Productivity

Enhancement Strategies

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Dr. S. G. B, Samuel Anbu Selvan

Department of Business Administration

The American College
Madurai - 625002
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PRODUCTIVITY ENHANCEMENT STRATEGIES PESBBA _ 2OI4

O THE AMERICAN COLLEGE' MADURAI, TAMILNADU,INDIA, OCTOBER 2014

ALL RIGHTS RESERVED. No part of this Publication may be reproduced, stored in a

retrieval system or transmitted, in any form or by any means, mechanical, photocopying,
recording or otherwise, without prior written permission of the author or publisher.

ISBN: 978-93-80657-60-8

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WISHES FROM TIIE PRINCIPAL, THE AMERICAN COLLEGE

The American College founded by the Missionaries of the American Madura Mission
in 1881 and served as an institution of higher
learning in Madurai City with 133 years of service. The college being autonomous, the
programmes, curriculum, teaching methods and evaluation system are unique and innovative
e
in nature.

in

1842 had its inception as a fledging college

Improving the productive performance of every sector and institutions is very

important and relevant in the present context of globalization. Towards this, it is necessary to
evolve appropriate strategies that could be implemented so that productivity enhancement
could be achieved. Any effort in the form of discussion, workshop, seminar and conference
on this subject is really meaningful and timely.

The Department of BBA is releasing a book on "Productivity Enhancement

Strategies" as seminar proceedings based on the papers presented in the iecond National

Seminar organized by them in The American College. Conducting a seminar is ,good,, and
that too in a consecutive year is 'great'. I congrafulate the Coordinator, staff and sfudents of
the BBA department for their excellent academic performance and all efforts towards the
development of the discipline and the welfare of the academic community.

I wish the department all success on the occasion of its release of seminar proceedings
in the form of book.
May God bless.
Dr. M. Davamani Christober
Principal & Secretary
The American College
Madurai - 625 002

Dr.S.C.B.Samuel Anbu Selvan,

Co-Ordinator,
Department of Business Administration,
The American College, Madurai- 625 002.
Mobile: 094435 31531
an bu s elva n7 3

@gmail.

co

MESSAGE

F-rq"

It is with an immense feeling of gladness and accomplishment that the Department of

Business Administration (BBA) presents the 'seminar proceedings' for its National Seminar
on "PRODUCTIVITY ENHANCEMENT STRATEGIES - PESBBA 2014" . The Department
of Business Administration was established in the year 20A7 . The department ensures that its
students are exposed to all dimensions of cognitive and experimental learning with the help
of a dedicated set of faculty. The department has an association of its own "TYCOONS" that
involves the students and faculty in various academic and co-curricular activities to facilitate
in grooming their skills.
In today's highly competitive and complex business world, it is the right time to think
about the ways of increasing productivity in order to sustain in the field of business. National
Competitiveness is particularly important for open economics, which rely on trade, and focus
on Foreign Direct Investment, to provide the scale necessary for productivity enhancement,
driving the elevations in living standards. Productivity is one of the main concems of
business management and engineering. Practically all corporate have established procedures
for collecting, analyzing and reporting the necessary data to enhance productivity. Though
this seminar, an effort is being taken to find out the various instruments to enhance
productivity in every sphere of business management.
The response to the seminar as expected proves beyond contemplation that there exist
areas where "Productivity" has places to go. The organizing committee's tireless work and
sincere effort made this seminar a successful event. I finally thank all the contributors for
sharing their knowledge and expertise in this publication. Above all, I thank god for all his
providences, guidance and blessings to make this work a grand success.
Dr.S.C.B.Samuel Anbu Selvan

Article Title

Sl.No

DETERMINANTS OF DIVEDEND POLICY IN BANKING

7

INDUSTRY
PRODUCTIVITY AND PROFITABILITY THROUGH FARM

BUDGETING: STUDYAMONG CHILLI FARMERS IN

THIRUNELVELI DISTRICT
3

STRESS MANAGEMENT

EFFECTIVE TOOL TO ENHANCE

Mr.

S.

Bhavya Bhanu

P.Balajikumar

ANALYSIS OF ROAD ACCIDENTS

- A MAN MADE DISASTER OF HUMAN PRODUCTIVITY

Pradeep Kumar

& N.Raju

STUDY ON THE EFFECT OF AGE LIMIT ON PRODUCTIVITY

Dr.S. fohn Mano Raj

CLUSTERS IN INDIA

WITH RESPECT TO VALUE ADDED SERVICES OF TELECOM

SECTOR IN KOTTAYAM DISTRICT KEMLA

No.

Dr.Hemavidhya

THE PRODUCTIVITY ANALYSIS OF VILLLAGE INDUSTRIES

A
5

- AN

PRODUCTIVITY AMONG WORKING WOMEN

Page

Authors Name

10
16

Sabu M. Yohannan & Dr.

Joseph SebastianTthekedam
Ms. S. Pandeeswari

22

26

THE STUDY IS CONDUCTED TO IDENTIFY THE POTENTIAL

7

CLIENTS FOR MNDSTAD AND CLIENTS SATISFACTION

WITH THEIR EXISTING HR CONSULTANTS AND

Mr. Karukkuvelananth

30

PRODUCTIVITY OF THE CONSULTANTS

I
9

10
L1,

12

EVOLUTION OF SMALL- SCALE INDUSTRIES IN INDIA

STUDY ON THE SATISFACTION LEVEL TOWARDS THE

USAGE OF AUTOMATED TELLER MACHINES (ATMs)

INTERNET BANKING: THE INDIAN SCENARIO

E,

Meera & M. Inbalakshmi

Dr. C.l.jeba melvin &

Dr.S.Narayana Rajan

&

T. Amutha

PUBLIC SECTOR BANKING

Dr. M. Veeraselvam

MEASURES TO IMPROVE PRODUCTIVITY IN SERVICE

SECTOR

74

coRpoRATE socrAL RESPONSTBTLTTY (CSR)

STUDY ON PRODUCTION AND EXPORT OF PEPPER

THE IMPACT OF ORGANIZATIONAL COMMITMENT ON

SUSTAINED PRODUCTIVITY OF HIGHER EDUCATIONAL
INSTITUTIONS IN KANYAKUMARI DISTRICT OF TAMILNADU
1.6

(CA) & Dr. P. Veeralakshmi

IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT IN

L3

15

Prabhakaran. M, II B.Com

34
37
45

48

Dr (Mrs) Chitra Siva

Subramanian &
Mrs.A.Pankajam
V. Sunitha &

Dr.S.Ramola Pon Malar

Mr. T.S.Kumar

David Gladson Eliazer.E &

Dr. P.R.Shini

A STUDY ON DIFFUSION OF SUPPLY CHAIN STAGE AND HR

Dr.V. Bini Marin &

PRACTICES AMONG McGREY GROUPS, CHENNAI

Dr.A. Remila Jann

51

55
59
62

67

A STUDY ON PRODUCTIVIY OF CUSTOMER PERCEPTION

17

TOWARDS ONLINE FINANCIAL PRODUCTS FOR INDIAN

B.

Anitha

73

OVERSEAS BANK

18

A STUDY ON PRODUCTIVITY OF FACULTY IN RELATION TO

JOB STRESS

WITH REGARD TO SALARY ASPECTS

A. HilaryJoseph

77

P ro

ductivity Enhancement Strategies

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Mr. T.S.KUMAR., B.Sc., M.B.A., M.phil.
Faculty Member in Department of Business Administration
Jawahar Science College, Neyveli - 607 803
PhD Res earch Scholar/ Bharathiyar (Jniversity/Coiambatore
Email : tskumar. k@,rediffmail. com/tskumar.k@,smail. com

INTRODUCTION

now

shapes the practices and policies of

corporations-multinational and local alike
(Waddock, 2008). Following Gepperr et al.'s
(2006) categorization of how MNCs engage in
building transnational institutions, we can locate
CSR within three levels of governance. Most
obvious is the role CSR plays within transnational
or global institutions themselves. Here we refer to
private, semiprivate and public regulations,
standards or self-commitments, which have been
rather influential on the CSR agenda. Institutions
such as the United Nations Global Compact
(Rasche and Kell, 2010) and the International
Standards Organization, with its 2010 release of

Historically, the prevailing notion of CSR emerged

through the defeat of more institutionalized forms

of social solidarity in liberal market economies.

Meanwhile, CSR is more tightly linked to formal

institutions of stakeholder participation or state
intervention in other advanced economies. The
tensions between business-driven and multi-

stakeholder

forms of CSR extend to

the

transnational level, where the form and meaning of

CSR remain highly contested. CSR research and

practice thus rest on a basic paradox between

voluntary engagement and

liberal notion

of

contrary implication of socially binding

responsibilities. Institutional theory seems to be a
promising avenue to explore how the boundaries
between business and society are conskucted in
different ways, and improve our understanding of

the

effectiveness

of CSR within the

ISO 26000 (Henriques, 2010), are some prominent

examples. These frameworks seek

creation of nonns, rules and standardized

procedures for CSR. Since hansnational regulatory

wider

institutional field of economic governance.

bodies lack the direct force of national law, many

of them seek to build

HISTORICAL AND POLITICAL ORTGINS

self-regulation. Put another way, these frameworks

seek to institutionalize particular elements of CSR.
These can be issued by govemmental or public
bodies (such as the UN Global Compact or the
OECD Guidelines on MNCs), industry associations

corporations should engage in some form of

responsible behavior has become a legitimate
expectation. The institutionalization of CSR can be
seen in the diffusion of CSR departments within
companies, the spread of stock market indices

to

sustainability,

rules through negotiated

frameworks through which companies engage in

OF CSR
CSR itself has become a strongly institutionalized
feature ofthe contemporary corporate landscape in
advanced industrial economies. The idea that

related

to

institutionalize CSR on a global level through the

(such as the Responsible Care

Programme),

individual companies (such as the Global Business

Coalition

on H[V/AIDS) or in

partnerships

between business and NGOs (such as the Marine

Stewardship Council) or business and governments

the proliferation of

branding initiatives and even an ISO standard on

CSR. These activities are often associated with an
understanding that a business case exists for

(such as the Extractive Industry Transparency

Initiative).

CSR-namely, corporations will enhance or

protect their reputations by visibly engaging in
social or other initiatives. But anyone in the CSR
field knows that its meaning remains contested
(Okoye, 2009). Some might even say that CSR
rests upon a paradox between a liberal notion of

CAPITALIST GLOBALIZATION

AND

CRISES
Even in the context of the financial crisis that has

gripped the world economy since 2008, the

hegemonic view remains that there is no alternative
to capitalist globalization and that all those who are

voluntary engagement and a contrary implication

of socially binding responsibilities.

uncomfortable about

it can do is try to work for

better world within it. This fatalism is both morally

indefensible and theoretically short-sighted.
Capitalist globalization fails on two counts,
fundamental to the future of all humanity and,

CSRAS AN INSTITUTION OF
TRANSNATIONAL GOVERNANCE
CSR has arguably gained the greatest attention at

indeed,

the transnational level. In fact, the emergence of

new CSR-related institutions at the global level

the very rich, the failure of policies to improve the

to life on our planet. The crisis of class

polaization, reflected in the growing numbers of

59

Pro

ductivity Enhancement Strateg ies

position ofthe 474C R I T I C A L S O C I A L P

O L I C Y 3 0 ( 4 ) very poor, and the widening
gaps between them, is at the focus of radical
critiques of capitalist globalization. What makes
this a class crisis is the fact that poverfy and

inequality between countries and within

communities in countries is largely a question of

relationship to the means of production. According

to the World Bank, agencies of the United Nations
(UN) and most other sources, between 1970 and

2005 the distribution of income on a per capita

basis between the richest and the poorest countries
and within most countries, became more unequal.
The rich in most countries certainly became richer,
both relative to the poor and absolutely. Relative to

the rich, poor people are becoming poorer, and

while some of the previously very poor were
becoming better-off in absolute terms, other groups
ofpoor people, notably landiess peasants, including
many women and children, and the families
of the urban unemployed, became poorer

in this
period too. Global capitalism, through the
unceasing public pronouncements of its ideologues,
official or unofficial exponents of CSR,

acknowledges many

of

these issues,

but

as

problems to be solved rather than crises.

Corporate executives. world leaders, leaders of the
major international institutions, globalizing
professionals and the mainstream mass media all
accept the facts on inequality. tn addition, there are
signs that the vast majority, including those in 'the

middle', are experiencing worrying levels of

intensi$ring both crises. Nevertheless, globalization

should not be identified with capitalism per

se,

though capitalist globalization is its dominant form

in the present era. This makes it necessary to think
through other 'generic' forms of globalization,
forms that might retain some of the positive
consequences of globalization (insofar as they can
exist outside capitalism) while transcending it as a
socio-economic system (see Sklair, 2009).

CONCLUSION

genuine CSR, one that puts human needs and

ecological sustainability at the heart of its practice,
rather than the CSR we have now that prioritizes
private profits, market share, stock market

valuation and regulatory capture

is

urgently

required. The focus ofany new

radical framework for globalization theory and

research is clearly to elaborate such alternatives
within the context of genuinely democratic forms
of globalization. But we have little chance of
successfully articulating such forms unless we
understand what generic globalization is and how
capitalist globalization really works. CSR, with few

is a deliberate
to mysti$ and obscure the reality of

notable and partial exceptions,

strategy

capitalist globalization and, as such, unless we can

expose it for what it is theoretically, substantively
and politically, we will make little progress in the
struggles to resolve the crises of class polarization
and ecological unsustainability and to create radical
alternative globalizations.

economic and social insecurity, not least in the grip

of the current frnancial and economic crisis that

faces the world. And beyond this poor people are
increasingly constructed and targeted by politicians
and ofhcialdom across the globe as in different
ways responsible for their predicament (Mooney,
2008). This is rarely represented or understood as a
crisis ofclass polarization, indeed the class basis of

this is all too frequently denied, but this is what it

is. Recent mainstream CSR narratives have come

to the view that there are serious ecological issues
and that these need to be addressed. The facts of
ecological stress at the planetary level are clear,
though
their importance is not universally agreed. There
are numerous indicators of such stress: agricultural

lands, rainforests and other wooded

areas,

grasslands and sources offresh water are all at risk.

On a global level, oceans, rivers and other aquatic
ecosystems are suffering severe ecological distress.
While the details of the impending ecological crisis
are still disputed, most people appeat to be more

aware of human impacts on the environment than

ever before. Most major corporations now issue

environmental impact reports. S K L A I R & M i L
LER-CORPORATE S O CIALRE S P
O N S I B I L lT Y 475 Evidence is increasing to

suggest

that corporate globalization may

be

Understanding CSR as an ir.rstitution of wider

societal governance seems to be a promising
avenue of research at a time when longstanding
rules, actors and markets which have governed the
global economy appear to be more and more in an

ongoing state

of crisis. Even

as individual and

corporate 'greed', 'misconduct' and 'failure' have

been argued to be at the root ofthe current financial
crisis, the debate in the media, in politics and wider
society has time and again focused on the 'system'
which invited----or at least tolerated-the practices
responsible for the crisis (Campbell, 2011). Many
of the discussions currently popularized by movies

such as Inside Job

or Too Big to Fail are

up in which

questioning the institutional set

responsible or irresponsible business behaviour is

enacted. Institutional theory offers a promising way
of investigating exactiy
those questions which currently lie at the heart of
the public's concern and, thus, offers a framework
for scholarly work with the potential of bearing
relevance beyond the confines of the ivory tower.

REFERENCES

1.

Ametts, J., Law, A., McNeish, W. and Mooney,

2.

G. (2009) Understanding
Social Welfare Movements. Bristol: Policy Press.

E nh an c ement

Str ate g ies

Theory, Context, and Practice.

Oxford University Press.
Buck, P. (2002) Statement

by 'Philippe

7.

[,ondon: Zed Press.

de

Secretary General,

S. ad

R. (eds) (2002)

8.

Vertovec,

9.

Conceiving Cosmopolitanism: Theory,

Context, and Practice. Oxford: Oxford University

J. (2008) Social Movements for Global

. Baltimore: The Johns
University Press.

Starr, A. (2000) Naming the Enemy: AntiCorporate Movements Confront Globalisation.

hess.

Cohen,

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