since people are frequently leaving, getting
fired, and retiring. Often too, the transformations in the organization generate new positions, and
these must be filled. In fact, the process of staffing is also the never-ending process in the
organization. The first step in the process of staffing is to understand the job requirements. It is
concerned with determining two aspects namely

(i) the number, and

(ii) the type of personnel required. This can be done by preparing a human resource plan in
the organization.

Four building blocks for the staffing function the organization are

(i) the division of work,

(ii) the departmentalization,
(iii) the hierarchy, and

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(iv) the coordination.

2 Objectives of staffing function in an organization

Staffing is such function which is performed almost by every organization for the
purpose of appointing the right person, at the right job and at the right time. Because we
know that man powers are the real assets for every organization. Hence, they should
appoint at the right job in order to do a variety of tasks in a well manner.
Some important purposes or objectives of staffing can be described as under:

 To Determine the source of Recruitment of the Employees: An important

purpose of staffing function is to determine the sources of recruitment of the
prospective employees to fill up the vacant positions in an organization.
 To Appoint the Deserved Employees: It is also an essential objective of staffing
to appoint the deserved candidates at the right job.
 To Train the Employees: Training of the employees (if they need) is also an
important purpose of staffing to do specific jobs in a well manner.
 To Proper Allocation of Jobs: The purpose of staffing is to allocate the jobs
among the employees according to their ability, talent, aptitude and
specializations.
 To Appraisal the Performance of the Employees: It is one of most important
purpose of staffing, because to improve the over all performance of the
organization, the appraisal of the employees performance is vital.1

1
ispatguru.com/staffing-a-function-of-management

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 3 Definition of staffing

Staffing is defined as, ―filling and keeping filled, positions in the organizational structure. This is
done by identifying work-force requirements, inventorying the people available, recruiting,
selecting, placing, promoting, appraising, planning the careers, compensating, training,
developing existing staff or new recruits, so that they can accomplish their tasks effectively and
efficiently.‖

The definitions of the staffing function as given by the different management experts are given
below.

―The managerial function of staffing involves manuring the organizational structure through
proper and effective selection, appraisal and development of personnel to fill the roles designed
into the structure.‖ – Koontz and O‘ Donnell

―Staffing relates to the recruitment, selection, development, training, compensation of

subordinate managers.‖ – Theo Haimann

―Staffing is the function by which managers build an organization through the recruitment,
selection, and development of individuals as capable employees.‖ – McFarland

4 Nature of the staffing function

The following points describe the nature of the staffing function.

 Staffing is an important managerial function. Staffing function is normally the sub

function of the organizing function. All the five functions of the management viz.
planning, organizing, directing, coordinating, and controlling depend upon the employees
of the organization which are made available through the staffing function.

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  Staffing is a pervasive activity. It is carried out in every organization and at all the levels
of the management in the organization.

 Staffing is a continuous activity. This is due to the fact that the function of staffing
continues throughout the life of the organization.

 The basis of staffing function is the efficient management of personnel. The process
involved in the staffing function in the organization is efficiently managed by a system or
with well-tried procedures.

 The function of staffing helps in placing right men at the right job. It can be done
effectively through proper recruitment procedures and then finally selecting the most
suitable candidate as per the job requirements.

 All the levels of management are involved in the function of staffing though the
personnel department coordinates it.

5 Importance of staffing
The staffing function is a very important function of the management due to the following
reasons.

 Staffing helps in discovering and obtaining competent personnel for various jobs.
 It helps in the optimum utilization of the human resources.
 It helps in developing professionals in every field of organizational activity.
 It helps to improve the quantity and quality of the output by putting the right person on
the right job.
 It helps in developing competencies in the organization to face the challenges.
 It helps to improve job satisfaction of the employees and hence their morale.
 It facilitates higher productive performance of the organization by appointing right man
for right job.
 It reduces the cost of manpower by eliminating the wastage of the human resources.
 It facilitates growth and diversification activities in the organization.

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  It provides for the development of the employees and through them it ensures continuous
survival and growth of the organization.2

6 Process of staffing function

The process of the staffing function involves human resource planning i.e. estimating the size
and nature of the personnel required for the recruitment and selection of the best candidates to
train, to induct, to reward and to have regular and effective communication with them. The
process of staffing consists of the following steps;

 Manpower planning – It is the very first step of the staffing function. It involves
forecasting and determining the future manpower needs of the organization. It is the
estimation of the required manpower keeping in view the present and future needs of the
organization. It is regarded as the quantitative and qualitative measurement of work force
required by the organization. It involves in creating and evaluating the manpower
inventory after considering the development of the required talents among the existing
employees through their promotion and advancement.
 Recruitment – Once the requirements are known, the organization invites and solicits
applications from the desirable candidates. Recruitment is a positive process of searching
for prospective employees and stimulating them to apply for the jobs in the organization.
It is the process of creating the application pool. It is the process to attract maximum
number of applicants so as to have more options for the selection. In other words,
recruitment stands for discovering the source from where potential employees are likely
to be selected. The scientific recruitment leads to greater productivity, better wages,
higher morale, reduction in the employees‘ turnover and better reputation for the
organization. For the process of recruitment high skills are not essential.
 Selection – It is the screening step of staffing in which the solicited applications of those
candidates which are not found suitable as per the requirements of the notified post are
screened out. It is the process of elimination of the candidates who appear unpromising

2
http://www.tmv.edu.in/pdf/Distance_education/BCA%20Books/BCA%20V%20SEM/BCA-

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 for the post. It is the process of picking the best amongst the application pool. The
purpose of selection process is to determine whether a candidate is suitable for
employment in the organization or not and involve rejection of the candidates not found
suitable. Selection process needs high skills since only those are to be selected that are fit
for the job. The chief aim of the process of selection is choosing the right type of
candidates to fill in various positions in the organization. Selection process requires
exactness. A well planned selection procedure is of utmost importance for the
organization.
 Placement and orientation –Once selection process is over, the selected candidates are
appointed. After this, the placement of the appointed employees takes place by putting
right man on the right job. It means putting the appointed employee on the job for which
he is selected. Orientation is the introduction of the appointed employee with the job. He
is made familiar to the work units and work environment through the orientation
programmes.
 Training – After appointment of an employee, the most important and established part of
the personnel programme is to impart training to the new comer. With the rapid
technological changes, the need for training employees is being increasingly recognized
so as to keep the employees in touch with the new developments. Training is generally
given according to the nature of activities and scope of expansion in it. It is given to
acquaint the appointed employees with the processes and the procedures which they are
required to follow for the job. It provides the appointed employees benefits of in depth
knowledge of their functional areas. It is necessary that the organization has a systematic
training programme otherwise employees will try to learn the job by trial and error which
can prove to be a very costly method.
 Development – A sound staffing policy in the organization calls for the process of the
development of the employees so that they can take higher responsibilities. The process
of development is for preparing the employees for variety of jobs. It widens their outlook
and enhances their conceptual ideas. It opens promotional avenues for them and thus
provides for their growth in the organization. With the avenues of growth available the
employees do not get frustrated and remains motivated and this helps in getting enhanced
output from him.

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 Promotion – Promotion implies upgrading of an employee to a higher position involving
increase in rank, prestige or status. It generally consists of shifting the employee to a
higher job which requires bigger responsibilities. Generally increase in pay and
enhancement of powers accompanies promotion but it is not essential ingredients.
Promotion can be given to the employees in the same department in which they are
working or by transferring them to different department where similar job opportunities
are available to them.
 Transfer – It normally implies movement of the employees from one job to another
without any increase in pay, status or responsibilities. Usually employees are transferred
to different work units and branches of the organization. Normally transfer takes place
between jobs paying approximately the same salaries but sometimes employees are also
transferred during their promotion. Employees of the organization who have been
identified for taking up of higher positions in the organization are being transferred to
different departments so that they can learn intricacies of the functioning of different
departments. This helps them when they take up positions in the higher management.
 Appraisal – it is normally done in order to keep a track or record of the behaviour,
attitudes as well as opinions of the employees towards their jobs. Appraisal of employees
reveals as to how efficiently the employee is performing in his job. Appraisal of the
employees is also done to know their aptitudes and other qualities necessary for
performing the job assigned to them. The qualities for which the employees are generally
apprised through performance appraisal include (i) ability to do work, (ii) spirit of
co-operation, (iii) job knowledge, (iv) discipline and sincerity, (v) managerial ability, (vi)
self-confidence, (vii) initiative, (viii) problem solving abilities, and (ix) intelligence etc.
The main objective of performance appraisal is to improve the efficiency of the
employees by mobilizing their best possible efforts and through them achievement of the
objectives and the goals of the organization.
 Remuneration- It is a kind of compensation provided monetarily to the employees for
their work performances. This is given according to the nature of job- skilled or
unskilled, physical or mental, etc. Remuneration forms an important monetary incentive
for the employees. Fixation of remuneration is the most difficult and complex function of
the management since there are no definite or exact means to determine the correct

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 wages. Job evaluation is one of the systematic techniques to determine the worth of the
job but much remains to be done in this regard.3

7 Benefits of staffing
The benefits of an effective staffing function are as follows;

 Staffing helps in getting right people for the right job at the right time. The function of
staffing enables the management to find out as to how many employees are needed and
with what qualifications and experience.
 Staffing contributes to improved organizational productivity. Through proper selection
the organization can enhance the quality of the employees, and through proper training
the performances level of the employees can also be improved.
 Staffing helps in providing job satisfaction to the employees and thus keeps their morale
high. With proper training and development programmes their efficiency improves and
they feel assured of their career advancements.
 Staffing maintains harmony in the organization. Through proper staffing, individuals are
not just recruited and selected but their performance is regularly appraised and
promotions made on merit. For all these, certain procedures are made and are duly
communicated to all concerned. This fosters harmony and peace in the organization.

8 Methods and sources of recruitment

According to ‗Dunn and Stephens‘ recruitment methods can be classified into three categories :

1) Direct Methods

2) Indirect Methods

3) Third Party Methods

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25%20Principles%20and%20Practice%20of%20Mgmt-

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1) Direct Methods include travelling visitors to educational and professional

institutions, employee‘s contacts with public and manned exhibits and waiting

lists.

2) Indirect Methods include advertising in newspaper radio, in trade and

professional journals, technical journals, brochures etc.

3) Third Party Methods includes the use of commercial and private employment

agencies, state agencies, placement offices of the colleges and universities, and

professional association recruiting firms.

Sources of Recruitment

The various sources of recruitment may be classified as

A. Internal sources or from within the organisation

B. External sources or recruitment from outside.

A. Internal sources – Many organisations in India give preference to people within

the company because the best employees can be found from within the organisation itself. Under
this policy, if there is any vacancy the persons already working in the organisation are appointed
to fill it. This method is followed mostly in Government organisations.

B. External sources or recruitment from outside – Internal sources may not always fulfill the
needs of an organisation. Naturally, most of the concerns have to look for the external sources
for recruitment the required number of employees with the requisite qualifications.

The external sources of recruitment include.

1. Direct Recruitment – Many organizations having one separate department called

personnel department to select right employees. For that organisaton may receive

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direct applications from the candidate. The technical and clerical staff is appointed

in this way.

2. Recruitment through the jobbers or Intermediaries – In India mostly unskilled

or illiterate workers are recruited through this method. Under this system the

intermediary keeps a vital link between workers and employers. They are always

willing to supply the required number of workers.

 Recruitment at the factory gate – Mostly unskilled workers are appointed through
this method. Under this system, large number of unemployed workers assemble at the
factory gate for employment. The factory manager, or labour superintendent or some
other official may select the necessary workers.
 Recruitment through advertisement – This is most common method for recruiting
skilled workers, clerical staff, managerial personnel, technical personnel. The vacancies
are advertised in the popular daily newspapers and applications are invited from the
persons having required qualifications.
 Recruitment through the recommendation of the existing employees – The existing
employees recommend the suitable names for the employment.
 Recruitment from colleges or universities or educational institutions – This method
is used in some enterprises or Government department, when the recruitment of persons
required for administration and technical personnel.
 Recruitment through employment exchange – The workers who want help in finding
jobs make their registration in the nearest employment office where details are recorded.
Employment exchanges are the special offices for bringing together those workers who
are in need of employment.

Other methods –

 Badli Control system or Decasualisation of labour – It means efforts taken for

regularizing the system or recruitment by means of controlling substitute of badli

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 labour. Under this system, on the first day of each month, special badli cards are
given to a selected number of persons who are advised to present themselves
every morning at the factory when temporary vacancies are filled up from amount
them.
 Contract labour – Under this method contractor supplies labours to the industrial
enterprises according to their requirement.

9 SONS OF SOIL CONCEPT

The concept of Sons of the Soil (SoS) is deeply embedded in the human psyche. Sons of the soil
is an elemental concept tying people to their place of birth and confers some benefits, rights,
roles and responsibilities on them, which may not apply to others.

Sons of Soil Doctrine underlies the view that a state specifically belongs to the main linguistic
group inhabiting it or that the state constitutes the exclusive 'homeland' of its main language
speakers who are the 'sons of the soil' or the 'local residents'.

All others who live there or are settled there and whose mother tongue is not the state`s main
language are declared 'outsiders'. These outsiders might have lived in the state for a long time, or
have migrated there more recently, but they are not regarded as the 'sons of the soil'.

It is a difficult concept to grasp, even though this has been explicitly seen in many countries. The
problem with this concept of SoS is that it is beset between two forces, the concept of equality
versus the concept of fairness. Quite a lot of insurgencies, terrorist campaigns, riots, internal
disturbances, tensions and wars have been driven by this issue.

A sons-of-the-soil (SoS) conflict has the following core features:

 First, it involves conflict between members of a minority ethnic group concentrated in

some region of a country, and relatively recent, ethnically distinct migrants to this region
from other parts of the same country.

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  Second, the members of the minority group think of their group as indigenous, and as
rightfully possessing the area as their group's ancestral (or at least very long-standing)
home.
 By "conflict" we mean competition and dispute over scarce resources such as land, jobs,
educational quotas, government services, or natural resources. A SoS conflict may be
violent, but it need not be.

10 Sons of Soil concept in India

At the time of independence, only a few enclaves or areas around Calcutta. Bombay and Madras
had undergone modern industrial development, rest were backward. The central government
adopted a whole range of policies to influence the rates of growth in poorer states and regions so
as to reduce their economic distance from the richer states and regions. The government adopted
the trickle-down effect but it failed to bring result.

Due to low rate of economic growth regional inequality did not dissipiated even after steps taken
by the government.

This unequal access to resources and competition for that raises the concept of the sons of the
soil' movements.

The friction has been more intense in states and cities where 'outsiders' had greater access to
higher education and occupied more middle-class positions in government service, professions
and industry and were engaged in small businesses, such as small-scale industry and shop
keeping.

The economy's failure to create enough employment opportunities for the recently educated
created an acute scarcity of jobs, and led to intense competition for the available jobs during the
sixties and seventies. The major middle-class job opportunities that opened up after 1952 were in
government service and the public sector enterprises. Popular mobilization and the democratic
political process could therefore be used by the majority linguistic group to put pressure on the

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government to appropriate employment and educational avenues and opportunities. Some groups
could then take advantage of 'the sons of the soil' sentiment for gaining political power.

The problem was aggravated in a number of cities or regions because the speakers of the state
language were in a minority or had a bare majority. For example, in Bombay, in 1961, the
Marathi-speakers constituted 42.8 per cent of the population. In Bangalore, the Kannada
speakers were less than 25 per cent. In Calcutta, the Bengalis formed a bare majority. In the
urban areas of Assam, barely 33 per cent were Assamese. After 1951 the rate of migration into
the cities accelerated.4

Some examples are:

Shiv Sena and Mumbai

A big campaign was fought by the Shiv Sena, a particularly nationalistic Hindu and mainly
Maharashtrian focussed group in the western part of India.

They were chiefly upset because of three other groups of Indians; the first group were the
wealthy Gujarati's, the professional South Indian groups (Kannada, Tamil, Kerelaites, etc.) and
finally the labourer class of Northern India.

11 In various shapes and sizes, the demands came up as, preference to the natives, better
educational opportunities, funding opportunities, job opportunities, etc to give better
livelihoods to native of state rather than outsiders.
 North East India

This has been an issue both in the plains areas and the hilly regions of Northeast India. In the
river plains, the large majority typically depends on agriculture. When competition over
cultivable land increases, as a result of a population that increases at an alarming rate, the issue
becomes highly contentious. Also, due to such scarcity of land in the plain areas, some migrants
have also moved into the hilly regions, which are the traditional tribal areas. As an example of
understanding how population pressure due to migration creates competition over resources,
consider some of the traditional Bodo-inhabited areas in Northwest Assam (such as the districts

4
http://www.iasscore.in/topical-analysis/sons-of-soil-concept

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of Kokrajhar and Goalpara). These areas have experienced large-scale immigration of Bengali
Muslims, from partition and onwards. This has not only changed the demographic profile of the
area but also caused many tribals to become landless.

It could also be said that the 'son of the soil' theory offends section 2 of the Prevention of Insults
to National Honour Act, 1971. And being disrespectful of or bringing into contempt the
Constitution of India is a criminal offence punishable by up to three years imprisonment or fine
or both. Not just does the theory disrespect and bring into contempt Article 19 (1) (e) of the
Constitution - hence becoming a crime - it is also an offence under section 153A of the IPC as it
amounts to inciting enmity between groups of people.

Examples outside India

 Sri Lanka
SOS issue in Sri Lanka because the Tamils were better educated and better qualified than
the majority Singhalese. Resentment was brewing there within the Singhalese ranks.
There are ironies galore within this situation. Despite positive action as well as positive
discrimination, the Singhalese were not able to rise up economically as compared to the
Tamils. This led to rise of Civil War.
 Malaysia:
The other example is in Malaysia where ethnic Malays were and are explicitly given a
hand up by the government in all sorts of human activities, whether government funding
by state financial institutions, explicit (and for a long period of time, only) usage of
Malay as the language of instruction thereby putting the Chinese and Indian populations
at a disadvantage, explicit favouring of Malays in government job opportunities, more
emphasis on development in the rural areas where more Malays live, etc. So much, that
they decided to chuck Singapore away from Malaysia because Singapore was skewing
the population too much towards the ethnically Chinese minority.

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 11 Recruitment in Public Sector, Private Sector and „Sons of the Soil‟
Claim

The Indian firms practice not a single source of recruitment, but a host of sources of recruitment.
These have been classified as within the organisation, ―badli‖ or temporary workers,
employment agencies, casual callers, applicants introduced by the existing employees in the
organisation, adver-tisements and labour contractors.

According to a research study the following practices were employed in the public and private
sector organisations to recruit their employees:

Recruitment in Public Sector:

The major sources of recruitment practiced in the public sector organisations in order of
preference were:

(i) Employment exchanges

(ii) Advertisements

(iii) Internal sources (through promotion and transfer)

iv) Casual employment seekers

(v) Displaced persons

(vi) Employees relatives and friends

Recruitment in Private Sector:

In private sector organisations, procedures and methods in regard to recruitment were not
formalized. As such, each private sector employer followed its own method.

Nonetheless, the following methods were found popular in their hierarchical order of
importance:

(i) Advertisements

(ii) Employment exchanges

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(iii) Relatives and friends of existing employees and their recommendations

(iv) Internal sources through promotion and transfers

(v) Casual callers

As regards recruitment practices in the Government organisations, they follow, by and large,
public recruitment policies viz., employment exchanges in recruiting lower-level semi-skilled
jobs. Advertisements are used for filling the higher-level jobs. These are filled either through
promotion from internal sources or through deputation from other organisations. Cadre build
vacancies such as IAS, IFS, IPS etc., are filled through competitive examinations through
advertisement.

„Sons of the Soil‟ Claim:

In recent years, a controversy has arisen about claims of ‗sons of the soil‘ for preference in
recruitment. As per this claim, the vacancies of an organisation must be first offered to suitable
hands hailing from the immediate vicinity of the organization.

However, in this connection, the National Commission on Labour has observed and
studied this claim and then recommended the following:

1. Young persons from families who surrendered their lands for establishing the organisation
must be given first priority for employment with proper training, wherever required.

2. Second preference is given to suitable hands hailing from immediate vicinity of the
organisation.

3. Selection committee be formed with a representative of state government for filling up

vacan-cies of lower level jobs.

4. Middle and higher level appointments be supervised by the Public Service Commission.

5. State participation must be ensured in the Board of Directors.

6. Periodic return on status of employment be submitted to the central and state governments.

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11.1) Conclusion

The unity of India is required for economic development of the nation. Article 301 of the
Constitution states that trade and commerce shall be free throughout the territory of India.
This provision guarantees the economic unity of India, and political unity depends on
economic unity. Thus, a factory in Tamil Nadu is entitled to sell its goods in UP, Bihar,
Maharashtra, Punjab, Bengal, etc.

Modern industry requires a large market. And unless modern industry emerges in India,
we cannot be a prosperous nation, because agriculture alone cannot generate the wealth
required for our people's education, health, employment and so on. Only united India
provides such a large market. Any attempt to break up our country will therefore doom
our people to poverty.

Social and economic development, spread of education, deepening of democracy and

politicization can act as a medium for solving the issue.

12 Why Geography Is the #1 Factor That Limits Applications

It‘s a fundamental law in recruiting that we ―are limited to hiring individuals who have applied
for a position‖ (even direct sourced candidates will at some time will be requested to
acknowledge application). Assuming we want an applicant pool that is bulging with superior
talent, a logical question would be, ‗What factors restrict qualified individuals from applying?‘.
Prior to the most recent global economic meltdown, most recruiting professionals guessed that
the top factors were pay, benefits, and employer reputation, which are important, but one factor
has always trumped them: geography.

95% of the Qualified Candidates Are Not IN our Backyard

While there are pockets of industrialization that attract a greater percentage of highly educated
and trained professionals, the vast majority of talent remains dispersed around the world. If your

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organization forces only local talent to be considered, there is no way your organization can
claim to be hiring only top talent. Such an approach dictates that your organization is missing out
on a huge group of qualified applicants (the 95% that exists elsewhere) simply because:

 They do not live within a commuting distance of the job

 They are not willing or they cannot relocate to the job location due to relocation costs,
living preferences, underwater mortgages, or family issues
 Possible immigration/visa issues

Restricting recruiting to only local communities can have dramatic effects on results. For
example, if someone is the head coach at the college basketball powerhouse University of
North Carolina, and the team was restricted to recruiting only players who currently lived
within a commuting distance of the campus, it will take some until the team would begin
its slide into mediocrity.

If we want to have a strategic impact as a recruiter, we need to recommend any low-cost

action that would dramatically increase the size of the qualified candidate pool: remote
work. While many assume geography is an unavoidable barrier, the truth is that for most
knowledge jobs, it simply isn‘t. Allowing more remote work could literally increase the
quality of your applicant pool by several hundred percent.

13 What Percentage Would Want to Work for the company?

Whether the company‘s talent pool is local and small or global and large, it still must
convince the qualified individuals to want to apply and work for the firm. For the local-
only talent pool, flexibility, work/life balance, and commute time/costs would be among
the potential selling points. If the company were offering remote work, company would
likely immediately meet each of these three selling points.

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 In addition, if it is a global firm with relatively high pay, benefits, and outstanding
management practices, firm will find that an extremely large percentage of those
qualified individuals around the globe would jump at the opportunity to work for the firm
(provided that they didn‘t have to relocate).5

Great Brand, But Location an Application Killer

Zappos is a wildly successful online shoe retailer, with a powerful employer brand built on
unusual but highly effective management practices. If it were one of the best online marketing
experts in the world, chances are that an opportunity to affiliate with the brand would be
attractive. Unfortunately, Zappos isn‘t in New York or Chicago. It‘s in Las Vegas, a place that
gets an automatic reaction (often a negative one) when mentioned. Despite a great brand and
exciting culture, there are a number of location attributes that negatively impact the size of the
talent pool willing to work in Las Vegas, including the historical role of gambling, and extreme
temperatures.

For those outside the U.S., immigration issues could prevent application. However, remote work
by itself could be such a compelling draw to overcome most if not all barriers.

14 Remote Work Makes the Best Even Better

The European Champions League employs the most effective and powerful recruiting model in
Europe. In an environment where winning the championship for a club is nearly a life-and-death
experience, teams like Barcelona and Manchester United have developed a ―cherry pick‖ global
recruiting model, recruiting the single best player from the best football countries around the
world.

Unlike offshoring, this model focuses on recruiting a single ―game changer‖ from other
countries. This approach, coupled with great team management, results in a level of performance
that could never be reached if the club recruited players solely from their home country. A good
as it is, this model also suffers from the ―location problem.‖ Imagine if you could build a team as

5
https://www.2thepoint.in/regionalism-son-soil-doctrine/

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powerful, but allow players to remain in their home country; could the team be even more
powerful? This is not possible in a physical game like football, but in business, where many of
the professional jobs can be converted to remote work, it‘s quite possible.

Obtaining a High ROI

Many assume that remote work jobs are expensive and that remote workers average lower levels
of productivity, however, the data suggest otherwise. The most famous case of remote work,
Best Buy, reported that by offering remote work options at its headquarters, resulted in as much
as a 35% increase in productivity and a 90% decrease in turnover. McGraw-Hill and Cisco have
both reported multimillion dollar increases in productivity as a result of remote work options.

Almost every firm that offers remote options has also realized that the practice dramatically
increases retention and reduces real estate and office expenses. So overall, not only will the
organization attract and hire better quality candidates, organisation are also likely to see an
increase in productivity and a reduction in costs.

IBM has taken the most scientific approach to remote work and have found that there are steps
that you can take to make any remote individual or team more effective. My research has also
come up with a list of do‘s and don‘ts that you should consider when creating or implementing
remote work jobs. Here are some recommended actions.

 Selecting jobs — obviously professional, knowledge-based, and white-collar jobs are the
most likely targets for conversion to remote work, but it should also consider converting
call center jobs (like JetBlue did), security, and customer support. Before making any
decision, develop a checklist for qualifying jobs for the treatment.
 Periodic communications — remote workers need to feel like they are an important part
of the team, so the company should require periodic communications and interactions
among team members.
 Who can handle the independence — because no one is physically watching over your
shoulder, remote work requires a different level of drive and self-management then
traditional jobs. Some individuals simply miss the personal contact and face-to-face
interaction. As a result, the hiring process needs to be rigorous enough to ensure that
remote workers have the right skills and mindset to thrive under remote work.

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  Technology is required — getting high productivity levels from remote workers requires
that they have access to many types of hardware and software.
 Managers need convincing — first reaction on the part of most traditional managers is
resistance. Because the support of hiring managers is essential, the recruiting function
must make a clear business case that demonstrates to individual managers that they will
see a significantly increased quality of hire, improved retention, and increased innovation
and productivity. The organization also need to provide them with a toolkit to help them
quickly learn how to manage remotely located employees.
 Metrics and rewards are essential — It can‘t assume that remote workers are productive,
so the organization need more sophisticated metrics and measurement processes to spot
weaning productivity long before he gets out of hand. The organisation might also find
that remote workers require more recognition and individualized rewards then workers
that see the boss every day.

14.1Final Thoughts on remote work

Whether the organization has embraced remote work or not, it is a trend that will not be
reversed. Nearly 25% of American workers have remote work options and over 60%
would like to. Young workers and those who support a family are among the strongest
supporters of this option.

A few leading firms are approaching the point where more than 50% of their employees
can participate in remote work options. Although the trend is clear, the most surprising
aspect of the increase in remote work is that the recruiting function has been almost
invisible supporter of the approach. This is surprising because the recruiting benefits of
remote work appear to be much greater than the benefits received, due to increased
flexibility and work-life balance.6

6
https://www.jstor.org/stable/3517093?seq=1#page_scan_tab_content

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15 Regionalism: “Son of the Soil” Doctrine
Meaning of the Doctrine: it is the view that a state specifically belongs to the main
linguistic group inhabiting it or that the state constitutes the exclusive ‗homeland‘ of its
main language speakers who are the ‗sons of the soil‘ or the ‗local‘ residents. All others
who live there or are settled there and whose mother tongue is not the state‘s main
language, are declared to be ‗outsiders‘. These ‗outsiders‘ might have lived in the state
for a long time, or have migrated there more recently, but they are not to be regarded as
the ‗sons of the soil‘. This doctrine is particularly popular in cities, especially in some of
them.
Demand or preference for the ‗local‘ people or ‗sons of the soil‘ over ‗outsiders‘ in the
newly created employment and educational opportunities was the outcome. In the
struggle for the appropriation of economic resources and economic opportunities,
recourse was often taken to communalism, casteism and nepotism.

Locals % in the Cities: The speakers of the state language were in a minority or had a
bare majority in a number of cities or regions. For example, in Bombay, in 1961, the
Marathi speakers constituted 42.8 per cent of the population. In Bangalore, the Kannada
speakers were less than 25 per cent. In Calcutta, the Bengalis formed a bare majority. In
the urban areas of Assam, barely 33 per cent were Assamese. After 1951 the rate of
migration into the cities accelerated.

15.1Why did the „sons of the soil‟ movements develop in some states and cities and
not in others?

Conflict between migrants and non-migrants (and linguistic minorities and majorities)
was not inherent and inevitable. In general, the two have lived harmoniously in most of
the states.

The ‗sons of the soil‘ movements have mainly arisen, and have been more virulent, when
there is actual or potential competition for industrial and middle-class jobs, between the
migrants and the local, educated, middle-class youth. The friction has been more intense
in states and cities where ‗outsiders‘ had greater access to higher education and occupied
more middle-class positions in government service, professions and industry and were
engaged in small businesses, such as small-scale industry and shopkeeping. Active in
these movements have also been members of the lower-middle class or workers, as well
as rich and middle peasants whose position is unthreatened, but who increasingly aspire

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to middle-class status and position for their children. All these social groups also aspire to
give their children higher education, especially technical education, such as engineering,
medicine and commerce.
Failure to create more Jobs: The economy‘s failure to create enough employment
opportunities for the recently educated created an acute scarcity of jobs, and led to
intense competition for the available jobs during the 1960s and 1970s. The major middle-
class job opportunities that opened up after 1952 were in government service and the
public sector enterprises. Popular mobilization and the democratic political process could
therefore be used by the majority linguistic group to put pressure on the government to
appropriate employment and educational avenues and opportunities. Some groups could
then take advantage of the ‗sons of the soil‘ sentiment for gaining political power.

Why No Son of the Soil issue in Calcutta: The Communist Party refused to use anti-
migrant sentiments in Calcutta because of its ideological commitment, one reason why
the city has not witnessed any major ‗sons of the soil‘ movement. Similarly, though
Congress may have taken an opportunist and compromising stand when faced with major
‗sons of the soil‘ movements, it has not initiated or actively supported them.

Why no Outsiders issue in Rural Areas: ‗Outsiders‘ have been often far more
numerous in rural areas as agricultural labourers or as workers in low-paid traditional
industries, such as jute or cotton textiles, than in the cities. Here, however, the ‗sons of
the soil‘ sentiment was absent, nor hostility towards the ‗outsiders‘ manifested because
no middle-class jobs were involved. The ‗locals‘ also did not compete with the
‗outsiders‘ for these jobs. Consequently, there has been little conflict with the ‗locals‘
when there has been large-scale migration of labourers from Bihar and Uttar Pradesh to
Punjab and Haryana or Bombay city, or of workers from Bihar to the jute and other mills
of Calcutta, or of workers from Bihar and Orissa to the tea plantations in Assam and
Bengal, or of Oriya building workers to Gujarat, and domestic workers all over India.

What Constitution Says on this issue: The Indian constitution is to some extent
ambiguous on the question of the rights of the migrants. Article 15 prohibits any

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 discrimination on the grounds of religion, race, caste, sex or place of birth. Article 16
prohibits discrimination in the employment or appointments to any office under the state
on grounds of ‗descent, place of birth or residence‘. However, parliament, though not any
state legislature, can pass a law laying down the requirement of residence within a state
for appointments under that state.

Under political pressure and taking advantage of the ambiguity in the constitution, many
states in fact reserve jobs, or give preference for employment in state and local
governments and for admission into educational institutions to local residents. The period
of residence is fixed or prescribed in such cases. Also, while the constitution permits
reservation or preference in state jobs only on grounds of residence and not language,
some state governments have gone further and limited the preference to those local
residents whose mother tongue is the state language. They have thus discriminated
against long-term migrants, their descendants, and even the residents who can speak the
state language but whose mother tongue is a minority language in the state. This has, of
course, been in clear violation of the constitution. Many state governments have also
given directions to private employers to give preference to local persons for employment
in their enterprises.

The main argument put forward for reservation in employment and education for the
local persons has been that in the states concerned they are socially, economically and
educationally backward and are not able to compete with the more advanced migrant
communities. Also, in technical colleges and universities, the more backward local
students would be overwhelmed by the more advanced students from other states. It is
because of this, in the post-Nehru era, even the
central government has tended to support preference for residents of a state in
employment in central public sector enterprises below the level of a certain technical
expertise and in colleges and universities. Reservations on grounds of residence have also
been approved by the courts.7

7
https://www.countercurrents.org/comm-dsouza271103.htm

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Militant “Sons of the Soil” Movement: The militant anti-migrant and ‗sons of the soil‘
movements were mainly centred in the urban areas of Assam, Telangana in Andhra,
Karnataka, Maharashtra and Orissa.

Role of the Party Shiva Sena: Shiv Sena appealed to extreme regional chauvinism and
assumed fascist proportions. Founded in 1966, under the leadership of Bal Thackeray,

What was its main Demand: It demanded that preference in jobs and small businesses
should be given to Maharashtrians, who were defined as those whose mother tongue was
Marathi.

What was the course of action it Followed: Raising the slogan of ‗Maharashtra for the
Maharashtrians‘, the Shiv Sena organized a militant, and often violent movement against
South Indians, especially Tamils, who were declared to have a disproportionate share of
office jobs such as clerks and typists in private firms and small businesses such as tea
shops and eating places.
In 1969, the Sena gave Bombay city a taste of fascist violence when it organized arson
and terror against South Indians, looted and destroyed their tea-stalls and eating places,
overturned cars of Tamils and tore off Tamil signs from shops.

Shifting its Goalpost: The Shiv Sena could not sustain its hate-South Indian campaign or
become a major political force outside Bombay city or get the support of any all-India
political party. It, therefore, soon shifted its ideological base to Hindu communalism.
Gaining a wider political constituency, it was then able to ally itself with the Bharatiya
Janata Party.

The ‗sons of the soil‘ movements in Assam and Telangana, which also assumed serious
proportions and were quite complex, had some additional and distinctive features.

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 Conclusion: While protective and preferential regulations have been widespread since
the late 1960s, antagonism, hostility and violence against migrants have abated in recent
years. The problem posed by the ‗sons of the soil‘ doctrine is still a somewhat minor one
and there is no ground for pessimism on that score.

16 )Son of the Soil approach in recruitment – Good or Bad?

What is „Son of the Soil approach‟ in recruitments:-
The theory of bearing the job opportunities from various companies established in a
particular area must be offered mainly to the people living in that area and not the
immigrants who migrate from other regions or those who do not share the same mother
tongue as the regional population. This includes both favouritism and regionalism for the
residents of that region.

Positive side:-
 One major positive outcome of Son of the Soil would be the people can find jobs in their
native places instead of travelling all the way to other cities in search of employment.
This helps them stay close to their family and children supporting them financially.
 Setting up a Cooperate office in a completely new place becomes a challenging task. This
could be easily achieved with the support of local residents of that area. In return, the
company could provide employment which helps them form a symbiotic relationship.
 For the construction purposes, the company could get cheap labour straight from the local
people and saves them the extra effort to hire a costlier bunch of labourers from other
regions outside. This helps the company to save its resources that could be diverted for
the accomplishment of other departments.

Negative side:-

 Son of the Soil may not always work in favour of everybody especially for the companies
that is hiring employees for a particular skill set. There is a high possibility that the hiring
panel might not find the skills and talent that could do justice to that profile and the
company.

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  Lack of employment opportunities has been a major issue and even after the efforts of
our Government, we have been unable to eradicate this problem from its roots. For those
thousands of people who migrate from one place to another in search of jobs, SoS has
shrunk the existing job opportunities.
 The feeling belongingness towards the people residing in only a certain part of the
country hampers the patriotic nature towards the country as a whole. This is in a way
separating individual regions of a state even though it brings them close individually.
 Generally, employment opportunities are concentrated in some areas. If Son of Soil
approach is implemented, people of other regions will be at disadvantage.

16.1Conclusion:-
Prioritizing a certain section of a society and differentiating them from the rest of the
crowd has both positive and negative impacts on the community. On one side, the poor
and needy section may get benefitted by this theory but it isn‘t fair for those who feel
talent and skill are all one needs to get through the recruitment procedure and get hired.
The country has witnessed various son of soil arguments especially in politics and largely
affected the recruitment in public as well as private sectors of the market.

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BIBLOGRAPHY
The following sources were consulted by researcher to complete this proposal;
 The Essential Guide for Hiring & Getting Hiring by Lou Adler
 Remote: Office Not Required by Jason Fried and David Heinemeier Hansson
 ispatguru.com/staffing-a-function-of-management/
 http://www.tmv.edu.in/pdf/Distance_education/BCA%20Books/BCA%20V%20S
 EM/BCA-525%20Principles%20and%20Practice%20of%20Mgmt-II.pdf
 http://www.iasscore.in/topical-analysis/sons-of-soil-concept

 https://www.2thepoint.in/regionalism-son-soil-doctrine/
 https://www.jstor.org/stable/3517093?seq=1#page_scan_tab_content

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