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Chief Editor
Dr. S. S. Bhakar
Editors
Chanda Gulati
Published by
And
ii
Copyright © Prestige Institute of Management, Gwalior
ISBN: 978-93-85000-96-6
And
Bharti Publications
iii
ACKNOWLEDGEMENT
Writing this book was an exciting and challenging task to us. This
endeavour is the result of contributions of everyone, whose support,
encouragement and guidance helped us in the compilation of this book.
First, we are grateful to the Almighty, who gave us the strength to
commence this venture and successfully complete the same.
We are deeply indebted to our guide and mentor Dr. S.S. Bhakar, Director,
Prestige Institute of Management, Gwalior for his constant support and
learned guidance at all stages of writing this book. Thanks a ton to our
families for their constant support and making things convenient at every
step. We put forward our sincere appreciation to all the delegates for
contributing their research work to the seminar and participating with full
enthusiasm in making it a success.
We express our deep sense of gratitude to all the faculty members, staff and
student volunteers of PIMG, and thanks to the publishing team for the
support rendered.Finally, We would like to express our heartfelt gratitude to
all the individuals who were directly or, indirectly involved in shaping this
piece of work.
Chanda Gulati
iv
PREFACE
The book is triggered by the need to enhance the ‘knowledge base’ covering
the issues related to changes that are sweeping the HRM function. The
technology is playing a major role in advancements round the globe. Are the
organizations aware of advancements taking place in the global world? The
information cannot be confined to local level. There are no more boundaries
across the globe and organizations becoming virtual day by day, which
demands major upgrade in existing structure.
v
in itself. The organizations have to adopt innovative ways to meet out
challenges.
The indications are clear that the innovation practices have become the need
of hour for organizations. Evidence suggests that “those who bring innovations
in practice can only survive”. But, do the organizations know specifically what
to innovate? And which part needs to be innovated? However, there is no
particular area for innovation, nor it is possible, as, it is a whole system’s
approach. Either the whole organization is innovative or there will not be
any change. The innovations cannot take place in parts and pieces.
Correspondingly, practices also need to be changed as innovation is not
possible if it is not brought in to the system. Rising awareness about the
environment also pushed companies to adopt various strategies such as
going green. This demands company to instigate innovative practices in day
to day working. The employees are supposed to adhere to newly inducted
processes, for which they need to be trained & educated technically as
specified earlier. Are these organizations ready for these moves? Are the
human resources ready for such changes? The questions are many and this
book is an attempt to answer them.
The papers included in the book envelop all the areas pertaining to
advancements, innovation and practices. The book comprise of papers
presented in second national HR Seminar on Global Advancements- Innovation
and Practices. The book has been divided in three sections to cover all the
above mentioned areas. First section is of Behavioural Science, this section is a
bundle of papers on issues related to individual’s psychology in managing
people in and around their departments. There are eighteen chapters in the
first section. They are: Gender Differences in Emotional Intelligence Among
Employees of Information Technology Sector at Chennai;Perception of MBA
Students Towards HR Specialization: A Study of Management Institutes Of
Gwalior; Effect of Psychological Empowerment on Job Satisfaction;
Importance of Emotional Intelligence in Enterprises; Role Stress and Parental
Responsibility: An Empirical Study; Relationship Between Financial Literacy
and Choice of Financial Products Among Executives; Customer’s
Psychology With Respect to E-Commerce in India; Emotional Expressions
and Impression Management in Banking Industry; Impact of Employee
Engagement on Job Satisfaction and Motivation; Association Between EVA
and CSR: A Study of Family Owned Business Companies In India; Role
Perceptions and Job Satisfaction of Management College Faculty; Effect of
Role Stress on Job Satisfaction in Banking Sector; Effect of Brand Image on
Customer Loyalty with respect to Mobile phones; Web Marketing Issues in
vi
Corporate World; Understanding the Customer Psychology in Automobile
Industry; The Analytical Study of Mondelez International Qualitative
productivity & Marketing; Employee Motivation is a Function of Leadership
and Impact of Work Environment on Job Satisfaction.
The second section contains the papers from Human Resource Development
and Organizational Development (HRD & OD). The papers in this section
are full of eleven researches and articles on developmental aspect of both
human resources as well as those of organization. The papers are: Coherence
of Organizational Practices Through Green HRM; Linkages Between
Organizational Culture and Employee Engagement: Review of Literature; A
Comparative Study on Behavioral Predictors of The Personal Effectiveness
of Students Studying in Final Year of B.Tech, BBA And MBA Related With
Leadership Styles and Motivation; Talent in Store... Hit Bulls eye with
Coaching; Green HRM Existence in the Establishment of Ethico – Spirituality
in the Work Life & Private Life; Technical Education in an Era Of Global
Competition; Managing Organizational Culture: Human Resource
Management Framework; Profiling of Organizational Culture Using OCAI
and Competing Values Framework in Axis Bank; Women Entrepreneurship
Development: The Catalytic Role of NGO’s and Competitive Advantage
Through Competency Based Management A Critical Review.
The Third section wrap up the papers related to Human Resource Practices.
There are nine chapters include- Study on Grievance Handling: A
Comparison Between Public and Private Sector Manufacturing
Organizations; Talent Retention: Ways to Improve It; Training Programmes
for Cabin Attendants: Highway for Employee Orientation Towards
Customer; Stress Management Theories-Its Impact And Coping
Mechanisms; A Study of Work-Life Balance of Women Teachers in District
Gaya (Bihar); Quality of Work Life – A Conceptual Framework; Effective
Organizational Communication as A Facilitator of Organizational
Performance; Staff Welfare In Banking Sector: A Case Study of Central Bank
of India and Human Approach to Separation – The Tata Way.
vii
TABLE OF CONTENTS
10. Association Between EVA and CSR: A Study of Family Owned Business
Companies In India
Dr. Navita Nathani, Shubham Rathod, Simran Rohira
13. Effect of Brand Image on Customer Loyalty with respect to Mobile phones.
Pranshuman Parashar, Rohit Kumar, Jyoti, Brahmanand Sharma
ix
23. Green HRM Existence in the Establishment of Ethico – Spirituality in the
Work Life & Private Life
Rinki Mishra, Dr.Sarup Prasad Ghosh
x
33. A Study of Work-Life Balance of Women Teachers in District Gaya (Bihar)
Ashish Kumar Barnwal, Chhatradhari Prasad
36. Staff Welfare In Banking Sector: A Case Study of Central Bank of India
Dr. Bireshwar Pandey
xi
List of Contributors
Aarti Saini Assistant Professor, Sahid Bhagat Singh College,
University of Delhi
xii
University, Gwalior MP
Dr. Sangya Shrivastava Director, Manav Sampada & Associates, Raipur (CG)
xiii
Dr. Shefali Nandan Assistant Professor, Department of Commerce and
Business Administration, University of Allahabad
xiv
M Vanishree Assistant Professor, Ethiraj College for Women, Chennai
Prof. (Dr) Rajeshkumar Arts & Commerce College, Olpad, Surat, Gujarat
P. Patel
xv
Swapna Nigam Research Scholar, Jiwaji University, Gwalior (M.P.)
xvi
SECTION I
BEHAVIORAL SCIENCE
1
1
Gender Differences in Emotional Intelligence Among
Employees of Information Technology Sector at
Chennai
M Vanishree
Assistant Professor, Ethiraj College for Women, Chennai
ABSTRACT
Emotional intelligence is termed as the ability to understand one’s own and others feelings
and to respond effectively by balancing one’s emotions in various life situations. It is
materializing as a most vital personal skill to be successful at workplace. The present study
focuses on the differences between female and male employees of information technology
sector at Chennai. It was hypothesized that female employees would have high emotional
intelligence than the male employees. To test the hypothesis the “Work profile questionnaire
on emotional intelligence test” was used as an instrument to collect data from the
employees. One hundred employees were selected randomly for assessment of gender
differences in emotional intelligence. Appropriate statistical tools were used to examine the
collected data.
INTRODUCTION
REVIEW OF LITERATURE
Hanson (2005) in his research found that men and women adopt different
approaches when they innovate. Women conduct innovations of those products or
services that meet the local needs to achieve social ends. According to Fagenson
2
(1990) women’s representation in top level management jobs is attributed to their
inappropriate traits, cognitions, attitudes and behavioral factors that are internal to
women. Blake Hanson (2005) explored that the lack of women’s in top decision
making positions is due to the stereotypes of women roles. Inequality in decision
making positions is relentless even in the area of innovation
1(2016) examined that women tend to incorporate new information into the way
they see themselves whereas men tend to overestimate their leadership views to
protect their sense of personal efficacy. Women quickly aligned their self-awareness
with peer feedback, whereas men continued to rationalize and inflate their self-
image over a period of time.
Renato (1997) found in his study that human female are higher in possessing social
skills than male, women are good at social skills, empathy, verbal skills and
security seeking while men are good at being independent, dominance, spatial and
mathematical skills. Gender differences in social skills could be seen within a few
months after birth. Women use language through argumentation and persuasion to
gain social advantage.
Linda et al (2011) examined in their study that there are gender differences in
empathy but these differences are not universal rather it occurs under certain
specific conditions. Women’s level of empathy is influenced by the type of
relationship they hold with other person, they showed greater empathy levels
towards friends and peers whereas lower levels of empathy towards enemies.
Eagly(1986) found that men are more empathetic to a stranger women whereas
women find it threatening to be empathetic with a stranger men.
Tamila et al (2011) quoted in their article that a typical woman have different
psychology , values, interests, social predestinations, roles and needs, therefore
they are motivated differently. According to Hofstede (2001) men are concerned
with measurable or instrumental values such as earinings, promotion and
responsibility while women are concerned with friendly atmosphere, prestige, task
significance, job security, challenge, co-operation, work climate and other work
environmental conditions. Bigoness (1988) found in his study that men give
importance to salary while women give preference to professional growth
3
Gender and emotions
Kateri et al(2008) explored gender differences in emotional response that arise from
differences in emotion regulation. To examine this, they employed fMRI to examine
gender differences in emotional reactivity and regulation using cognitive
reappraisal. The results exhibited that there were no differences among men and
women on measures of emotional reactivity, but there were differences in using
cognitive appraisal to encounter negative emotions. Men showed greater decreases
in the activity of amygdala during cognitive regulation to overcome negative
emotions. Women use positive affect to down-regulate negative emotion to a
greater extent than men.
RESEARCH METHODOLOGY
The study applied simple random sampling. A total of 120 employees of TCS and
Infosys participated in this study; out of 120 questionnaires only 100 questionnaires
were valid. EI of the employees was measured by using WPQei questionnaire of
Cameron. Using the questionnaire data were collected from the drawn sample and
statically processed.
To determine whether female are emotionally intelligent than male mean scores of
the respondents were compared. Table 1 show that mean scores of male is lesser
than female indicating that female respondents have higher EI compared to the
male respondents.
Multivariate tests table (Table 2) indicates that p value is less than 0.05 (p=0.000),
therefore it can be concluded that the seven competencies of emotional intelligence
and emotional intelligence was significantly dependent on the gender factor. Thus
there was a statistically significant difference in all the competencies of emotional
intelligence and emotional intelligence based on the gender factor.
4
Interce Pillai's Trace .995 2819.139b 7.000 92.000 .000
pt Wilks' Lambda .005 2819.139b 7.000 92.000 .000
Hotelling's 214.500 2819.139b 7.000 92.000 .000
Trace
Roy's Largest 214.500 2819.139b 7.000 92.000 .000
Root
gender Pillai's Trace .563 16.912b 7.000 92.000 .000
Wilks' Lambda .437 16.912b 7.000 92.000 .000
Hotelling's 1.287 16.912b 7.000 92.000 .000
Trace
Roy's Largest 1.287 16.912b 7.000 92.000 .000
Root
b. Exact statistic
Tests of Between- Subjects effects (table 3) show that how the dependent variables
differ for the independent variable.
The results of table 3 reveal that independent variable gender has a statistically
significant effect on intuition, empathy, social skills, and self awareness and over all
emotional intelligence. There is no statistically significant effect of gender on
motivation, emotions and innovation. It could be concluded that there are gender
differences in intuition, empathy, social skills, and self awareness and over all
emotional intelligence but there are no gender differences in motivation, emotions
and innovation. Gender differences in intuition, empathy, social skills and self
awareness is due to the fact that nerve connections in women’s brain is different
from men’s brain, most connections in case of male brain run between front and
back parts of the same brain hemisphere whereas most parts of female brain
connections go from side to side across the left and right hemisphere of the brain.
Steve (2013) found that male excel in better spatial skills and motor control whereas
6
women excel in verbal skills, intuitive abilities, empathetic and social skills. The
results of the present study also prove that there are gender differences in intuition,
social skills, self awareness, empathy and emotional intelligence.
CONCLUSION
Emotional intelligence is a relevant construct in the work place and it affects both
mental and physical health, social functioning and workplace performance. The
present study was an attempt to analyze gender differences in seven competencies
of EI and over all EI. WPQEI questionnaire was used to test the collected data. The
results of the study indicated there were gender differences in social skills, self
awareness, intuition, empathy and over all emotional intelligence. In the present
study, gender differences in emotional intelligence have been studied without
controlling for age or marital status. As age and marital status are the important
principal socio-demographic characteristics, it would be better to include them as a
mediating variable for future study. The results of the study may vary when age or
marital status variable is controlled.
REFERENCES
Blake, M. and Hanson, S. (2005). Rethinking Innovation: Context and gender. Environment
and Planning, 37, 681-701.
Connor, S. (2013). The hardwired difference between male and female brains could explain
why men are “better at map reading”. The Independent, 3.
Eagly, A. H., & Crowley, M. (1986). Gender and helping behavior: A meta-analytic review
of the social psychological literature. Psycho-logical Bulletin, 100, 283-308.
Hofstede, G. H., & Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors,
institutions and organizations across nations. Sage.
Mayo, M. (2016). The Gender gap in feedback and in self perception. Harvard business
Review.
McRae, K., Ochsner, K. N., Mauss, I. B., Gabrieli, J. J., & Gross, J. J. (2008). Gender
differences in emotion regulation: An fMRI study of cognitive reappraisal. Group Processes &
Intergroup Relations, 11(2), 143-162.
Rueckert, L., Branch, B., & Doan, T. (2011). Are gender differences in empathy due to
differences in emotional reactivity?. Psychology, 2(06), 574.
Sabbatini, R. M. (1997). Are there differences between the brains of males and females. Brain
& Mind Online Magazine, 12(11).
7
2
Perception Of MBA Students Towards HR Specialization: A
Study Of Management Institutes Of Gwalior
Abhijeet Singh Chauhan
Student, Prestige Institute of Management, Gwalior (M.P)
Priyanka Sisodia
Student, Prestige Institute of Management, Gwalior (M.P)
ABSTRACT
This research paper is an attempt to assess the M.B.A student’s perception towards HR
specialization and their decision of choosing HR as a specialization. The research is done on
150 students of various management institutes of Gwalior and 29 questions based on a
likert scale were used for the study. The research data converged into 5 factors by using
varimax rotation which is - Student’s confidence towards the subject, Student’s comparison
of HR course with other business courses, Student’s view point towards a career in HR,
Students’ interest in HR and Student’s reasons for choosing a HR course. The study
revealed the significant difference between male and female students perception towards HR
specialization.
INTRODUCTION
Human resources are the KSA’s of the employees i.e. - Knowledge, Skills and
Attitudes of the employees and Human resource management deals with managing
the KSA’s of the employees, but if we talk about the perception of M.B.A students
towards their choice of taking HRM as a specialization then result may vary from
person to person some found eager to opt for HR specialization and some are
confused and some doesn’t want to opt it.HR specialization gives the introduction
to key principles, policies and practices of human resource management. This
specialization begins with the fundamental course that considers alternative
approaches for managing employees. In these specialization students came to learn
how to hire the employees? How to evaluate their performance and how to reward
them? Upon this specialization students will have a deeper learning and
understanding of what works in the workplace including a tool kit of best ways of
hiring, managing and rewarding the employees. This specialization will be
valuable for those entrepreneurs and managers who want to take such kind of
responsibilities in their career. The students who opt for this specialization are the
future HR managers and the role of a HR manager is to define the wide policies
and procedures like compensation policies, recruitment policies to ensure internal
8
equity and fairness and they also provide training and development, leadership
development, HR controlling, Talent management and Industrial relations.
CONCEPTUAL FRAMEWORK
Human Resource Specialization deals with providing the students the key
principles, practices and policies of human resource management so that they will
be able manage the manpower effectively and efficiently it also include concepts
like HR planning, recruitment, selection, labour laws, Industrial relations, etc. In
this specialization the student comes to know the theoretical and practical aspects
of these concepts.
It includes student’s notion, attitudes, likes, dislikes, and their choice for opting HR
as a specialization. The perceptions of students may vary from person to person
and may be favorable and unfavorable.
REVIEW OF LITERATURE
Hosein, N. Z. (2012) in his research aimed to find out the students attitudes
towards marketing program with the help of chi square test and ANOVA test and
found that students’ evaluation and their attitudes are more understandably
associated to the marketing program's observable attributes than to the abstract
attributes.
Cristea viorela- georgiana, o. A.-c .(2009) in their research aimed to find out the
students’ perception over their faculty, Faculty of Navigation and Naval Transport,
regarding Economic Engineering in Transports specialization with the help of
questionnaire survey method and came to the result that there is an positive
perception of students towards their faculty and economic engineering in transport
specialization.
KHALED, A. F. (2013) in their research aimed to find out the attitudes of middle
school and secondary school students about social studies with the help of
interview method followed by Diener and Crandall’s (1978) model of social and
behavioral research and found that students have a positive attitude towards
studying social studies and were honest towards their answers during their
interview.
RESEARCH METHODOLOGY
Study: The study was exploratory in nature and survey method was used to
carry out the research.
Population: M.B.A students from management institutions of Gwalior
Sampling element: Individual respondents were the sampling element.
Sampling technique: Judgmental sampling technique was used to select the
sample elements.
Sample size: 150 respondents were the sample size representing both
genders.
Tools used for data collection: Self designed questionnaires were used for
evaluating the student’s perception towards HR specialization. Data was
collected on 5 point likert scale .where, 1 stands for minimum agreement and
5 stands for maximum agreement.
Tools used for data analysis:
Reliability and validity test
Factor analysis test
10
Independent sample T- test to compare the means of male and female
students for the variable of student’s perception towards HR specialization.
HYPOTHESIS
Reliability
Cronbach’s Alpha method has been applied to calculate reliability of all items in the
questionnaire. Reliability test using SPSS software and the reliability test measure is
given below:
It is considered that the reliability value more than 0.7 is good and it can be seen
that reliability value (0.784) is quite higher than the standard value, so all the items
in the questionnaire are highly reliable.
11
above hypothesis is rejected which indicates that the collected population were not
identical in nature and the data was suitable for factor analysis.
Principal component factor analysis with varimax rotation was applied to find out
the underlying factors of the questionnaire on perception of MBA students towards
HR specialization. Factor analysis converged into 5 factors which were named as
Student’s confidence towards the subject, Student’s comparison of HR course with
other business courses, Student’s viewpoint towards a career in HR, Student’s
interest in HR, Student’s reasons for choosing a HR course.
Table No. 3
Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
FACTOR ANALYSIS
Table No. 4
Factor Name Eigenvalue Statement Loadi
Total % of var. ngs
Value
Student’s confidence 3.540 13.856 Ability to write about HR concepts .726
towards the subject Understanding concepts through business .521
examples
Analyzing case studies .724
Student’s comparison 2.645 12.623 HR course is more challenging. .668
of HR course with I would take more HR courses .675
other business courses I would recommend this course to other .681
students
I had to prepare more for this HR course .774
Student’s view point 2.431 8.740 I will find a job after MBA .676
towards I will pursue a career in HR .672
a career in HR Some HR knowledge is required .775
Student’s interest in 2.254 6.471 Using HR knowledge in the future .560
HR Working on assignments/projects .671
Doing research on HR concepts .615
Students’ reasons for 1.127 4.356 It provides a wider career base .594
choosing a HR course Course is more interesting .728
Allows flexibility to specialize in my career .564
It is recommended to me .674
DESCRIPTION OF FACTORS
12
1. Student’s confidence towards the subject: This factor emerged as the first
important determinant of the research with a total variance of 3.540 and
Percentage of variance explained is 13.856.
3. Student’s viewpoint towards a career in HR: This factor emerged as the next
important determinant of research with a total variance of 2.431 and
percentage of variance explained is 8.740.
5. Student’s reason for choosing a HR course: This factor emerged as the next
important determinant of research with a total variance of 1.127 and
percentage of variance explained is 4.356.
T – TEST
Interpretation:
The null hypothesis in Levene’s test is that variances of two populations are equal.
The test statistics F as a value of .762 is at a significance (p value) of .384 (38.4%).
Since we are assuming the equal variances for this test statistics, T equals 2.596 at
the p value .01 (1%) which is less than .05 which means that there is a significant
13
difference between male and female student’s perception towards HR
specialization.
Hence, our null hypothesis stating “There is no significant difference in male and
female student’s perception towards HR specialization” is rejected.
1. Research Scholars can use the results of this study for supporting the results
of their studies with similar variable and relationship.
2. Students can use the reference for understanding the topic in detail and for
doing further studies in this area.
1. The study has been done by taking only a sample of 150 respondents
therefore in future if the sample size is expanded it is likely to produce more
excellent and accurate results.
2. The study has been done in Gwalior region only so it is suggested to take
larger area or other region so that more appropriate results can be obtained.
2. Another limitation is the sample size that is 150 this research could be done
on the large sample size but this can be done in future researches on this
topic.
CONCLUSION
The present study sheds the light on the student’s choice of HR as their major
specialization and explores their perceptions of their future career. Despite not
being their first choice of interest when applying to study at their universities,
students studying HR seem to have optimistic aspirations of their future career and
a positive image. Further qualitative as well as quantitative research is needed to
gain more in-depth understanding of this issue and to create a realistic connection
between market needs and HR education outputs. Students should be made aware
of HR and their career chances of being get a reputed post in the organization.
14
REFERENCES
15
3
Effect Of Psychological Empowerment On Job
Satisfaction
Dr. Garima Mathur
Associate Professor, Prestige Institute of Management, Gwalior.
Kajal Sharma
Student, Prestige Institute of Management, Gwalior.
Harvinder Kaur
Student, Prestige Institute of Management, Gwalior.
ABSTRACT
The research mainly explores the effect of psychological empowerment on job satisfaction.
Psychological empowerment dimensions, namely meaning, competence, self-determination
and impact are the independent variables. It was attempted to figure out if psychological
empowerment and its measurements impact aides' fulfillment and execution level. In
Today’s organizations the manpower are accepted as guidance and they pay more attention
to employee’s promotion and job satisfaction. The study mainly adopts the field
questionnaire survey. The data was collected on a seven point scale ranging from strongly
agree (7) to strongly disagree (1). Data was collected from a sample of 200 individual
respondents. The regression analysis was done to find out the impact of independent
variable (psychological empowerment) on dependent variable (job satisfaction). The study
recognizes the need to continue the implementation of psychological empowerment.
INTRODUCTION
Empowerment
A management practice of sharing information, rewards, and power with
employees so that they can take initiative and make decisions to solve problems
and improve services and performance. Empowerment is based on the idea that
giving employees skills, resources, authority, opportunity, motivation, as well
holding them responsible and accountable for outcomes of their actions, will
contribute to their competence and satisfaction.
16
been among a standout amongst the most essential administration ideas.
Organizations extending from assembling to administration, little to expansive and
from low-innovation to cutting edge have been acquainting strengthening
programs in endeavors with upgrade representative inspiration, increment
proficiency.
Psychological Empowerment
Psychological empowerment exists when representatives see that they practice a
few controls over their work lives. Psychological empowerment is not a settled
identity property. It comprises of discernments that are formed by the workplace.
Procedure of improving sentiments of self-viability among authoritative
individuals through the recognizable proof of condition that cultivate feebleness
and through their evacuation by both formal hierarchical practices and casual
strategies of giving adequacy data.
18
as a mental state showed in saw control, skill and objective; just to give some
examples.
LITERATURE REVIEW
3) There exists a negative relationship between Job Satisfaction and Job Related
Stress among bank representatives and subsequently Job Related Stress diminishes
with increment in Job Satisfaction.
Sally A., & Carless, S.A (2004) tried a model to examine the intervening impact of
empowerment between psychological atmosphere and job fulfilment. This
concentrate obviously exhibited that psychological atmosphere like initiative style,
interpersonal connections, open doors for expert advancement, and individual-
authoritative objective coinciding, had an immediate and constructive effect on
empowerment and an aberrant effect on job satisfaction intervened by
empowerment.
Hypothesis
REASEARCH METHODOLOGY
The study: The study is empirical in nature and field survey is to be used to
complete it. The population includes all the employees from various backgrounds.
Individual respondent was the sampling element. A purposive non-random
sampling technique was used to carry out the research study. The data was
collected from 200 individual’s respondents.
20
instrument intended to quantify the level of the four measurements of
psychological empowerment which are meaning, competence, self-determination
and impact. This scale comprise of 12 things; every 3 things measure one of the four
measurements of Psychological Empowerment on a five point Likert scale ranging
from 1= strongly disagree to 5= strongly agree. Meanwhile, Job Satisfaction was
measured using the source,http://www.projects4mba.com/worlds-best-
questionnaire-on-jobsatisfaction/377/. The respondents indicated their feelings
about their organization by circling one of the five choices. Lastly, the Morgeson, F.
P., & Humphrey, S. E. (2006) questionnaire was used to measure the job design and
the nature of the work. The questionnaire is scored on a seven point Likert scale
ranging from 1= Very dissatisfied to 7= Very satisfied.
Regression
The value of r Square (.177) indicates that independent variable explaining (17.7%)
variance in dependent variable (delayed gratification). In the modern view of
21
regression showing good impact as F value (42.548), p value of (.000). as F value is
more than 10. It is indicating high predictability of the model.
The relationship between all the independent variable and dependent variable is
indicated by standardized coefficient of beta value i.e. for Psychological
empowerment (β1=.421, p=0.000).the variable is showing the positive relationship.
The findings of other researchers such as Nuray Tetik (2016); Naser Ibrahim, Afnan
Sharif (August 2013); Xiujun Sun (2016); Abdul Ghani Kanesan, Tareq Ziad
Almadhoun, Ying-Leh Ling (2015); R.Indradevi (2012); Abeer Imam, Shazia Hassan
(2015) also shows a positive relationship between Psychological empowerment and
Job Satisfaction.
CONCLUSION
The study resulted in very interesting findings. In the study it has been observed
that psychological empowerment have significant impact on job satisfaction. The
employees were taken from various backgrounds of different organizations. When
employees are psychologically empowered then they are more committed to their
work and hence achieve job satisfaction. Also rather than focusing on managerial
practices that share power with employees at all levels, the psychological
perspective is focused on how employees experience their work. The study may be
helpful for the employees and also for the managers to improve their skills and
knowledge within the organization.
REFERENCES
23
32. Sjöberg, S., Rambaree, K., & Jojo, B. (2015). Collective empowerment: A comparative
study of community work in Mumbai and Stockholm.International Journal of Social
Welfare, 24(4), 364-375.
33. Solomon, B. B. (1987). Empowerment: Social work in oppressed
communities. Journal of Social Work Practice, 2(4), 79-91.
34. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions,
measurement, and validation. Academy of management Journal,38(5), 1442-1465.
35. Spreitzer, G. M. (1996). Social structural characteristics of psychological
empowerment. Academy of management journal, 39(2), 483-504.
36. Sun, X. (2016). Psychological Empowerment on Job Performance—Mediating Effect
of Job Satisfaction. Psychology, 7(04), 584.
37. Tetik, N. (2016). The Effects of Psychological Empowerment on Job Satisfaction and
Job Performance of Tourist Guides. International Journal of Academic Research in
Business and Social Sciences, 6(2), 221-239.
38. Ugboro, I. O., & Obeng, K. (2000). Top management leadership, employee
empowerment, job satisfaction, and customer satisfaction in TQM organizations: an
empirical study. Journal of Quality management, 5(2), 247-272.
39. Zimmerman, M. A. (1995). Psychological empowerment: Issues and
illustrations. American journal of community psychology, 23(5), 581-599.
40. Zimmerman, M. A. (2000). Empowerment theory. In Handbook of community
psychology (pp. 43-63). Springer US.
41. Zimmerman, M. A. (2000). Empowerment theory. In Handbook of community
psychology (pp. 43-63). Springer US.
42. Zimmerman, M. A., & Rappaport, J. (1988). Citizen participation, perceived control,
and psychological empowerment. American Journal of community psychology, 16(5),
725-750.
43. Zimmerman, M. A., & Rappaport, J. (1988). Citizen participation, perceived control,
and psychological empowerment. American Journal of community psychology, 16(5),
725-750.
44. Zimmerman, M. A., Israel, B. A., Schulz, A., & Checkoway, B. (1992). Further
explorations in empowerment theory: An empirical analysis of psychological
empowerment. American journal of community psychology,20(6), 707-727.
24
4
Importance of Emotional Intelligence in Enterprises
Madhavi Dhingra
Amity University, Gwalior
ABSTRACT
INTRODUCTION
Details the importance of emotional intelligence and uncovers the direct link
between emotional awareness and professional growth.
• Promote people to management positions because of how effective they
will be as leaders, not because of what they know and how long they have
worked. One may be very good at sales or information technology, but
26
effective leadership requires a different set of skills. Does the person realize
that difference and want to develop these skills? Does the person accept that
his performance is no longer just about him, but about the team?
• Recognize that emotional intelligence is more important to job
performance than any other leadership skill. It is said that our emotional
intelligence is more than twice as important as our technical knowledge.
• Work to improve our emotional intelligence competencies. The path to
success is to strive for continuous improvement. If we accept that and realize
just how important our “soft” skills are, then we are well on our way to
success as a leader and in business. And let’s realize that soft skills may be
hard for some of us. That’s okay. Where there’s a will, there’s a way to
improve.
Some multitude are born with a great deal of emotional word ; others are
not. And many of us are not aware of how our emotions may be adversely
affecting our thought process and our reactions. The good news is that
anyone can learn to increase their emotional intelligence activity agency
operation. You can take an assessment to determine your Equivalent weight
(emotional quotient), which details your level of emotional intelligence.
Fortunately, there are several free Combining weight assessments online. I
recommend doing this, as the skills we can measure are the ones we can best
improve. I have personally taken an EQ assessment, so I now have a baseline
of my emotional intelligence, and I am committed to improving my
competencies. Then, when you’re read y to take the next step toward greater
emotional intelligence, I suggest you read The Emotional Intelligence Robert
William Service 2.0, by Travis Bradberry and Jean 1 sense of greave , PhD .
This quick read will guide the process for you as well as crack trace for
personal exploitation s plans. The authors breaker point out that the more
we exercise our emotional intelligence skills, the more we will get out of life.
These critical skills drive teamwork and excellent node service. An example
of the self-development strategies these authors suggest is to recitation
salutation citizenry by name, listen appreciatively in conversation , go for a
15-minute tour of our federal agency every Clarence Day , envision
ourselves in other people’s shoes, and observe social fundamental
interaction while watching a movie. These and other recommended practice
will sharpen our social cognizance and improve our emotional intelligence. I
also invite you to read the enquiry about emotional intelligence and to brand
this a precedency in your business.
27
It’s clear that emotional intelligence can be an asset to your professional life.
Unfortunately, though, a lack of emotional intelligence can also have an
effect on your career. Here are five ways it can be detrimental.
1 Insensitivity: People who are insensitive are often perceived to be
uncaring. Their co-workers are less likely to want to work with them or offer
help. If you’re insensitive, you may not make a good leader, and can be
much less likely to be promoted.
2 Arrogance: Arrogant people can sometimes seem to think they know it all
and that no one can teach them anything. Arrogance is not a quality
employers seek.
3 Volatility: Tapping into the emotions you feel is good; however, acting
out in anger can derail your career. Volatile people can cause dysfunction in
teams, upset co-workers and doom projects and initiatives to failure.
4 Rigidity: If you are inflexible in your thinking and approach, or believe
that your way is the only way, you’re not a team player. In today’s
professional environment, being a team player is absolutely necessary.
5 Selfishness: If your agenda is the only one that matters, you could be
perceived as being selfish. Being professional means aiming for a win-win
situation whenever possible.
The business world is always changing and emotions are becoming a much
more important aspect of working relationships. Having emotional
intelligence increase your fortune of being more accepted on teams and
considered for leading emplacement. It can also set you apart from the
competition when seeking a new position or promotion.
CONCLUSION
28
REFERENCES
1. Bar-On, R., Handley, R., & Fund, S. (2006). The impact of emotional intelligence on
performance. Linking emotional intelligence and performance at work: Current research
evidence with individuals and groups, 3-20.
2. Gardner, K. J., & Qualter, P. (2010). Concurrent and incremental validity of three trait
emotional intelligence measures. Australian Journal of Psychology, 62(1), 5-13.
3. Goleman D. (1998). Working with Emotional Intelligence.New York, NY: Bantam Books.
4. Goleman, D. (1996). Emotional Intelligence. Why It Can Matter More than
IQ. Learning, 24(6), 49-50.
5. Keyser, J. (June 11, 2013). Emotional Intelligence Is Key to Our Success. Retreived from
https://www.td.org/Publications/Blogs/Management-Blog/2013/06/Emotional-
Intelligence-Is-Key-to-Our-Success
6. Mayer, J. D. (1997). What is emotional intelligence? En P. Salovey y D. Sluyter (Eds.).
Emotional development and emotional intelligence: implications for educators 3-31.
7. Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). TARGET ARTICLES: Emotional
Intelligence: Theory, Findings, and Implications. Psychological inquiry, 15(3), 197-215.
8. Petrides, K. V., Pita, R., & Kokkinaki, F. (2007). The location of trait emotional
intelligence in personality factor space. British Journal of Psychology, 98(2), 273-289.
9. Thorndike, E. L. (1920). Intelligence and its uses. Harper’s Magazine, 140, 227–235.
10. Wechsler, D. (1958). The Measurement and Appraisal of Adult Intelligence (4th ed.).
Baltimore, MD, US: Williams & Wilkins Co.
29
5
Role Stress And Parental Responsibility: An Empirical Study
Dr. Shilpa Sankpal
Assistant Professor, Prestige Institute of Management, Gwalior.
Anshu Jain
Alumnus, MBA (Full Time), Prestige Institute of Management, Gwalior.
Khushboo Jain
Alumnus, MBA (Full Time), Prestige Institute of Management, Gwalior.
ABSTRACT
Role Stress is the stress because of the multiplicity of roles that are performed by
individuals. The researchers were curious about how role stress pans out for working
women. In the current study, researchers examined the difference in role stress in married
female academicians based on their parenting status. The three categories included women
who were married with no kids, women married and had a kid, and women who were
married and had more than one kid. The researchers conducted the study on 120 female
academicians in Gwalior region. A scale designed by Udai Pareek (1983) was used to collect
data. Cronbach Alpha method was used to establish reliability and Exploratory Factor
Analysis was performed through which 15 factors emerged. The academicians were
compared through One-Way ANOVA, and for the sample under study it was found that
there was no difference in their experienced role stress.
CONCEPTUAL FRAMEWORK
Role Stress is a phenomenon that naturally arises out of the multiplicity of roles
that exist for every person. Pareek (2003) has indicated that the conflict and anxiety
that arises due to several roles being played out concurrently at any trice is role
stress. Much research in this domain has happened with regards to people at work.
And the directions have been many. For pointers, Gutek et al (1991) have indicated
that men do not emphasize on family roles as much as women. In fact, gender has
often been factored into the understanding of role stress.
Two often cited studies in this regard belong to Jick and Mitz (1985) and Nelson
and Quick (1985). Jick and Mitz (1985) offered an overview of nineteen studies that
indicated that women experienced far more stress than men. It indicated that
women and men faced different stressors and gender acted as moderating variable
in the depth of distress felt and how the subjects coped with the distress. Similarly,
Nelson and Quick (1985), also published a review that had its focus on women and
workplace stress. They too found that females suffered greater workplace stress
because women also experienced certain stressors that were not felt as such by the
men at workplace. They identified these unique stressors as discrimination,
stereotyping, social isolation and marriage/work interface.
30
REVIEW OF LITERATURE
The review of literature on workplace stress and women is rich and varied. In fact,
if they are to be comprehensively summarized, it would emerge that women are
not labeled more resilient but not without cause. Study by Crosby (1982) and
Verbrugge (1983a, 1983b) suggested that poor physical health and psychological
health are often associated with role overload and role conflict, but women, the
greater the number of roles occupied, reported better physical as well as mental
health.
Just as gender has been considered as a factor in role stress, parenting status and
parenting responsibility has also been factored in. Coser and Rokoff (1971), Hall
(1975) and Holahan and Gilbert (1979) have indicated that women who deal with
demands from both home and workplace have a higher level of distress than those
women who are doing just one of the balancing act. In the same light, there is
empirical evidence (Radloff, 1975; Aneshensel et al 1981; McLanahan and Adams,
1987) that says that women who are employed and have children have higher level
of mental stress than the women who don’t.
Not only the presence of parental responsibility, the marital status and work status
has also been considered. For example research findings of Kessler and McRae
(1982) and Ross et al (1983) indicate that married women report better
psychological health when they work outside the house and are mothers too.
However, the effect of parental responsibility emerges in a different angle in studies
by Pearlin (1974), Gove and Geerken (1977), Anseshensel et al (1981). They have
reported that the psychological distress is markedly higher in women with young
children rather than women who are childless or women with older children.
There is however, no in depth study that points at the source of stress when people
transition to being parents. Radloff (1975) has indicated that caring for an infant
negatively impacts the mental health for the working mother. Radloff (1975), also
indicated that having preschool children at home impacted the mental health of
women. On the other hand, Gove (1972), becoming a parent is stressful because it
cuts down several other spheres, such as employment.
31
Another interesting take on stress was about the addition of children in the
household and its impact on stress. Rossi (1968) and Bernard (1972) stated that the
first child’s birth was in itself a shock to new mothers. Pearlin (1974) posited that
expansion of family via birth of siblings was stressful because of the overload it
caused.
Several researchers have gone on to indicate that employment benefits mums less
that other married females (Bernard, 1972; Pearlin, 1974; Ryder, 1979; Kessler and
McRae, 1982). Wethington and Kessler (1989) conducted a longitudinal study in
Detroit area, and they factored in employment role changes by separating low part-
time hours to high part-time hours of employ ment. While employment patterns
did affect the processing of stress, they found in their study that parenting status
was not associated with changes in psychological distress. One interesting insight
on parenting responsibility, employment and stress was a study by Ross and Huber
(1987) who stated that parenting was stressful when there was economic strain to
add to the mix.
RESEARCH METHODOLOGY
The Study: The study was exploratory in nature and survey method was used to
complete this study.
Sampling Design: The population of the study included all the married female
academicians of Gwalior region. Since a complete list of female academicians was
not available, no frame was used. For the study, the respondents were individual
female academicians. The sample size was of 200 academicians. The sampling
technique was non-probability purposive sampling. The data was collected in Nov
2015-Jan 2016.
Tools for Data Collection: Standardize Questionnaire by Udai Pareek ( 1983 ) was
utilized for collecting the data on a Likert-type scale ranging from 1 to 5 where 1
indicates minimum agreement and 5 indicates maximum agreement.
Tools for Data Analysis: Internal consistency of the questionnaire was established
by item to total correlation. Reliability of the questionnaire was established by item
to total correlation. Exploratory Factor Analysis was applied to identify the
underlying factors. One Way ANOVA was used to compare the female
academicians based on parenting status.
Item to Total correlation: Item to total correlation of scale was computed on SPSS
16.0 and corresponding improvement in reliability was also considered. The
reported item to total statistics is as follows:-
32
TABLE 1
6- Other role occupants do not give enough attention and time to .535
my role.
7- I do not have adequate knowledge to handle the .502
responsibilities in my role.
14- Many functions that should be a part of my role has been .564
assigned to some other role.
15- The amount of work I have to do interfere with the quality I .418
want to maintain.
16- There is not enough interaction between my role and other .471
roles.
17- I wish I had more skills to handle the responsibilities of my
role. .401
18- I am not able to use my training and expertise in my role.
.520
19- I do not know what the people I work with expect of me. .398
20- I do not know what the people I work with expect of me. .445
21- My role does not allow me enough time for my family. .400
22- I do not have time and opportunities to prepare myself for the .431
future challenges of my role.
33
23- I am not able to satisfy the demands of clients and others, .424
since these are conflicting with one another.
32- There is very little scope for personal growth in my role. .433
33- The expectations of my seniors conflict with those of my
juniors. .520
34- I can do much more than what I have been assigned. .316
38- If I had full freedom to define my role, I would be doing some .324
things differently from the way I do them now.
39- My role has not been defined clearly and in detail. .379
40- I am rather worried that I lack the necessary facilities needed .490
in my role.
41- My family and friends complain that I do not spend time with .421
them due to the heavy demands of my work role.
42- I feel stagnant in my role. .477
46- Even when I take the initiative for discussions or help, there is .467
not much response from the other roles
47- I need more training and preparation to be effective in my .394
role.
34
48- I experience a conflict between my values and what I have to .430
do in my role.
49- I am not clear what the priorities are in my role. .433
50- I wish I had more financial resources for the work assigned to .325
me.
Reliability test
TABLE 2
Reliability Statistics
It was in the above table the value of Cronbach Alpha was 0.925 which was greater
than 0.7. It is considered that reliability of all measure is adequate. So the
statements in the questionnaire were treated as reliable statements.
Factor analysis
TABLE 3
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .761
Sig. .000
TABLE 4
35
4- My role recently has reduced in .688
importance.
1.Role 3.457 6.915 13- I am not able to satisfy the conflicting .642
Definition demands of my peers and juniors.
10- . I do not get the information needed to .572
carry out responsibilities assigned to me.
50- . I wish I had more financial resources .749
for the work assigned to me.
2.Resource 3.165 6.331 48- . I experience a conflict between my .700
Availability values and what I have to do in my role.
36
21- . My role does not allow me enough .713
time for my family.
8.Role 2.171 4.342 22- I do not have time and opportunities to .643
Ambiguity prepare myself for the future challenges of
my role.
30- I do not have enough people to work .712
with me in my role.
9. Support 2.028 4.057
41- My family and friends complain that I .598
do not spend time with them due to the
heavy demands of my work role.
38- If I had full freedom to define my role, I
would be doing some things differently .699
from the way I do them now.
40- I am rather worried that I lack the
necessary facilities needed in my role. .564
10.Role 1.964 3.929 39- My role has not been defined clearly .553
Autonomy and in detail.
37- I wish I had prepared myself well for .725
my role.
19- I do not know what the people I work .536
11.Role 1.938 3.876 with expect of me.
Expectation
36- There is no evidence of several roles .504
(including mine) being involved in joint
problem solving or collaboration for
planning action.
11- I have various other interests (social, .734
religious, etc) which remain neglected
because I do not get time to attend to these.
12.Role 1.797 3.594 17- I wish I had more skills to handle the .714
Enrichment responsibilities of my role.
Description of factors:
• Role definition: This factor has included the most important determinant of role
stress, total variance 6.915. Major element of this factor “9- I am not clear on the
scope and responsibility of my role” (.759), “4- My role recently has reduced in
importance” (.688), “13- I am not able to satisfy the conflicting demands of my
peers and juniors” (.642), “10- I do not get the information needed to carry out
responsibilities assigned to me” (.572).
• Resource Availability: This factor has a total variance 6.331. Major element of
this factor includes “50- I wish I had more financial resources for the work
assigned to me” (.749), “48- . I experience a conflict between my values and what
37
I have to do in my role” (.700), “42- I feel stagnant in my role” (.651), “15- The
amount of work I have to do interfere with the quality I want to maintain” (.586).
• Role Variety: This factor has a total variance 6.303. Major elements of this factor
include “45- I feel overburdened in my role”(.767), “32- There is very little scope
for personal growth in my role”(.598), “35- There is a need to reduce some parts
of my role”(.536), “43- I am bothered with the contradictory expectations
different people have from my role”(.503).
• Role Isolation: This factor has a total variance 5.406. Major elements of this
factor include “28- The work I do in the organisation is not related to my
interests”(.787), “27- I have not had the right training for my role”(.588), “49- I
am not clear what the priorities are in my role”(.532).
• Scope for Advancement: This factor has a total variance 5.387. Major elements of
this factor include “2- I am afraid I am not learning enough in my present role
for taking up higher responsibility”(.736), “1- My role tends to interfere with my
family life?”(.655).
• Inter-role Chasm: This factor has a total variance 5.094. Major elements of this
factor include “46- . Even when I take the initiative for discussions or help, there
is not much response from the other roles”(.667), “31- My organisational
responsibilities interface with my extra organisational roles”(.650), “25- I have
been given too much responsibility”(.618).
• Role Clarity: This factor has a total variance 4.403. Major elements of this factor
include “12- I am too preoccupied with my present role responsibility to be able
to prepare for taking up higher responsibilities”(.738), “14- Many functions that
should be a part of my role has been assigned to some other role”(.683).
• Role Ambiguity: This factor has a total variance 4.342. Major elements of this
factor include “21- . My role does not allow me enough time for my
family”(.713), “22- I do not have time and opportunities to prepare myself for
the future challenges of my role”(.643).
• Support: This factor has a total variance 4.057. Major elements of this factor
include “30- I do not have enough people to work with me in my role”(.712),
“41- My family and friends complain that I do not spend time with them due to
the heavy demands of my work role”(.598).
• Role Autonomy: This factor has a total variance 3.929. Major elements of this
factor include “40- I am rather worried that I lack the necessary facilities needed
in my role”(.564), “39- My role has not been defined clearly and in detail”(.553).
• Role expectation: This factor has a total variance 3.876. Major elements of this
factor include “19- I do not know what the people I work with expect of
me”(.536), “36- There is no evidence of several roles (including mine) being
involved in joint problem solving or collaboration for planning action”(.504).
• Role Enrichment: This factor has a total variance 3.594. Major elements of this
factor include “11- I have various other interests (social, religious, etc) which
38
remain neglected because I do not get time to attend to these”(.734), “17- I wish I
had more skills to handle the responsibilities of my role”(.714).
• Role scope: This factor has a total variance 3.533. Major elements of this factor
include “5- My workload is too heavy” (.754).
• Role Interaction: This factor has a total variance 3.316. Major elements of this
factor include “26- I wish there was more consultation between my role and
others’ roles” (.758).
• Role preparation: This factor has a total variance 3.158. Major elements of this
factor include “47- I need more training and preparation to be effective in my
role” (.773).
TABLE 5: DESCRIPTIVES
N Mean Std. Std. 95% 95% Min. Max.
Deviation Error confidence confidence
intervalfor intervalfor
mean mean
Lower Upper
bound bound
No 29 116 18.21106 3.38171 109.0729 122.9271 67 144
kids
1 kid 49 114.45 20.32144 2.90306 108.612 120.286 72 160
>1 42 112.83 19.63685 3.03003 106.7141 118.9526 64 159
kid
Total 120 114.26 19.46619 1.77701 110.7397 117.777 64 160
TABLE 6
Test of Homogeneity of Variances
VAR00054
Levene Statistic df1 df2 Sig.
.236 2 117 .790
TABLE 7: ANOVA
VAR00054
Sum of Squares df Mean Square F Sig.
Between Groups 175.036 2 87.518 .228 .797
Within Groups 44917.956 117 383.914
Total 45092.992 119
The One Way ANOVA indicates that indeed there is no difference between the
working mothers in the organizational role stress they experience on the basis of
their parenting status. Hence the null hypothesis is not rejected. The results are in
line with the finding of Wethington and Kessler (1989) who found in their Detroit
based study that the psychological stress was not affected by change in parental
responsibility.
39
AVENUES FOR FURTHER RESEARCH
There is a lot of scope for further study. One of the biggest challenge in the study
was that there was a restriction of the geographical location. Collecting data from a
wider area, and with the inclusion of far more demographic variables can change
the results. Also, a longitudinal study with the same sample, can possibly indicate
the changes in stress with changes in either the employment, birth of first or
additional children, or relief from the pressure of caring for young children.
CONCLUSION
The study examined the “Role Stress” females are facing during their roles. This
study emphasis the burden of work on females academicians and for this purpose
we have conducted a research and questionnaire were filled by female academician
in Gwalior region. The study was conducted on the basis of 120 respondents who
are married. A scale was designed to collect data, and 15 factors namely- Role
definition, Resource Availability, Role variety, Role isolation, Scope for
advancement, Inter- role chasm, Role clarity, Role ambiguity, Support, Role
autonomy, Role expectation, Role enrichment, Role scope, Role interaction and Role
preparation. Regarding through one way ANOVA was used, as a result of it we
found that there was no difference between parenting groups.
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27. Verbrugge, L. M. (1983a). Multiple roles and physical health of women and men. Journal
of Health and Social Behavior, 24, 16-30.
28. Verbrugge, L. M. (1983b). Pressures, satisfactions and their link to physical health in
young Women. Paper presented in a symposium on women, stress and health, Anaheim,
CA, NIMH.
29. Wethington, E and Kessler, R. C. (1989). Employment, Parental Responsibility and
Psychological Distress: A Longitudinal Study of Married Women. Journal of Family Issues,
10(4), 527-546.
41
6
Relationship between Financial Literacy and Choice of
Financial Products among Executives
Dr.Tarika Singh Sikarwar
Associate Professor, Prestige Institute Of Management, Gwalior(M.P).
ABSTRACT
The present study was done to find out factors for financial literacy and financial product
choice and further to evaluate the cause and effect relationship between financial literacy as
independent variable and financial product choice as dependent variable among the
residents of Gwalior. A total of 150 respondents were used to evaluate the relationship. The
study resulted in three factors each for financial literacy and financial product choice. Again
there was found strong positive relationship between financial literacy and financial product
choice.
INTRODUCTION
Financial Literacy is the ability to understand how money works in the world. How
a person manages to earn or make it, how it is managed by the people and how
person invests it to make a certain selection of product, donates it to another person
or to invest it in some required work. Lusardi (2009) said in her study that financial
literacy is strongly related to socio-demographic characteristics. Especially if we
talk about an educated male whose parents had enough savings will be 50 percent
more capable in ascertaining the risk diversification than a female with less than a
high school education belonging to a non wealthy family. Study also revealed that
financial literacy was lacking among young adults only 27% of young adults know
about inflation and risk diversification included in making financial decisions.
Moreover, women proved to be the least financially literate. An international
OECD study was published in 2005 regarding financial literacy rate in OECD
countries and revealed that in Australia 67 % of respondents were capable to
understand the concept of compound interest but when they were asked to solve a
problem then only 28% got a good level of result.
42
According to Idris (2013) Malaysia needs to make a big investment in human
resources in order to become a developed nation with high income and this can be
done only when it is hoped that investment in financial management in terms of
financial knowledge and skills among youths which will help in increasing the
capacity to generate innovation and ultimately raising the Gross National Income.
However, today youths lots of problems which include limited financial resources
and rising cost of living. Hence, the knowledge in personal financial management is
essential to help youths make the right decisions about their financial situations.
Product choice is defined as what products or brands we are opting for as we can
choose from a variety of similar goods. Recent theories in social psychology
suggested that it might not be quite an easy. According to a research individuals
may have two different attitudes toward an objective to choose at the same time
one that is explicit and one that is implicit Greenwald & Banaji (1995) Wilson
(2000) defined both the expressions explicit and implicit as evaluative responses
regarding an attitude towards an object. Therefore, it can be assumed that time
pressures the predictive value of implicit versus explicit attitudes as it limits the
probability of extensive information processing. In particular, time pressure should
increase the predictive value of implicit preferences and diminish the influence of
explicit preferences.
REVIEW OF LITERATURE
Idris and Devi (2005) made a relationship between financial literacy and financial
distress among the youths in Malaysia the main objective of the study was to
determine the relationship between the variables of financial literacy on those of
financial distress and by using several tools like questionnaire for data collection,
Reliability test, T-test found out that there is a positive but weak relationship
between financial literacy and financial distress.
Visla Curto and Olivia (2009) investigated financial literacy among the young using
data from 1997 National Longitudinal Survey of youth and showed that financial
literacy is low among the young fewer than one third of young adults posses basic
knowledge of interest rates, inflation and risk diversification and the findings from
this study also have implications for financial education programs. There were
several findings in this study supporting financial education in high schools.
Lusardi and Mistell (2009) examined that how ordinary consumers make complex
economic decisions: Financial literacy and retirement readiness the main objective
of the study was to measure financial literacy newly added to American Life Panel
(ALP) and it links these performances measure to efforts consumer make a plan for
retirement and by using multivariation test came to the conclusion that there is a
causal relationship between financial literacy and retirement planning by exploiting
information about respondents and the result also showed that the people more
financially educated are more likely ready to make decision to get retired. In 2008
they also expressed financial literacy as an essential tool for informed consumer
choice. However there is a evidence that many individuals are not well equipped to
make sound saving decisions that they don’t posses adequate financial literacy and
the study demonstrates the widespread financially illiteracy among the US
43
population particularly among specific demographic groups and in their further
researches made a descriptive study on financial literacy and retirement
preparedness and by using secondary data came to the result that this is a troubling
in that financial illiteracy may stunt people ability to save and invest for retirement
undermining their well being in old age.
Black, et.al. (2002) made a relationship between distribution channels and financial
services. The main objective of the study was to identify those factors which
influence a financial choice and by using a standardized questionnaire for data
collection and Factor analysis the paper argues that financial choice in financial
services can usefully be conceptualized as being determined by consumer product
channel and organizational characteristics with product channel interactions being
particularly important.
Hung and Parker (2009) made a conceptual study on defining and measuring
financial literacy. The main objective of he study was to find the relationship
between financial literacy and financial practices and by using self designed
questionnaire for data collection and analytic strategy presented that less literate
person may be less likely to engage in recommended financial practices.
Kalli and Hassan (2009) investigated the financial literacy of the UAE individual
investors who invest in the local financial markets. The main objective of the study
was to examine the relationship between financial literacy and the factors that affect
the investment decision and by using a modified questionnaire for data collection
came to the result that the financial literacy of the UAE investors is far from the
needed level and financial literacy level was found to be affected by income level,
education level and work place activity which indicated that there is a significant
relationship between financial literacy and investment decision.
Huber and Puto (2004) made a study on market boundaries and product choice the
main aim of their study was to find out the degree to which the positioning of the
new alternative differentially affect choices in the core set them by using empirical
test came to the conclusion that there is a moderate relationship between market
boundaries and product choice.
Hung and Chen made a study on Herding in online product choice main objective
of their study was to examine cues that elicit herd behavior and influence consumer
online choices then by using Factor analysis, a standardized questionnaire for data
collection, Reliability test came up to the result that sales volume and number of
positive and negative customer comment of a product influenced the online
44
product choices of subject and added the recommendations of other consumer who
influences subject choices more effectively than experts recommend.
To find out the underlying factors of financial literacy and financial product choice.
RESEARCH METHODOLOGY
The study was causal in nature with survey being the mode to be used for data
collection. The study was evaluated to measure the cause and effect relationship
between financial literacy as independent variable and financial product choice as
dependent variable.
The population for the study included Population of Gwalior. Non probability
judgemental sampling technique has been used to identify sample elements of the
study. Care was taken to ensure proportionate samples on various demographic
variables that are likely to affect the variables of the study. The sample size for the
study was 150 individuals. Measures for financial literacy and financial product
choice have been designed and were used to evaluate the variables of the study.
The measures have been checked for the consistency and reliability before the data
is processed for further analysis.
45
TOOLS USED FOR DATA ANALYSIS
2. Factor Analysis has been applied to find out the underlying factors of all the
variables.
3. Regression test has been applied to check the effect of independent variable on
dependent variable.
HYPOTHESIS FORMULATION
Reliability Measures
Cronbach Alpha method has been applied to calculate reliability of all items in the
questionnaire. Reliability has been tested using SPSS software and the reliability
test measures are given below:
It is considered that the reliability value more than 0.7 is good and it can be seen
that reliability value is quite higher than the standard value, so all the items in the
questionnaire are highly reliable.
Factor Analysis
The raw score of items were subjected to factor analysis to find out the factor that
contributes towards financial literacy and financial product choice. After factor
analysis different components were identified in each table. The details about
factors, factor name, eigen value, variable convergence, loadings, percentage of
variance and cumulative percent are given in the table.
KMO test was applied to check the normal distribution and sample adequacy and
Bartlett’s Test has been applied to check the identity matrix and to find out
whether data is suitable for factor analysis or not.
46
Table below shows that the value of KMO is greater than .7 so we can say that data
is adequate as well as normally distributed. The results of Bartlett Test are also
significant as the value is below 5% i.e. .000.
Table 2(b): KMO and Bartlett's Test for Financial Product Choice
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .730
Bartlett's Test of Approx. Chi-Square 257.977
Sphericity Df 28
Sig. .000
Discussion of Factors
The results of factor analysis have clubbed 11 statements of Financial Literacy into 3
factors and discussions of factors are given as under:
47
1. Tax
Interest is defined as the charge for the privilege of borrowing money, typically
expressed as an annual percentage rate and banking is defined as the activities by a
corporation empowered to deal with cash, domestic and foreign, and to receive the
deposits of money and to loan those monies to third-parties. This factor has got the
second highest eigen value of 2.007 and percentage of variance explained was
18.247.
3. Insurance
48
Discussion of Factors:
The results of factor analysis have clubbed 8 statements of Financial Product Choice
into three factors and discussions of factors are given as under:
1. Risk in Investment
Risk in investment is defined as the possibility of losing some or all of the original
investment. This factor has got the highest eigen value of 1.859 and percentage of
variance explained was 23.241.
2. Investment Decisions
Investment decision is defined as the determination of where, when, how, and how
much capital to spend and/or debt to acquire in the pursuit of making a profit. This
factor has got the second highest eigen value of 1.635 and percentage of variance
explained was 20.438.
Regression Analysis
The regression is calculated by taking the totals of financial literacy and financial
product choice where in financial literacy is taken as independent variable and
financial product choice as dependent variable by using SPSS software. The linear
regression was applied between financial literacy (independent variable) and
financial product choice (dependent variable).
Regression equation for showing the relationship between financial literacy and
financial product choice
Y = a + bX + E
Y = 12.210 + .395X + E
Y = Financial Product Choice (Dependent Variable)
X = Financial Literacy (Independent Variable)
The value of R square is 0.323 that indicates independent variable financial literacy
explains 32% variance in financial product choice. In other words, financial literacy
contributes 32% to financial product choice which means other factors also
contributing in it.
The model used for regression has good fit as indicated by F-value 89.268 which is
significant at 0% level of significance indicating a high predictability of model.The
relationship between financial literacy as independent variable and financial
product choice as dependent variable is indicated by standardized coefficient Beta
with value 0.568.The significance of beta is tested using T-test and values for model
is 9.467 which is significant at 0 level of significance indicating strong positive
relationship between financial literacy and financial product choice.
CONCLUSION
The study has resulted in standardized and reliable measures of financial literacy
and financial product choice. The measures was reliable as indicating by their
reliability measure which is higher than 0.7. The study resulted three factors each
for Financial Literacy and Financial Product Choice.
Cause and effect relationship has been established between financial literacy as
individual independent variable and financial product choice as dependent
variable using linear regression equations. Financial literacy has significantly high
positive relationship with financial product choice.
50
REFERENCES
51
7
Customer’s Psychology With Respect To E-Commerce In
India
Anant Kumar Upadhyay
Research Scholar, Department of Commerce & Business Administration,
University of Allahabad.
ABSTRACT
The main goal of the paper is to obtain a theoretical framework to study the impact of
psychological factors based on the cognitive theory on the intention to use e-commerce in
India. More specifically, the paper examines the role of individuals’ beliefs about their
abilities towards the intention to use e-commerce technology (e-commerce self-efficacy).
Customer’s behavior is influenced by different factors such as culture, social class;
references group relation, family, salary level and salary independency, age, gender etc. This
paper attempts to explore the determining factors which influence customer’s psychology
towards e-commerce as an interactive platform for customer’s transactions and interaction.
INTRODUCTION
As we know that the e-commerce (online shopping) has become the most important
part of our life, and people are using it frequently in their daily life. Recently, the
internet population has been exploding. There are many reasons for such a rapid
developing of internet shopping, which mainly due to the benefits that internet
provides.
Every business which is engaged in e-commerce and online retailer has to make a
proper attention on customer’s behavior towards e-commerce. It becomes more
important, mainly, when we are studying in the context of India. Even the internet
shopping has been rapidly developed, especially in consumer goods industry, but
still, there is a big difference between traditional and online consumer shopping.
Referred to sales in the Indian consumer goods industry, the online sales occupied
at a very low percentage rate. In India, after a long term development of internet,
which rapidly increased web users and high speed internet connection and some
new technology also have been developed. The firms, through web sites, can
promote and enhance images of its products and services. But, there is lack of
internet access for the population living in rural areas. And they don’t have proper
knowledge about e-commerce.
Sheth (1983) [1] also suggested that the consumers have two types of motives while
shopping, which are functional and non-functional. The functional motives are
mostly about the time, shopping place and consumer’s needs, which could be like
one-stop shopping to save time, the environment of shopping place such as free
parking place, lower cost of products and option to choose from widely range of
products. The non-functional motives are more related with culture or social
values, such as the brand name of the store, etc.
REVIEW OF LITERATURE
Fishbein and Ajzen’ (1975), proposed “The Theory of Reasoned Action” (TRA),
which tells us about the relationship between attitudes, intentions and behaviors.
The TRA model explains that customer make rational decisions based on the
information available to them, and the best immediate determinant of a customer’s
behavior is intent which is the cognitive representation of readiness to perform a
given behavior. According to the TRA model, an individual’s beliefs towards a
behavior are an immediate determinant of his or her intention to perform a
behavior.[2]
Rahman, Habibur and Han, Lili (1980) has suggested in his article entitled;
Customer satisfaction in E-Commerce: - A case study of China and Bangladesh,
Companies must design user friendly (customer friendly) websites which need
average customer’s ability with procedures that customers can trust. Since the
consumer-to-business products and services and satisfaction with Enterprise itself
is constantly changing, such as the emergence of new technologies, changing
competitor customer needs and expectations etc. will lead to changes in customer
satisfaction. Therefore, E-commerce businesses should pay proper attention to
customer satisfaction by constantly adding new motivation to stimulate consumer
desire to buy.
Arjun Mittal (2013 ) has studied in his paper entitled; “E-Commerce: It’s Impact on
Consumer Behavior” and concluded that in e-commerce, consumer thinks a lot
about the reputation of the e-commerce websites, payment security, and at the post-
purchase stage, the factors of after services etc. when he visits e-commerce
websites. Hence, online retailers need to be carefully concerned with the online
consumer behaviors that influenced by the factors from the internet.[7]
Burman, Deb Nath and Aggrawal, Artee (2015) founded in his paper entitled;
“Factors Affecting Buying Behavior in E-Commerce in India; A Review of
Literature” that some of the factors mentioned in previous studies are ease of
availability, ease of transportation of ordered goods, quality of goods, experience of
the product before purchasing and post purchase customer service. There are
several other aspects of it also still this review helped in developing an insight of
factors affecting buying behavior on the basis of understanding of consumer
behavior in the e-commerce environment in India.[8]
54
E-COMMERCE (CONSUMER BEHAVIOR)
With the development of internet and information technology, e-commerce came
into existence. It’s a market, where people visit (not physically) for purchasing
goods and services, and complete their transactions by electronic means rather than
through direct face to face exchange or conduct interviews of any form of
commercial transactions. Now it becomes more important for the business concern,
to provide online platform for the consumers to buy its product and services.
The objective of this paper is to study the impact of psychological factors based on
cognitive theory to use e-commerce in India. There are some aspects of cognitive
theory which is totally based on information processing. A customer, when needed,
searches for information on which to base a decision and evaluate it in order to
make the best decision for his purpose. And this practice of a consumer can be
explained as an exercise of consumer thinking and problem solving. Marketers
should convey the information in simple enough format and which can be
absorbed easily by the consumers.
The other thing is about the role of motivation and mental processing for the desire
response. Here, mental processing means how we can get information stored in
memory of consumer for the long-term and how it is retrieved. For the long-term
storage of the information, marketers have to adopt Customer Memory Sustains
Technique(CMS Technique) which keep the consumers in touch with the
information as a result we can get information short-term store to long-term store
which depends on the rehearsal by a consumer. Here, rehearsal refers to mental
repetition of material. For example, consumer may remember a data (such as price
of a product) not by repetition, but by relating it with a similar data (price of a
similar product).
55
CONCLUSION
There are many factors which generally, a customer considers when he purchases
product online, such as, image of product, payment security, delivery period. After
the review of literature and a brief analysis of the cognitive learning theory, we can
say that, reputation of the website, element of trust, customer satisfaction, customer
experience, friendly online environment, affordability, and availability of the
product, etc. these are the important factors for the emerging online marketing (e-
commerce) in India. Marketers who want to maintain a sustain customer, should be
given a proper attention on these factors of cognitive learning theory.
REFERENCES
56
7. Mittal, A. (2013). E commerce; its impact on consumer behavior. Global Journal of
Management and Business Studies. 3 (2),131-138.
8. www.ijbemr.com/wp-
content/uploads/2015/08/E_commerce_in_india.pdf.14.10.2016.
9. www.data.conferenceworld.in/SUSTECH/P570-576.PDF.18.10.2016.
10. www.researchersworld.com/vol3/issue2/vol3_issue_2_2/paper_11.pdf.18.10.2016.
57
8
Emotional Expressions And Impression Management
In Banking Industry
Dr. Richa Banerjee
Assistant Professor, Prestige Institute of Management, Gwalior.
Sanjeet Yadav & Saksham Kukreja
Student, Prestige Institute of Management, Gwalior.
ABSTRACT
The human being is unique from other living creature on this earth because it has got
enough of capabilities to show whatever he feels. This showing of the feeling and emotions is
emotional expression. This can be done with the help of word of mouth, gestures, work that a
person does. This expression has capability to decide what and how the others think about
him.
The study tries to identify the relationship between emotional expression and impression
management tactics of employees working in different banks of Gwalior. The data was
collected with the help of standardized questionnaire from 100 employees. The results
indicated positive relation between emotional expression (dependent variable ) and
impression management tactics.
Keywords: Emotional Expression, Impression Management.
INTRODUCTION
Days are bygone where the employees or the workers are treated just as the means
to accomplish a particular task. Nowadays the behaviour, psychological
perceptions and thinking of employees working within the organisations cannot be
denied. Increased competition and employee turnover have become a crucial factor
these days which have forced the organisations to adopt employees oriented
policies and measures.
These days even the employees working in the organisation try to establish a good
and cordial reputation and image of his/herself in the assumption and viewpoint
of others. This tendency is termed as Impression Management. It is a conscious or
subconscious process in which people attempt to influence the perceptions of other
people about a person, object or event. They do so by regulating and controlling
information in social interaction. Most social interactions involve a process by
which an individual attempt to fulfil the expectations associated with a particular
social role (Goffman, 1959). Past researchers and empirical work focused on how
emotions are experienced and expressed in a workplace and found that the feelings
or emotions displayed by one have the strong impact on the attractiveness of the
interpersonal climate (Zerbe&Falkenberg, 1989).
Past researchers concluded various reasons and factors which urge humans
(employees) to project a positive image of them-selves. However, above all the
desire or tendency of human(employee) to get associated or connected with any
58
group or person of similar interests came out as the main urging factor which
encourages the employees to manage their impressions.
LITERATURE REVIEW
Emotional Expression
61
Emotions in the association recognize contemplations about the nearness and
yearning to work (Jackson, 2006). Emotions give data on what causes, and how it is
finished. Stifle sentiments averts the accomplishment of this data. The vast majority
hear inconvenience about comprehend their own inclinations also, deal with the
issue emphatically. They deny or smother their emotions occasionally (Barutçugil,
2004). There are different explanations behind this. To be "to the wanted structure,
the fitting individual" in associations or in the social life, sentiments of the
individual molded by instructors, chiefs, supervisors etc, beginning from the
earliest starting point of school years. Aside from this, the individual took put in
military or associations that he couldn't express his emotions and more stringent
tenets connected (Stearns, 1986). There are ecological and physical considers
associations that you can or can't express your sentiments unreservedly. Be that as
it may, the concealment of emotions does not make sentiments vanish, but instead
an expansion in fierce. Accordingly, the emotions need to oversee and to adapt to.
In social life overseeing sentiments implies that, as opposed to the concealment of
emotions, comprehend them furthermore, and coordinate the inclination to
circumstances to exploit it effectively. These individuals who have what it takes to
deal with their sentiments are more profitable (Goleman, 2000). Sentiments are
likewise worried with social knowledge since it implies verbal and nonverbal
correspondence with other individuals, working in a gathering and so forth.
(Goleman, 2006). Carussco and Salovey recorded properties of directors, who are
skilled or unequipped for dealing with his own particular and others sentiments
(CarusscoveSalovey, 2010). At the point when inspecting the past appraisal of
emotion in one measurement, late studies have proposed that emotion structure
happened freely in two essential measurements. These measurements are certain
and negative sentiments (Gençöz, 2000). Positive and negative emotions in the
working environment assume a key part in the basic leadership and authoritative
clashes (Kafetsios, 2007). Negative sentiments have much more impact on
representatives (Silvia, 2006). Basch and Croparanzo reported in their studies that
these negative emotions in the work environment decreased item quality (Toegel,
2007). Yet, scientists talk about about which sentiments are precisely essential or
optional. (Goleman, 2009). A few therapists are seen emotions as fundamentally
subjective temperaments and just find verbal portrayal deserving of thought of
individuals living the emotions. Some different researchers, depending on test
scores as it were. A few researchers demand that dependence on just the neural and
biochemical estimations of physiological boosts (Barutçugil, 2004).
RESEARCH METHODOLOGY
The study was causal in nature and survey was used to complete it.All the
employees of banking industry within Gwalior city. Since there is no list existing,
all the employees of service industry was considered. Individual Respondent was
62
the sampling element.100 individual executive were given standardized
questionnaire to fill the questionnaire. Techniques used for selection of employees
was non probability Purposive sampling.
1. Reliability test was applied to check whether data items in the questionnaire
were reliable or not
2. Factor analysis was used to evaluate the underlying factors of different variables.
3. Regression analysis was used for estimating the relationship
Reliability Measure
Various reliability methods have been applied to calculate reliability of all the items
in the questionnaire. The entire items in the questionnaire are based on ‘Emotional
Intelligence &political skill measures’. Reliability test using SPSS software and the
reliability test measures are given below:
TABLE 1
S.No. Variable Name Cronbach alpha value No of items
1 Emotional Expression .627 7
2 Impression Management .714 14
It is considered that the reliability value more than 7 is good and it can be seen that
in one variable the value is more than .7 and in the other variable it is above .6 so
both the values are acceptable.
Factor analysis
The raw scores of 14 items of impression management and 7 items of emotional
expression were subjected to factor analysis to find out the factors that contribute
towards emotional expression and impression management. After factor analysis 4
factors identified.
TABLE 2: KMO and Bartlett's Test
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .687
Bartlett's Test of Sphericity Approx. Chi-Square 434.435
Df 78
Sig. .000
TABLE 2.1
Factor Total % of Items converged Factors loads
Name Eigen varianc
values e
Self 3.978 30.597 you Compliment your colleagues so
Promotion they will see you as likable. .852
you make people aware of your
talents or qualification. .786
you Praise your colleagues for their .781
accomplishment so they will
consider you a nice person
64
Intimacy 1.444 20.627 when you like -someone they 0.79
know it.
you often tell people that you 0.621
love them
Description of Factors
1. Self- Promotion
2. Pretending
This factor include behavior with others (1.902) (14.633). Act like you need
assistance so people will help you out (.783). Pretend to know less than you
can avoid an unpleasant assignment (.765). Pretend not to understand
something to gain someone help (.614). Try to gain assistance or sympathy
from people by appearing needy in some areas (.428). Do personal favors for
your colleagues to show them that you are friendly (.612).
3. Getting help
This factor include helping nature for others (1.119) (8.611). Act like you
know less than you do so people will help you out. (.822).
This factor include positive emotions (2.193) (31.328People can tell from your
facial expression how you are feeling (.766). When you are angry people
around you usually know (.756). you often laugh so hard that your eyes
water or you cheeks ache. (.600).
5. Intimacy
This factor includes (1.444) (20.627)when you like -someone they know it
(.790). You often tell people that you love them (.621). You often touch friends
during conversation (.858). You laugh a lot (.549).
TABLE 3
KMO and Bartlett's Test
65
Bartlett's Test of Sphericity Approx. Chi-Square 511.475
Df 91
Sig. .000
The KMO value of the sample more than 0.5 is considered as good and the
table is showing that the value is 0.717 which means that the sample that we
have taken for factor analysis is adequate. The chi square value is also
significant at 0.000 level of significance.
TABLE 3.1
Factor Eigen Values Variable convergence Loading
Name
%
Total Variance
Social skill 3.788 27.056 12.Priorties important activities at work .749
2. Accurately read people’s moods, .685
feelings.
13. Empathizing with someone else’s .675
problem.
11. Excellent listener. .643
3. Positive expectations about others' .568
potential.
Motivating 1.518 10.842 6. Rather than fear of failure I operate .669
oneself from hope of success.
1. Understand the reasons for continuing .653
organizational issues.
7. When anyone loses their temper they .649
immediately realize.
9. We motivate ourselves to do difficult .555
tasks.
Regression analysis
The regression analysis is calculated by taking the total of emotional expression and
impression management by using SPSS software. In this the emotional expression is
independent variable and impression managemetis the dependent variable.
Therefore, regression is to find out the impact of emotional expression on
impression management.
CONCLUSION
It is impossible for any employee in organization to exist without showing
emotions either positive or negative but what type of expression employee shows
largely depends on impression management tactics. The main finding of this study
is that the emotional expressions one uses changes according to what kind of
impression management tactics are used.
The limitations of this study are that These findings are limited by the sample and
the assessment instruments used in the present study. This research conducted on
banking employees of Gwalior region and hence the results cannot be generalized
for other sectors. Moreover, the data collected was from limited no of employee.
REFERENCES
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and retrospective sense-making in corporate narratives: A social psychology
perspective. Accounting, Auditing & Accountability Journal, 24(3), 315-344.
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emotional labor. Academy of management review, 21(4), 986-1010.
15. Mtshelwane, D., Nel, J. A., & Brink, L. (2016). Impression management within the Zulu
culture: Exploring tactics in the work context. SA Journal of Industrial Psychology, 42(1), 1-
13.
16. Riggio, R. E., & Reichard, R. J. (2008). The emotional and social intelligences of effective
leadership: An emotional and social skill approach. Journal of Managerial
Psychology, 23(2), 169-185.
17. Sandberg, M., & Holmlund, M. (2015). Impression management tactics in sustainability
reporting. Social Responsibility Journal, 11(4), 677-689.
18. Segev, R., Shoham, A., & Ruvio, A. (2013). Gift-giving among adolescents: exploring
motives, the effects of givers' personal characteristics and the use of impression
management tactics. Journal of Consumer Marketing, 30(5), 436-449.
19. Sisley, R., & Smollan, R. (2012). Emotional labour and self-determination theory: A
continuum of extrinsic and intrinsic causes of emotional expression and control. New
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20. Soran, S., & Balkan, M. O. (2013). The effects of impression management tactics on
emotional expressions: research on banking sector. Journal of Global Strategic Management.
68
9
Impact Of Employee Engagement On Job Satisfaction And
Motivation
Dr. Gaurav Jaiswal
Assistant Professor, Prestige Institute of Management, Gwalior
ABSTRACT
The main aim of this study to analyze the impact of Employee Engagement on Job
Satisfaction and Motivation. The study has been carried out on teachers of different colleges
in Gwalior region. The result of this research shows the significant relationship between
Employee Engagement and Job Satisfaction. But no significant relationship was found
between Employee Engagement and Employee Motivation. T-test was also applied to
compare the level of employee engagement, Job satisfaction and motivation between male
and female respondent. This paper discussed the implications of these findings on employee
motivation, commitment, engagement and job satisfaction.
INTRODUCTION
Employee motivation is one of the most researched are in the field of Human
Resource Management. It has the great significance for the researcher and the
organizations also. Every organization is trying to motivate their employees to
achieve the organizational objectives. To keep up the motivational level of
employees is one of the challenges for the HR Professional. They have to
continuously find out the new ways to motivate the employees. Motivation also
related with the Satisfaction of the employees. Previous researches have found out
a significant relationship between the employee motivation and employee
satisfaction. Employee satisfaction is also another employee behaviour which
studied a lot in the behavioral research. Various dimension of employee satisfaction
has been found by the previous researchers. These researchers have been proved
that organization has to adopt the policies and practices which keep up the
motivation level of their employees. High motivation level also leads to the higher
satisfaction of the employees but this research paper is exploring the effect of
Employee engagement on Employee satisfaction and motivation. Kahn (1990)
described employee engagement as psychological control of organization members
69
on themselves they perform their work roles. When employees works they
exhibited physically, cognitively, and emotionally during job”.
LITERATURE REVIEW
According to Holbeche and Springett (2003), people used to share their destiny and
objective that connects them at an emotional level. These personal aspirations raises
the high levels of engagement at the workplaces. Kahn’s (1990) describes in his
study that there are the psychological conditions or antecedents that are
compulsory for engagement, but they do not fully explain why individuals was
reacting to these conditions. Kahn (1990) also mentioned that at people were
differently engage as per their experiences of psychological meaningfulness,
security and situations. According to (Robinson (2006), Employee engagement can
be achieved through the creation of healthy organizational environment.
Amabile (1994) stated that employee who have high level of job satisfaction was
motivated by rewards, and rewards supported work engagement. Zaini’s (2009)
was mentioned that satisfaction of rewards in private and public sector employee
had been releated with job satisfaction. Zaini et al. (2009) argues that job
satisfaction is also related with the non monetary and monetary compensation.
A. Furham et al. (2009). Ali and Ahmed, (2009) was found that In reference to
statistics, there was a significant relationship between reward and recognition, and
between motivation and job satisfaction. Ali and Ahmed, (2009) stated that
Variations in rewards and recognition can bring a positive change in work
motivation and job satisfaction of the employee.
Balzar (1997), in his study stated that job satisfaction was a sensation that
employees have about their work environment and their expectations towards
work. This implies that the culture of the organization creates value to the job
satisfaction of the workers . This was studied that relationship between work
70
adjustment and satisfaction which makes favorable strategies and rules for the
employees related to policy development, pay scales, the work environment and
staff input, may lead to satisfaction, employee engagement, and increased
employee loyalty with the organization because satisfied employees are attentive
while dealing the customers and the employees not satisfied with the job can makes
customer unhappy. Hanif and Kamal (2009).
According to Calisir (2011), it was found that a very strong influence of job
satisfaction on organizational commitment whereas role ambiguity and job stress
indirectly affects the willingness of employees to leave their jobs. Odom, Boxx and
Dunn (1990) suggested that job satisfaction was important element of employees
feeling that can be negative or positive to their responsibilities”.
Campbell, Fowles and Weber (2004) stated that job satisfaction could be enhanced
with increasing participation in decision making and avoiding ambiguity in
identifying responsibilities at workplace. Petty (1984) and Fisher (2003) stated that
Job Satisfaction has been playing important role in management research, namely
regarding the job satisfaction-job performance relationship. Schneider and Bowen,
(1985) was found that Job satisfaction is an attitude that relates to overall attitudes
towards life, or life satisfaction.
Zaini et al. (2009) and Chew (2005) argues that job satisfaction is associated with the
non monetary compensation and monetary compensation (pay, promotion, and
bonus) is one of the most important explanatory variables in both the sectors .A.
Furham et al. (2009) stated that there was a significant relationship found between
reward and recognition, and between motivation & job satisfaction. Ali and
Ahmed, (2009) stated that Variations in rewards and recognition can bring a
positive change in work motivation and job satisfaction of the employee.
Mullins (1996) described motivation as process which leads job satisfaction. but the
relationship between motivation and job satisfaction was not clear, it can be
illustrated by means of the motivational theories. For this different authors gave
different theory for both. According to Luthan (1998) it was founded that
motivation should not be thought of as the only explanation of behavior, since it
interacts with other mediating processes and with the environment. He also found
that motivation as, “a process that starts with a physiological deficiency or need
that activates a behavior or a drive that is aimed at a goal incentive”. It implies that
psychology of employees play a crucial role to make the person motivated.
Each and every employee has some ability that motivates them to perform and
make satisfied with their job. If we see that intrinsic compared to extrinsic
motivation and the factors that are used in both types of motivation enables one to
understand the role that motivation plays with job satisfaction. Motivation
researchers have recognized that the desire to make an effort can derive from
different sources (Grant, 2008).
Miner, Ebrahimi, and Watchel, (1995) was suggested that in a system sense,
motivation consists of these three interacting and interdependent elements, i.e.,
needs, drives, and incentives. That’s mean all these elements are important for
motivation of employee. Hoy and Miskel (1987) was stated that employee
motivation is the complex forces, drives, needs that directed towards the
71
achievement of personal goals. They imply that there are some reasons, which
helps the employee to do their work properly, and give them positive energy.
HYPOTHESIS
H01: There is no impact of employee engagement on job satisfaction.
H02: There is no impact of employee engagement on motivation
H03: There is no difference in responses of employee engagement between male and
female faculties.
H04: There is no difference in responses of Job satisfaction between male and female
faculties.
H05: There is no difference in responses of motivation between male and female
faculties.
RESEARCH METHODOLOGY
The study was exploratory in nature with survey method being used to complete
the study. The population included faculty and teachers of different colleges in
Gwalior region. Individual teacher was the sampling element. Non probability
Purposive sampling technique was used to select the sample. The Sample size was
200 respondents. Standardized questionnaires were used for measuring the
employee engagement, job satisfaction and motivation of faculty & teachers. Data
was collected on a likert type scale, where 1 stands for minimum agreement and 5
stands for maximum agreement. Item to total correlation was applied to check the
internal consistency of the questionnaires. The measures were standardized
through computation of reliability and validity. Regression was applied to know
the relationship between the employee engagements, job satisfaction, and
motivation. T-test was used to compare the respondents’ response on the employee
engagements, job satisfaction, and motivation.
Reliability Measure
The reliability of all three measure viz., employee engagement, Job satisfaction and
motivation was computed by using SPSS software. Cronbach’s alpha reliability
coefficients were computed to calculate reliability of all items in the questionnaire.
Reliability test using SPSS software and the reliability test measures are given
below:
72
Table 1: Alpha Reliability statistics for total data
It is visible that all reliability values are greater than the standard value that is 0.7. It
is considered that reliability of all measure is adequate. So the statement in the
questionnaire was treated as reliable statements.
Principle component factor analysis with varimax rotation was applied to find out
the underlying factors of the questionnaire. Factor analysis converged on 4 factors
after 8 iterations.
73
1. I have received recognition for doing my job
well .893
1.Employee 2.My supervisor seems concerned about my
2.769 34.611
recognition welfare .684
8. I will still be employed here two years from .575
now
4. I have friends at work
3. The mission of the agency makes me feel like .799
2. Team work 1.439 17.987 the work I do matters .704
5. While on the job, my ideas and opinions are .628
taken seriously
6. The materials, tools and equipment that I need .858
to do my job are supplied by the agencyAnd
3. Facility 1.118 13.972
made readily available to me
7. The people I work with do a good job .729
Principle component factor analysis with varimax rotation was applied to find out
the underlying factors of the Job Satisfaction. Factor analysis converged on 3 factors
after iterations.
Principle component factor analysis with varimax rotation was applied to find out
the underlying factors of the Employee Motivation. Factor analysis converged on 3
factors after iterations.
74
1.organizationa 3.031 33.681 4. This organization really inspires the very best in .720
l inspiration me in the way of job performance.
8. I know what is expected of me at my job .720
9. I am able to do what I do best every day .648
7. For me, this is the best of all possible organizations .470
for which to work
2.working 1.100 12.225 5. I am extremely glad that I chose this organization .744
environment to work for over others I was considering at the time
I I joined. .745
6. I really care about the fate of this organization
3. I am proud to tell others that I am part of this .482
organization
3.values 1.010 11.220 1. I would accept almost any job to keep working for .808
this organization
2. I find that my values and organization’s values are
very similar .759
REGRESSION ANALYSIS
Employee
Job Satisfaction 38.000 .000a .401 6.164 .000 .161
Engagement
Y = a + bX
Y(Job Satisfaction) = 18.884 + .615x(Employee Engagement) + Error
75
2. Impact of Employee Engagement on Motivation
Y = a + bX
T - Test
76
Table 8. Independent Samples Test Table
Levene's t-test for Equality of Means
Test for
Equality
of
Variances
F Sig. t Df Sig. Mean Std. 95% Confidence
(2- Differenc Error Interval of the
taile e Differen Difference
d) ce Lower Upper
EE Equal .004 .947 2.925 196 .004 1.58973 .54345 .51797 2.66149
variances
assumed
Equal 2.925 159.20 .004 1.58973 .54349 .51635 2.66312
variances not 4
assumed
JS Equal 2.050 .154 .935 196 .351 .79357 .84876 -.88030 2.46744
variances
assumed
Equal .918 149.89 .360 .79357 .86427 -.91416 2.50130
variances not 8
assumed
MO Equal 9.359 .003 -.291 196 .772 -.22023 .75778 -1.71468 1.27422
T variances
assumed
Equal -.315 193.21 .753 -.22023 .69970 -1.60027 1.15980
variances not 2
assumed
The output provides two t values, one assuming that the variances are equal and
another assuming that the variances are unequal. To the left of the t – test output is
the “Levene’s Test for Equality of Variances,” which tests whether the variance are
equal. Because in the “ Levene’s Test for equality of Variances” F=.004 and the P>
0.05 we used the “ Equal Variances assumed” test. The result indicate that there is
statically significant difference found between the mean score for males and
females (t=2.925, P=.004) for Employee Engagement therefore null hypothesis was
rejected.
For Job Satisfaction Because in the “Levene’s Test for equality of Variances”
(F=2.050 and the P> 0.05), we used the “Equal Variances assumed” test. The result
indicate that there is no statically significant difference between the mean score for
males and females (t=.935, P=.351) for Job Satisfaction therefore null hypothesis
was not rejected.
77
H05: There is no difference in responses of motivation between male and female
faculties.
For Employee Motivation on the basis of “Levene’s Test for equality of Variances”
(F=9.359, p=.003), we used the “Equal Variances not assumed” hypothesis. The
result indicate that there is statically significant difference between the mean score
for males and females (t=.193.212, P=.753) for Employee Motivation as the
hypothesis is ‘Equal Variances not assumed’ therefore null hypothesis was not
rejected and it can be concluded that motivation varies between males and females.
CONCLUSION
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79
10
Association Between EVA And CSR: A Study Of Family
Owned Business Companies In India
Shubham Rathod
Alumni, Prestige Institute of Management, Gwalior
Simran Rohira
Student, Prestige Institute of Management, Gwalior
ABSTRACT
In India family businesses contribute significantly to the GDP. Despite their concentrated
family ownership and control, their presence is critical to the growth and development of
our economy. Our study has therefore proposed to explore the corporate governance
practices of this crucial segment of public limited companies and assess their impact on
financial performance of these firms. Our study is focusing on family owned business
companies in India and adoption of best practices in Governance. A well governed company
may get better financial performance and company valuation. The results of linear
regression disclose that the company’s CSR affect the EVA to a great extend. There is a
significant relationship between the EVA and the corporate social responsibility on the basis
of the data taken from the last five years.
INTRODUCTION
Over the last decade, two important developments have affected the ways in which
companies operate. Companies have found themselves being held responsible by
society at large for matters that traditionally belonged to the realm of nation states.
Non-economical themes that before could easily be disregarded when making
business decisions have now become entangled with the day-to-day running of
companies. This has pressured entrepreneurs of business families to run their
companies more economically and rationally. The focus of this report is to bring
together two major responsibilities that is transparency and operations.
Conceptual Framework
80
pioneered the development of economic value added (EVA), a financial
measurement for real economic value. These studies assert that EVA stands well
out in the crowd as the single best measure of value creation for an organization on
a continuous basis. This notion is also supported by Ward and Price (2008).
Subsequent to the establishment of EVA, many studies have reported the different
uses and adoptions of EVA; these studies are reflected in the work of Sharma and
Kumar (2010). Shareholders always expect business executives to create real
economic value and wealth for their organisations, and accordingly, compensate
these executives based on the economic value that has been created. Economic
value added (EVA) is regarded as the true measure of economic value and has since
been utilised as a tool for executives’ compensation. Inherent to compensating
executives on EVA, is the underlying assumption that executives were selected on
their ability to create value.
Capital represents the operational capital of the company and it is calculated as the
sum between the need of operational working capital (operational NFR =
operational current assets – current liabilities without interest) and the net value of
the tangible assets (tangible assets value – depreciation).
In the ’80s and ’90s several indicators appeared which reflected the value creation
process. Some of the most known indicators are: TSR, EVA, MVA, SVA, CVA and
CFROI.
Corporate Social Responsibility (CSR) is not a new concept; it was first coined in the
scientific literature by Bowen in 1953.
He described CSR as follows: "it refers to the bond of the businessmen to pursue
those politics, to make those decisions, or to follow those lines of actions which are
desirable in terms of the objectives and values of society" (Bowen, 1953).
However, it took until 1967 before the company was included in the concept of
CSR. This was a key development, which allowed the company to use
responsibility issues in business (Falck & Heblich, 2007). Increased globalization
has also increased competition and therefore companies try to create competitive
advantage by taking greater responsibility. It is no longer enough for companies to
have the best products and the best service. Instead values and responsibility have
become increasingly important elements of competition which means that it has
recently become fashionable for companies to work with CSR (Burke & Hodgson,
s1996). In recent years, there has been increased consensus that corporate social
responsibility (CSR) is significant for the sustainable development of companies
and society as a whole. CSR is increasingly incorporated into mission statements
and prioritized in strategic configurations of modern organizations (Mersereau and
Mottis 2011; Bennett and James 1998). According to a 2009 survey conducted on
Fortune 500 firms, CSR is becoming an increasingly prominent and accepted part of
the corporate strategy agenda.
81
Sir Adrien Cadbury defined Corporate Governance as a system by which
companies are directed and controlled. Boards of Directors are responsible for the
governance of their companies. The role of shareholders’ in governance is to
appoint the directors and the auditors and to satisfy themselves that an appropriate
governance structure is in place. This definition stresses the leadership role of the
board. Corporate Governance provides the structure for defining, implementing
and monitoring the company’s goals and objectives and ensuring accountability to
its shareholders and investors. Thus, the directors perform the stewardship role
and are the guardians of the company’s assets and have been delegated the
authority by the shareowners to act on their behalf. A study which combined all the
corporate governance parameters into combined index has concluded that better
governed firms are relatively more profitable, more valuable and pay out more
cash to their shareholders.
i) Mandatory
ii) Non‐mandatory parameters,
iii) Parameters based on Voluntary Guidelines announced by the Ministry of
Corporate
Affairs in 2009 and
iv) Parameters which went Beyond Compliance and covered the company’s
practices aimed at creating value for its other stakeholders like employees,
customers, suppliers and Society at large. These included HR development and
training, quality improvement programs, health and safety related initiatives and
environment protection measures.
LITERATURE REVIEW
Ameels, Anne (2008) found that EVA is relevant in today’s context as these are the
economic performance measures, which tell us as to how much in real sense the
companies have created wealth for its stakeholders, and also as to how efficiently
they are utilizing the capital rose from different stakeholders. If a company is
82
creating positive EVA and MVA then it should be working in synchronization with
corporate social responsibility.
Goldberg, (2009) In order to solve the image of CSR as ‘the failing discipline’, it
needs to be able to relate to structural conditions, such as globalisation, political-
economic institutions and power relations.
Carroll, 1991; Jones et al., (2009) CSR is a company's commitment to responsible for
any negative effects caused by the operation of the company. CSR has four
dimensions, namely, economic, legal, ethical, and philanthropic, but in its
development, CSR is often only understood partially only confined to community
development and environmental protection activities.
Laffer et al. (2004) found that CSR is positively correlated with business
profitability is not true. A number of surveys have been conducted in India to
understand what corporate social responsibility (CSR) means in the Indian context,
what the expectations of different stakeholders are and the drivers and barriers to
adoption of CSR initiatives. Centre for Corporate Research and Training (2001-
2002) surveyed, through a structured questionnaire, 50 companies included in the
NSE NIFTY Index. Result showed that about 57 percent of companies in the sample
have a formally adopted ethics code. One third of the companies do not have a
formally adopted code, while for 10 percent of the companies the information is not
available.Wigley, (2008) shown that knowledge of companies’ CSR activities
positively affected both attitude and purchase intent of consumers. If the company
depicted the clear picture of information about the company, then obviously the
company’s corporate image enhance.
Mittal et al. (2008) explored the link between good financial performance measure
and other indicators of corporate responsibility to found relationship between CSR
and company’s profitability. Corporate social responsibility is also one of the
83
performance measures. Arevalo and Aravind (2011) found that the CSR approach
most favoured by Indian firms is the stakeholder approach. Most significant
obstacles to CSR implementation are those related to lack of resources, followed by
those related to the complexity and difficulty of implementing CSR.
Pal and Sura, (2007) reviewed 25 empirical studies published in various journals
related to relationship of EVA and stock returns. They have only reviewed the
results of the studies and have not considered other issues prevalent in EVA
research such as EVA-MVA relationship.
1. To compute EVA
2. To tabulate the data of finance Variable and CSR
3. To establish the relation between EVA and CSR.
RESEARCH METHODOLOGY
The study was causal and analytical in nature in this study used secondary data.
The population of the company was all the biz, family companies listed in NSE
from 2009-2013. The sample element was the individual family group.
The secondary data was collected from the individual sites of firms listed in NSE
for computing EVA. And for collecting the responses CSR the components of
mandatory and non mandatory parameter was computed as binary
representation. If the parameter were present in the company then the qualitative
value was yes and binary representation was 1 and the vice versa then qualitative
value was no and binary representation was zero.
Table 1: Regression Analysis For Evaluating The Linkage Between Eva And Csr
For The Year 2009
84
Significance .273a .273a .273a .273a .273a .273a .273a .273a
Value of T -.543 .038 258 808. 1.745 1.222. .1.270 1.756
Significance 60.2% 97.0% 43.8% 12..2% 6.1% 25.5% 17.7% 4.9%
R square .609 .609 .593 .593 .593 .593 .593 .593
Table 2: Regression Analysis for evaluating the linkage between EVA and CSR
FOR THE YEAR 2010
Table 3: Regression Analysis for evaluating the linkage between EVA and CSR
FOR THE YEAR 2011
Table 4: Regression Analysis for evaluating the linkage between EVA and CSR
FOR THE YEAR 2012
MP1 Discloser
MP2 CEO certification
Non- Mandatory Independent Variable
85
NMP5 TRAINING OF BOARD MEMBERS (independent variable)
NMP6 EVALUATION OF NON-EXECUTIVE BOAED MEMBERS
(independent variable)
Dependent Variable
The multiple regressions are applied between independent and dependent variable.
Board of director (independent variable), Audit committee (independent variable),
Subsidiaries Company (independent variable), Discloser (independent variable),
CEO certification (independent variable), TENURE OF INDEPENDENT
DIRECTORS (independent variable), Remuneration committee (independent
variable), DECLARATION OF HALF YEARLY FINANCIAL PERFORMNCE
(independent variable), REGIME OF UNQUALIFIED FINANCIAL STATEMENT
(independent variable), TRAINING OF BOARD MEMBERS (independent variable),
EVALUATION OF NON, EXECUTIVE BOAED MEMBERS (independent variable),
WHISTLE BLOWER POLICY are taken as independent variables and Economic
Value Added is taken as dependent variable.
The r2 value for the year 2009 for mandatory parameter was found to be .609
indicating that both the independent variables taken together explain only 60% of
the total variance in the dependent variable i.e. EVA. The goodness of fit for the
model is tested by using ANOVA and the F-value is 1.555 which is significant at
27.3% level of significance, indicating that the model does not has high fit. Hence
the null hypothesis that “Corporate Social Responsibility does not has impact on
EVA” is accepted.
The r2 value for the year 2009 for NON - mandatory parameter was found to be
.593 indicating that both the independent variables taken together explain only
59.3% of the total variance in the dependent variable i.e. EVA. The goodness of fit
for the model is tested by using ANOVA and the F-value is 2.427 which is
significant at 27.3% level of significance, indicating that the model does not has
high fit. Hence the null hypothesis that “Corporate Social Responsibility does not
has impact on EVA” is accepted.
Since all the statistics are insignificant and the β value for NMP2 is highest among
the all independent variable in mandatory and non mandatory parameter shows
that NMP2 is dominant parameter. The contribution of individual independent
variables is evaluated through computation of β and was tested for significance
using t-test.
The r2 value for the year 2010 for mandatory parameter was found to be .161
indicating that both the independent variables taken together explain only 16.1%
86
of the total variance in the dependent variable i.e. EVA. The goodness of fit for the
model is tested by using ANOVA and the F-value is 1.339 which is significant at
29.4% level of significance, indicating that the model does not has high fit. Hence
the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY does not have
impact on EVA” is accepted.
The r2 value for the year 2010 for NON - mandatory parameter was found to be
.466 indicating that both the independent variables taken together explain only
46.6% of the total variance in the dependent variable i.e. EVA. The goodness of fit
for the model is tested by using ANOVA and the F-value is 1.453 which is
significant at 28.3% level of significance, indicating that the model does not has
high fit. Hence the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY
does not have impact on EVA” is accepted.
Since all the statistics are insignificant and the β value for NMP2 is highest among
the all independent variable in mandatory and non mandatory parameter shows
that NMP2 is dominant parameter. The contribution of individual independent
variables is evaluated through computation of β and was tested for significance
using t-test.
The r2 value for the year 2011 for mandatory parameter was found to be .219
indicating that both the independent variables taken together explain only 21.9%
of the total variance in the dependent variable i.e. EVA. The goodness of fit for the
model is tested by using ANOVA and the F-value is 1.959 which is significant at
17.8% level of significance, indicating that the model does not has high fit. Hence
the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY does not have
impact on EVA” is accepted.
The r2 value for the year 2011 for NON - mandatory parameter was found to be
.493 indicating that both the independent variables taken together explain only
49.3% of the total variance in the dependent variable i.e. EVA. The goodness of fit
for the model is tested by using ANOVA and the F-value is 1.632 which is
significant at 23.8% level of significance, indicating that the model does not has
high fit. Hence the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY
does not have impact on EVA” is accepted.
SINCE all the statistics are insignificant and the β value for NMP3 is highest
among the all independent variable in mandatory and non mandatory parameter
shows that NMP3 is dominant parameter. The contribution of individual
independent variables is evaluated through computation of β and was tested for
significance using t-test.
The r2 value for the year 2012 for mandatory parameter was found to be .238
indicating that both the independent variables taken together explain only 23.8%
of the total variance in the dependent variable i.e. EVA. The goodness of fit for the
87
model is tested by using ANOVA and the F-value is 2.184 which is significant at
14.8% level of significance, indicating that the model does not has high fit. Hence
the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY does not have
impact on EVA” is accepted.
The r2 value for the year 2012 for NON - mandatory parameter was found to be
.238 indicating that both the independent variables taken together explain only
23.8% of the total variance in the dependent variable i.e. EVA. The goodness of fit
for the model is tested by using ANOVA and the F-value is 1.228 which is
significant at 34.7% level of significance, indicating that the model does not has
high fit. Hence the null hypothesis that “CORPORATE SOCIAL RESPONSIBILITY
does not have impact on EVA” is accepted. Since, all the statistics are insignificant
and the β value for NMP3 is highest among the all independent variable in
mandatory and non mandatory parameter shows that NMP3 is dominant
parameter. The contribution of individual independent variables is evaluated
through computation of β and was tested for significance using t-test.
1) It must be considered that the present study covers only 43 companies that
are listed in the NSE for the last 5 years.
2) The study is related to five financial years only namely, 2009-2010, 2010-2011,
2011-2012, 2012-2013 spanning 60 months. The time period of the study could
be increased.
3) Since huge volume of data to be analyzed, the research included only a few
selected companies that ensure data availability for all the five year period
ensuring randomness. The number of companies can be increased.
4) Only NSE 50 companies are analyzed. For wide study, different indices can
also be included.
5) Apart from family owned biz houses the researchers may replicate the same
study by doing cross sectional analysis.
CONCLUSION
This study has tested empirically linkage between EVA and CSR through Linear
model. The Linear regression was applied between the EVA and CSR and multiple
regression was applied between the determinants of EVA (operating profit,
depreciation, gross profit, LIFO adjustment, taxes, NOPAT, debt, equity, operating
leverage, financial leverage, combined leverage, capital structure) t. The results of
linear regression disclose that the company’s CSR affect the EVA to a great extend.
There is a significant relationship between the EVA and the corporate social
responsibility on the basis of the data taken from the last five years. The results of
multiple regressions, which were applied between the determinants of EVA and
CSR, disclose that there is no significant relationship between the EVA and CSR. In
India financial managers typically view CSR play as an important part to manage
EVA.
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1. Abernethy, M. A., and A. M. Lillis. (1995). the impact of manufacturing flexibility on
management control system design. Accounting, Organizations and Society 20 (4):241-258.
88
2. Bennett, M., and P. James, eds. (1998). The Green Bottom Line: Environmental Accounting for
Management. Sheffield: Greenleaf Publishers.
3. Bisbe, J., and D. Otley. (2004), the effects of the interactive use of management control
systems on product innovation. Accounting, Organizations and Society 29 (8):709-737.
4. Burksaitiene D (2009). Measurement of value creation: Economic value added and net
present value. Econ. Manage, 14: 709-714.
5. Goldberg SR (1999). Economic value added: A better measure for performance and
compensation? J. Corp. Account. Finan., 11(1): 55-67.
6. Mersereau, A. and N. Mottis. (2011). Corporate social responsibility and management
control: ESSEC Working Paper
7. Morard B, Balu F (2009). Developing a practical model for calculating the economic
value added. Econ. Comput. Econ. Cybern. Stud. Res., 43(3): 1-16.
8. Porter, M. E., and M. R. Kramer. (2006). Strategy and Society: The Link between
Competitive Advantage and Corporate Social Responsibility. Harvard Business Review 84
(12):78-93.
9. Sharma AK, Kumar S (2010). Economic value added (EVA) - literature review and
relevant issues. Int. J. Econ. Finan., 2(2): 200-220.
10. Simons, R. (1991), Strategic orientation and top management attention to control
systems. Strategic Management Journal 12 (1):49-62.
11. Stern J, Stewart GB, Chew DH (1991). The EVA financial management system. J. Appl.
Corp. Finan, 4(2): 32-46.
12. Stewart G (1991). The quest for value. New York: HarperCollins Publishers.
13. Stewart G (1994). EVA: Fact and fantasy. J. Appl. Corp. Finan, 7(2): 71-84.
14. Tuomela, T.-S. (2005). the interplay of different levers of control: A case study of
introducing a new performance measurement system. Management Accounting Research
16 (3):293-320.
15. Wigley, S. (2008), ‘‘Gauging consumers’ responses to CSR activities: does increased
awareness make cents?’’, Public Relations Review, Vol. 34 No. 3, pp. 306-308.
16. Yao LJ, Sutton SG, Chan SH (2009). Wealth creation from information technology
investments using the EVA. J. Comp. Inform. Syst., 50(2): 42-48.
17. Young D, O'Byrne S (2000). EVA and value-based management. New York: McGraw-
Hill.
18. Young S (2010). Creating value with EVA. Retrieved September, (17, 2010), from
www.qfinance.com.
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11
Role Perceptions and Job Satisfaction of Management
College Faculty
Swapna Nigam
Research Scholar, Jiwaji University, Gwalior (M.P.)
Dr. R. C. Gupta
Professor & Head Management, M.L.B. Govt. College of Excellence, Gwalior.
ABSTRACT
This study examines the role perceptions of full-time faculty members at a community
college, including role conflicts and levels of job satisfaction. The result indicated no
significant gender differences on any scale, and the only significant ethnic difference was
obtained in role conflict. The details are discussed in the paper.
INTRODUCTION
According to role theory (Sarbin & Allen, 1969), it is likely that faculty members’
role perceptions affect their teaching styles and, consequently, effectiveness of
teaching. Given the increasing numbers of women and minority students,
particularly at the community college level, and the need for women and minority
faculty, it is appropriate to explore the perceived professional roles of faculty at
these institutions. Very little quantitative or qualitative research has been done to
investigate community college faculty (Thomas & Asunka, 1995). Thus, it is helpful
to understand how community college faculty members view their respective roles
and responsibilities in order to meet their own needs and the needs of the college
and its students (Toman, 1995). Role perceptions often influence faculty
performance in their duties as educators. If professional roles are socially
constructed, then the institution, students, colleagues and discipline should have a
transactional influence on the roles of community college faculty. The results of this
study contribute insight into the role perceptions, expectations, conflicts, and
satisfactions within community college teaching, and the effects of gender and
ethnicity.
Currently, more is known about the status of students than about the status of
faculty in American colleges and universities (Altbach & Lomotey, 1991). Also, it
has been projected that whereas student enrollment in higher education will
increase in the coming decade, there will be a decline in the availability of faculty,
especially those from minority groups (Hudson Institute, 1990). The combination of
the limited knowledge about faculty in higher education and the projected shortage
90
in their availability call for more studies of faculty in American colleges and
universities.
Research on minority faculty role issues began in the 1980s with Payne (1985) who
examined the role perceptions of African American faculty in higher education and
found no significant differences in minority perceptions of their roles. Swoboda
(1990) found opposing results to the Payne study. Minority faculty in this study
reported their role perceptions to be more stressful due to the extra demands
placed on them by their minority status. More recently, Toman (1995) conducted a
qualitative study on role perceptions at one community college and found that
minority faculty often perceive themselves to be role models for minority students
and invest themselves in student progress in ways that exceed the contractual
obligations of the institution. The excessive demands were perceived to be
necessary and stressful, yet rewarding depending on student success. Lastly,
Thomas & Asunka (1995) found that women and minority faculty at a
predominantly white institution felt relatively good about their jobs.
This study will extend these prior efforts first by combining quantitative and
qualitative methodologies, and second by focusing on the perceived roles of
women and minority faculty. Furthermore, examining the role expectations of
women and minority faculty has even greater relevance at a community college
where women and minority faculty serve the needs of a student population that is
both largely female and minority.
METHODOLOGY
The Faculty Survey for this study was adapted from three pre-existing scales: the
first eight items of the survey collected demographic information: gender, ethnicity,
age, educational level, years of teaching experience at the college/university level,
number of classes taught per semester, instructional area, and percentage of time
spent in teaching, advising, administration, committees, and other job-related
responsibilities. Items 9-37 were taken from Rizzo, House, and Lirtzman’s Role
Ambiguity and Role Conflict Scales (1970); items 38-55, from Koeske & Koeske’s Job
Satisfaction Scale (1993); and items 56-75, a satisfaction scale taken from the Purdue
Teacher Opinionnaire by Bentley & Rempel (1980). Thus, the Faculty Survey used
in this study was a 75-item questionnaire comprised of three scales measuring role
conflict and ambiguity, general job satisfaction, and teaching satisfaction.
In addition to the Faculty Survey, four focus groups were conducted to gather more
descriptive and specific information from faculty members on their role
perceptions. Participating faculty members were asked to provide information on
how they view their roles, their levels of job satisfaction, and their respective coping
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mechanisms to resolve any role conflicts. A research assistant was utilized for data
analysis of the transcripts. Audiotapes and transcripts were reviewed by the
researcher and the assistant to insure compatible interpretations of data. Focus
groups were based on ethnicity (white, black) and gender (male, female) for a total
of four groups, each consisting of four to six members. The duration of the groups
was approximately one hour and took place in conference rooms on campus during
the day. Questions for the focus groups were semi-structured and all groups
received the same questions. Questions were followed up with probing and
encouraged discussion of issues.
1) How do you generally feel about the work you do as faculty members?
2) What provides you with the most satisfaction in your job?
3) What kinds of dissatisfactions/frustrations do you experience in your job?
4) What kinds of things do you do to resolve your frustrations?
5) Do you perceive your job responsibilities to be different than that of other faculty
members? If so, how are they different?
ANALYSIS OF DATA
RESULTS
First Hypothesis
The first hypothesis contends that women and minority faculty will have different
role perceptions at the community college. Results from the survey did not support
any differences between genders across the three scales (role conflict, job
satisfaction, teaching satisfaction); however, significant differences were found
among ethnic groups on the role conflict scale. The focus groups yielded different
but supporting evidence of this hypothesis. White males did not perceive any
gender or ethnic differences in faculty roles while both black males and white
females did. Black females reported similar perceptions to that of white males; that
is, there were no perceived differences in roles.
Second Hypothesis
The second hypothesis in this study contends that the different role perceptions of
women and minority faculty lead to greater role conflict within these faculty
members. Results from the survey revealed no significant differences between
genders, with the means and standard deviations being almost identical (males =
119.87/15.57, females = 119.22/14.27), thus this hypothesis was not supported.
However, the survey revealed significant differences in role conflict among all
ethnic groups except for Blacks and American Indians at the .05 level. Asians,
Hispanics, and whites reported the highest levels of role conflict, respectively, with
Blacks and American Indians reporting the lowest. The black male and white
female focus groups reported greater levels of role conflict while black females and
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white males reported lower and equal levels. Thus, the quantitative and qualitative
data produced discrepant results for this hypothesis.
Third Hypothesis
The third hypothesis states that the perceived levels of stress due to role conflict
will be viewed negatively by some faculty members and positively by others. This
hypothesis was wholeheartedly supported by the responses generated by the focus
group members. Given the reported role conflict issues of the individual faculty
members in the focus groups, some faculty members embraced their respective
frustrations as a challenge and worked within the limits the job imposed upon them
while others reported their frustrations within a more helpless and continual state
of stress. For example, one positive view of role-conflict-related stress is reported
by one white male faculty member (Joe) who is verbalizing his concerns with
student retention:
I recognize that not everybody here is going to make it but that still doesn’t make it
easy when they don’t. They commit a form of suicide when they don’t get an
education, by not preparing themselves to make the most of the life that they have
and that’s depressing. But I try to recognize the fact that it is their decision. I have
to live with that and I can't change it no matter how bad I may feel for them. And
the fact that my life isn't based, in terms of my satisfaction, on whether everyone
succeeds or fails, that I have other things I've done in my life that are also
meaningful -- those things are uplifting. And again, the one person who calls you
up once a year and says, "I did this," often is enough to compensate for the 30 who
in the same class who did nothing. So, you take a small amount of satisfaction and
you stretch it a long way.
A black female group member (Diana) stated with regard to her frustration with
the same issue:
There’s a lot of dissatisfaction here, but there’s a lot of time to try to be creative; so
that you can be more proactive in what you’re doing? Just because of the minority
population on this campus. So as a result of that we’re not going to be sitting there,
being frustrated. I’m sitting here trying to be creative and thinking of ways to keep
students in the mainstream and to keep them challenged so that they will complete
what they’ve set their mind to do.
Conversely, one white female group member (Gina) verbalizes her negative
perception of job stress in this statement:
“I feel frustrated that students come and go so quickly. So I try to get to know them
as well as I can in the time that they’re here, but there’s not a whole lot you can do.
That’s the structure of the community college system. That’s just one of the
unfortunate things you have to get used to.”
Fourth Hypothesis
The fourth hypothesis contends that women and minority faculty will report lower
levels of job satisfaction than other faculty. Survey results revealed no significant
differences between genders, and in fact the mean of the women is slightly higher
(males = 88.49, females = 92.13), indicating slightly higher levels of job satisfaction.
No significant differences were found among ethnic groups on the job satisfaction
scale. In fact, Asians reported the highest levels of job satisfaction (mean = 103.50),
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with Blacks, Whites, Hispanics, and Native Americans following (means = 97.83,
90.35, 88.75, and 71.00). Thus, the results from the survey do not support this
hypothesis. Similarly, the focus groups did not seem to differ in their overall
reported levels of job satisfaction. All of the faculty members interviewed reported
being very satisfied in their respective positions. However, the reported frustrations
and dissatisfactions were more numerous and lengthy for the black male and white
female groups. Apparently, these groups are experiencing greater amounts of role
conflict in terms of the demands of the job, lack of personal time, and institutional
racism and sexism. The overall responses of the white male and black female
groups were more positive and similar.
It is notable that, in many areas, the quantitative and qualitative data from this
study present conflicting results. Based on the analysis of the survey data, no
significant gender differences were obtained on any scale, and the only significant
ethnic difference was obtained in role conflict. However, as indicated earlier, the
limited participation of minority respondents makes it difficult to warrant drawing
a valid inference or conclusion from the findings of this study for minority
populations. Conversely, the focus groups generated data that was rich with
perceived differences in roles.
In this specific study, significant findings were limited to the qualitative data of the
focus groups, which may or may not reflect the perceptions of the larger
populations. With this in mind, the primary conclusion drawn from this study is
that the faculty at this particular community college are generally satisfied with
their roles. Those faculty members who responded to the study were, in general,
comfortable with their perceptions of themselves as teachers and also believed that
they played an important role in helping students to reach their academic and
personal goals. Their respective levels of satisfaction were largely determined by
their perceptions of their students’ academic successes and failures. Faculty
members enjoy teaching and supporting students in their efforts, and the feedback
they receive from students ultimately helps faculty members determine their levels
of job satisfaction. Thus, student interaction becomes the primary resource for
determining faculty job satisfaction.
A second major finding of this study, which deserves attention, is that race and
gender do interact and have an impact on faculty perceptions of roles. In fact, at
this institution there is evidence that the white male faculty members have more in
common with the black female faculty members, and the black male faculty
members have more in common with the white female faculty members in terms of
the perceptions of their respective roles.
In keeping with previous research, the faculty members at this institution reported
that the goal of the community college is different than that of four-year institutions
in higher education. Most faculty see their work as providing educational
opportunities for disadvantaged students; thus they derive satisfaction from the
successes of these students. In each of the four groups, members expressed a great
deal of concern and perceived responsibility for their students’ achievement. As
94
they generally stated, many of the students were there in a non traditional sense
seeking a second chance at obtaining an education or attempting to gain an
education under circumstances that were difficult or non traditional. At this
college, students are generally perceived as being too numerous and under-
prepared. As expected, faculty become frustrated with their lack of success in such
an institution which is intended to provide an avenue for these students to become
successful. Due to the feelings of frustration experienced by these faculties, many
become detached from taking personal responsibility for student failures, while
others assume additional responsibility for the success of these students, resulting
in additional stress and role conflict for those faculties.
With the exception of the white males, all other groups reported taking the
initiative to meet student needs beyond the scope of their assigned duties. This
agrees with previous findings and has been called the ethno-humanist role
(Lomotey, 1994). In fact, the faculty members at this college have mentioned
sacrificing personal time, professional time, and money to meet student needs. In
particular, black males discussed at length their strategies for connecting with and
helping black male students, whom they see as struggling with similar issues
within the institution.
Lastly, the results of this study agree strongly with Swoboda’s (1990) in which
minority faculty were expected to carry disproportionately high teaching, advising,
and service loads; they were often victims of racism or sexism; and they felt cut off
from a range of networks and supportive services. In particular, black male and
white female faculty members reported having these same difficulties in this study.
Black male faculty members spoke at length about institutional racism, higher
service loads, and lack of network with other minority faculty and minority
students. White female faculty members discussed institutional sexism and lack of
personal time due to high teaching demands and lack of administrative support.
Interestingly, black female faculty members also mentioned some of these issues
subtly but did not report them to be stressful or conflicting in their respective roles.
In general, based on the findings of this study, the faculty members at this
institution were satisfied with their jobs and their perception of their individual
roles. The survey did not demonstrate significant race and gender differences in the
role conflict or job satisfaction domains. The focus group interviews did not differ
from the survey with regards to job satisfaction; however, they revealed differences
in the role conflict domain.
95
Specifically, white male faculty reported frustration with regards to student
retention, while black males reported frustration in the lack of minority faculty at
the college and a lack of community with black male students. White females
reported frustrations in the areas of student retention and lack of time/support
services while black females report frustration primarily in the area of lack of
funding. The white male and black female groups did not perceive their roles to be
different than other groups while the black male and white female groups
perceived role differences based on race or gender.
The results of this study clearly call for further investigation of these respective
gender/minority groups and the perceived differences among them in the realm of
higher education. A more in-depth study of other groups who were not
represented in the qualitative aspect of this study is also warranted.
Minority response for this study was very low as should be anticipated at any
institution that is composed of a limited minority representation. It is quite possible
that members of minority groups who are in a position where their representation
is very limited would not be comfortable in responding to surveys or interviews
concerning their jobs, particularly if they do not perceive a feeling of security
within that job. With this in mind, research in this area may be severely limited if it
does not tap the very subjects who potentially exhibit the highest levels of role
conflict and/or lower levels of job satisfaction.
With regards to the problem of student retention, all groups interviewed, with the
exception of black females, reported concern and frustration in this area. The low
rate of student retention is an unfortunate reality at the community college. The
open admissions system at community colleges yields an influx of large numbers of
students with varied backgrounds. This, in itself, has the potential for an increase in
the likelihood of teacher and student failures, thus resulting in low retention rate.
Due to this dilemma, support should be given to faculty members (especially new
faculty) on how to accommodate this norm into their personal definitions of job
satisfaction and success. Also, the faculty and administration should be encouraged
to develop a mentoring system within the respective departments. This would
enable both the faculty members and students to benefit from the emotional and
academic support needed to enhance the pursuit of academic and personal goals.
The equality in the proportion of male and female faculty members at this college
may have attenuated any potential significant gender differences in the results of
this particular study. In institutions where there are adequate or proportional
96
representations of minority groups (race or gender), there is greater opportunity for
equality of responses. In fact, for this study, more women (103) responded to the
survey than men (74). Future research should investigate differences between
institutions that possess equal representation of minority groups and institutions
which consist of a more sparse minority representation. Such an investigation
would allow researchers to determine the impact that group size has on the job-
related variables such as role conflict and job satisfaction. It would also be
interesting to investigate these differences at the four-year institutional level.
Also, recommendations for future research include further work with broader
based populations of teachers in higher education. Conceivably, more experienced
instructors have different needs and expectations than do their less experienced
colleagues. It would be valuable to determine if the processes leading to job
satisfaction are similar or different for teachers beginning their careers, at the
middle of their careers, or at the end of their careers.
Because many of the role perceptions of this study were affected by race and
gender interactions, it is important to take into account these factors in faculty
members' induction into higher education. All of the focus groups in this study
mentioned a concern with a lack of administrative support. Thus, improving
communication between faculty members and administrators might be a way to
facilitate the college’s educational goals. Teaching administrators how to learn and
meet the needs of the minority groups of faculty in the college could prove to be of
great benefit. Concerns should focus on how such needs differ across race and
gender groups, and how administrative actions or college policies affect these
different groups.
According to the data, differing role perceptions were discovered to exist among
faculty members. The variance in role perceptions was based on the gender and
race of the faculty members who participated in the study; however, the clarity of
how these role perceptions relate to levels of job satisfaction is ambiguous. Based
on the results of this study, the relationship between role conflict and job
satisfaction is inconclusive. Those faculty members who reported experiencing
greater role conflict and, subsequently, more stress, nevertheless seemed to be
satisfied in their roles. In fact, in accordance with previous research, the findings of
this study may suggest that greater stress could conceivably motivate certain
faculty members to embrace the challenge of their roles, or indeed, that stress may
not be the significant factor in determining job satisfaction. The data from this
study contributes to a better understanding of the role conflict construct,
particularly as it relates to job satisfaction.
Lastly, the results from this study support the need for combining qualitative and
quantitative methodologies. The previous, more in-depth, quantitative studies may
be missing valuable data that the qualitative interviews of this study are extracting,
particularly in institutions where the numbers of minority faculty are limited. Also,
within an institution such as this one, which accommodates a greater number of
minority students, job satisfaction becomes a critical issue to examine since the
efficiency of student education is affected. Satisfied faculty will undoubtedly
respond in a more effective manner to the needs of their students, as well as to the
needs of the institution, and to other faculty members.
97
REFERENCES
98
12
Effect of Role Stress on Job Satisfaction in
Banking Sector
Chanda Gulati
Assistant Professor, Prestige Institute of Management, Gwalior
Ankit Parashar
Student, Prestige Institute of Management, Gwalior
ABSTRACT
In past, banking sector has traditionally operated in a stable environment. Time to time
there were lots of development, changes, improvement on its technological front creating
high competition within the banks. The current research examines the relationship between
role stress and job satisfaction within the banking sector in Gwalior region. The data were
collected from 250 bank employees. The result indicated the significant cause and effect
relationships between role stress and job satisfaction.
INTRODUCTION
The word ‘Stress’ refers to a state of deviation from normal state due to unplanned
work process resulting into failures and non-accomplishment of goals. According
to Douglas [1980], stress is defined as any situation that places special physical or
psychological demand upon a person. Role stress is a negative consequence of role
stressors, which places special demands on a person. In modern living stress is
unavoidable. Stress is a condition of tension that has a direct deal on emotions,
thought process and physical conditions of a person. Stress experienced by one
employee can affect the safety of other employees. It has psychologically and
physiologically damaging for any organization.
Job satisfaction is a term used to describe how content an individual is with their
job. Job Satisfaction also refers to the employee’s general attitude towards his job.
According to Locke (1976), a positive emotional state that resulting from anyone
appraisal of job or job experience is Job Satisfaction. According to Herzberg,
intrinsic factors are those factors which are connected to internal satisfaction which
are also treated as motivators and satisfiers. According to Robbins and Sanghi
(2006), ‘Role stress is a collection of feelings that an individual carries toward one
job’.
Relation between job satisfaction and role stress has been well defined in as a
negative one by many researchers. Role stress is when low levels of job satisfaction.
Many researchers have studied the relationship between job satisfaction and role
stress and have found that role stress is significantly and negatively related to job
satisfaction.
In the role theory, an individual’s role stress divided into many types such as role
conflict and role ambiguity (Ho et al., 2009) etc. Role conflict relates to a type of role
99
demand when two or more sets of role pressures exist in an individual’s workplace,
and fulfillment with one role would make fulfillment with another difficult.
(Jawahar et al., 2007). While Role ambiguity refers to role lacking information
concerning duties, powers, authority and to perform one’s role (Bashir and Ramay,
2010). Ambiguity or role conflict will result in an undesirable situation in the
organization.
REVIEW OF LITERATURE
Selye, (1974) defined Stress as a stimulus that triggers psychological or physical
stress reactions, such as cardio-vascular or anxiety problems. Stress is a specific
physical and psychological reaction to acute or enduring demands. Kahn and
Quinn, (1970) “stress was the outcome of fact of the assigned work role that caused
harmful effect for individual. Occupational stress considered as harmful factor of
the work environment.” Jayashree, R. (2010) elaborated that stress caused when a
person is subjected to extreme expectations, unusual situations, pressures or
demands that are difficult to handle. Sharma,( 2007) explained Burnout as a state of
mental, physical and emotional exhaustion, usually resulting from chronic and
persistent stress. Halkos and Bousinakis, (2010) Job stress always be seen as an
unpleasant emotional situation that employee experience when the need of work
either related or not related cannot be counter balance with the ability to resolve
them. Caplan et al., (1964) found that the presence of supportive peer groups and
supportive relationships with supervisors are negatively correlated with Role
Conflict.
Hendel & Horn, (2008) explained the subjective nature of stress, and stating it
involves the employee's active interpretation of his objective circumstances.
Potential stressors are not inherently severe or negative; individual differences in
cognitive appraisal and coping style allow for the same stressor to be experienced
by some as challenge and by others as hindrance. Beheshtifar, et al. (2011)
considered stress to be an individual's internal response to stressors and is
characterized by arousal and displeasure. There were five sources of stress: (1)
intrinsic to the job, (2) role in the organization, (3) career development, (4)
relationships at work, and (5) organizational structure and climate.
Piko, 2006; Chang, et al., (2009). There were three types of RS (1) role ambiguity, (2)
role conflict, (3) role overload. Role Conflict (RC) had been defined as the
simultaneous occurrence of two (or more than two) groups of pressures such that
compliance with one would make more difficult compliance with the other. Role
Ambiguity (RA) had been defined as the degree of vagueness, ambiguity, or un
clarity in desired expectations that creates difficulties for a person to fulfill
requirements. RA occurs when a person does not have access to sufficient
information to perform his role as a service employee adequately. Role Overload
(RO) as the extent to which time and resources prove inadequate to meet
expectations of commitments and obligations to fulfill a role. Ahsan et al. (2009)
conducted a study which investigated the relationship between job satisfaction and
job stress. The determinants of job stress were examined under this study include,
performance pressure, a management role in the organization, pressure of
extensive work, relationship with different people in the organization, , homework
interface and role ambiguity. JS is about how employees feel about various aspects
of the job. Judge & Bono, (2001); Best & Thurston, 2004 There were two dimensions
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of JS. They are internal satisfaction and external satisfaction. Internal Satisfaction:
sense of achievement obtained from work, ethical values of the work, the
opportunities to demonstrate abilities, opportunities to provide services. External
Satisfaction: salary, unobstructed channels for promotion, work environment and
equipment.
1. To modify and re-standardize the measures for evaluating role stress and job
satisfaction.
2. To establish cause and effect relationship between Role Stress and Job
Satisfaction.
3. To evaluate the effect of position level on role stress and job satisfaction among
bank employees.
RESEARCH METHODOLOGY
The study is causal in nature and survey was used to complete it. All the employees
of banking sector within Gwalior city region were the considered population.
Individual employee was the sampling element. 250 employees of Banking sector
were taken as the sample size. Non probability purposive sampling method was
used. For the purpose of data collection, a design and re-standardized
questionnaire was utilized. To measure role stress (Gail Kinman & Siobhan Wray,
July 2013, Mohrman et al 1978) and job satisfaction (MSQ (Minnesota Satisfaction
Questionnaire), Weiss, et al. (1967) were used. The measure was Likert-type with a
sensitivity of 5, where the extreme values, namely 1 and 5 representing strongly
disagree and strongly agree respectively.
Reliability Analysis
Cronbach’s Alpha Reliability Coefficient was calculated using PASW 18. The
Cronbach’s Alpha Coefficient represents internal consistency reliability. The results
101
of Cronbach’s Alpha Reliability of all the questionnaires of the study are given
below:
TABLE 1
S. No. Variable Name Cronbach’s Alpha No. of items
1 Role Stress 0.756 21
2 Job Satisfaction 0.732 7
The Cronbach’s Alpha Reliability value for all the measures was higher than 0.7 as
indicated by table above; therefore, all the questionnaires can be considered as
reliable.
Regression Analysis
The result of model summary indicated through R square value which was found
to be 0.213, indicating that 21.3% variance in job satisfaction is explained by role
stress.
TABLE 3: ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 453.839 1 453.839 40.037 .000a
The F value indicates that the model has statistically significant predictive
capability, since it is significant at (F Value= 40.037) .000 level.
TABLE 4: Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients T Sig.
B Std. Error Beta
1 (Constant) 10.091 2.449 4.121 .000
Role Stress .226 .036 .461 6.328 .000
Ho2 - There is no impact of role stress on job satisfaction in regard to position level
TABLE 6: ANOVAc
Model Sum of Squares Df Mean Square F Sig.
1 Regression 453.839 1 453.839 40.037 .000a
Residual 1677.635 148 11.335
Total 2131.473 149
2 Regression 454.591 2 227.296 19.925 .000b
Residual 1676.882 147 11.407
Total 2131.473 149
a. Predictors: (Constant), RoleStress
b. Predictors: (Constant), Rolestress, Positionlevel
c. Dependent Variable: JS
The change in R 2 after introducing the second predicting variable i.e. Position level
does not indicated much difference, as there is no change in R2 value.
TABLE 7: Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) 10.091 2.449 4.121 .000
VAR00001 .226 .036 .461 6.328 .000
2 (Constant) 9.935 2.531 3.926 .000
VAR00001 .226 .036 .462 6.311 .000
VAR00003 .051 .200 .019 .257 .798
The Anova and Coefficient table of Hierarchical regression too showed significant
relationship (p<0.05) between the role stress (β = .462, t=-6.331, p=0.000) and job
satisfaction in both the cases. The Beta value, β=-0.462 indicate that when bank
employees received one standard unit of role stress, job satisfaction will decrease by
0.462standard units. The potential determinant thus, is effecting the job satisfaction
level irrespective of the position. The banking operations are thus posing same
stress at all levels.
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CONCLUSION
In this competitive world, Job satisfaction is a question mark in any sector, and the
banking industry is also have clear indication of the same. This study has resulted
in the standardized and reliable measure to find out the impact of role Stress on job
satisfaction at different position level. In total, 250 respondents participated to
examine the relationship between the independent variables (role stress) and
dependent variable (job satisfaction), indicating a significant effect of role stress on
job satisfaction at all position level.
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13
Effect of Brand Image on customer loyalty with Respect
to Mobile phones
Pranshuman Parashar
Assistant Professor, Prestige Institute of Management, Gwalior
Rohit Kumar
Alumnus, Prestige Institute of Management, Gwalior
Jyoti
Alumna, Prestige Institute of Management, Gwalior
Brahmanand Sharma
Assistant Professor, Prestige Institute of Management, Gwalior
ABSTRACT
In today’s world, people are purchasing mobile phones from different companies which are
providing mobile phones on the basis of different features and specifications. Many times, it
has been observed that customer remain loyal depending upon the image of the brand by
which he/she is purchasing the product. The study is to find out the effect of brand image on
customer loyalty specifically with respect to mobile phones.
INTRODUCTION
Conceptual Framework
Brand Image
Kotler (2001) defined image as the attitude, thought and feelings of person for a
particular thing or object. Roth (1995) defined that the essential part of company’s
marketing program is to sustain brand image and strategy of the brand.
Aaker (1991) who defined that "brand image is stated as a set of associations, which
are organized in some meaningful way". Biel (1992) defined brand image as "a
cluster of associations and attributes that consumers associate to the brand
image name".
Brand image is defined by Keller (1993, p. 3), as "the perceptions about a brand as
reflected by the brand image associations held in consumer memory".
Brand image is often used as an extrinsic cue when consumers are evaluating a
product before purchasing (Zeithaml, 1988; Richardson, Dick and Jain, 1994). Brand
image is an important cue during the process of consumers' purchase decision
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making. Favorable brand information positively influences perceived quality,
perceived value, and consumers' willingness to buy (Dodds, Monroe &Grewal,
1991; Monroe and Krishnan, 1985).
Customer Loyalty
Gremler& Brown (1996), defined the degree to which a customer exhibits repeat
purchasing behavior from a service provider, possesses a positive attitudinal
disposition toward the provider, and considers using only this provider when a
need for this service exists.
Loyalty is developed over a period of time from a consistent record of meeting, and
sometimes even exceeding customer expectations (Teich, 1997).
Kotler et al. (1999), states the cost of attracting a new customer may be five times
the cost of keeping a current customer happy.
Dick and Basu (1994), suggest that loyalty is evidenced both by a more favorable
attitude toward a brand (as compared to other alternatives) and repeat patronage.
Reichheld (2003), states that behavioral loyalty is best manifested in willingness to
recommend and refer a friend or colleague to a particular good and/ or service.
Theattitudinal approach is that customers feel a sense of belonging or commitment
to the good or service.
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REVIEW OF LITERATURE
This study investigated the factors affecting customer loyalty in the context of
Korea’s mobile phone service sector then According to (Seok Lee 2010) in respective
of mobile phone user customer loyalty significantly affected by service quality,
perceived value, and customer satisfaction. Services quality is one of the factors
which affected vary strongly to customer loyalty. Customer satisfaction is also
affected significantly but less than service quality. Perceived value is affected to
customer loyalty but small than two factors.
According to researcher Ogba and Tan (2009), found that brand image of any
product has positive impact on customer loyalty and commitment. This study
finding shows that if image of the product or service is very good and then
customer loyalty is increase and if the image of the product is not very good and
product and service not very renown than loyalty of customer less.
Chadha and Kapoor (2009), test the effect of switching cost, service quality and
customer satisfaction on customer loyalty in cellular services and they found it has
a positive relationship between switching cost, service quality, customer
satisfaction and customer loyalty it means if customer satisfaction is high then
customer loyalty is also high and switching cost or services quality is also affect to
the customer loyalty. In service aspect service provider should maximum quality to
enhance the customer loyalty.
According to Zaman, Bibiet et. al. (2012),study reveals that customer loyalty can be
achieving by improving customer trust, satisfaction, and reputation of firm. Study
shows that firm improves satisfaction of the customer through delivering superior
quality of the service and product and building the image of the firm diverse
practices will escort towards customer loyalty.
Kaur, Soch (2013), conducted a study toidentifying the loyalty drivers to cell phone
operators is extremely important in today’s competitive environment and found
that interrelationship in between customer satisfaction, trust, commitment,
corporate image and two dimensions of loyalty (attitudinal as well as behavioral) in
the context of the cell phone industry in India. Finding support that attitudinal
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loyalty significantly and positively influences behavioral loyalty. Result of the
study also support for customer satisfaction has appositively and significantly
effect on customer trust or loyalty.
Finding of Sum and Hui (2009), study reveals that service quality of salesperson in
empathy dimension has a very strong impact on customer loyalty in Hong Kong
fashion chain stores and tangible dimension has lowest impact on customer loyalty
in Hong Kong’s fashion chain stores. The result also support that the salespersons
service quality in all dimensions has no effect on various price level set by fashion
retailers.
Thuy and Hau(2010), found that we should not depended only gaining customer
loyalty through provide good service we but also pay attention to the personal
values of customer and the personal value of the customer may be different by the
culture. This study further suggests that service industry need to understand our
customer at higher level and take care of their personal value. So the result of this
study reveals that in service industry for getting customer loyalty personal value of
customer is very important.
According to Upamannyu and Mathur (2012), brand image and trust of customer
influence the customer to its extension and moreover if the customer is loyal then
there would be a positive attitude toward the extension of brand the study result
shows that the variable brand trust have no relationship with brand extension
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attitude but other two variable brand image and brand affect were positively
significantly associated with extension attitude. So it means brand image have a
positive and significant effect on customer loyalty.
According to Yin Qi, Zhou et al. (2012) study customer loyalty does not affected
strongly by the customer life time value. This study gives the conclusion that, in the
consumption of mobile data services, customer satisfaction is not a driver of CLV
while customer loyalty is. And in addition this study support that customer
satisfaction does directly influence the customer relation. And this study supports
that culture of the country effect satisfaction and loyalty of the customer.
The study of Kheng, Mahamad et.al. (2010) which is conducted on banking services
reveal that in services industry if the quality of services is improve than the loyalty
of the customer is also enhanced. It means service quality and customer loyalty
both are related in positive manner. The service quality dimensions that play a
significant role in this equation are reliability, empathy, and assurance. The
findings indicate that the overall respondents evaluate the bank positively, but still
there are rooms for improvement.
110
behavior was very stronger of female, youth and those customer who belong from
lower income level group.
The purpose of the study of Alrubaiee and Nazer (2010) is to investigate the impact
of relationship marketing orientation on customer loyalty. The study also aims to
test the impact of demographic variables, in association with relationship
marketing dimensions, on customer loyalty. The result of this study shows that
relationship marketing orientation is significant in explaining the variation in
customer loyalty. This research reveals that there is significant impact of sex
differences on relationship marketing-customer loyalty relationship.
Researcher Hsieh, Kai Li (2008), found that if the brand image of the product is
favorable then public relation perception effect on loyalty is more strong and more
significantly. The different level of brand image acceptance is directly indicated the
impact and effect of public relation perception on customer loyalty. The marketing
relationship dimensions or influence customer loyalty is increasing through the
customer’s perception of public relations.
According to TeTu, Lien Li, and et. al. (2013), the corporate brand image. Is directly
effect on Customer perceived value, customer satisfaction and loyalty and customer
satisfaction significantly affects the customer loyalty, customer perceived value has
a strong impact rather than the loyalty and loyalty only for the sample. And
companies should have a positive brand image to customers, and specifically focus
on those factors in order to build a long-term and mutually profitability
relationships with customers and create loyalty as competitive advantages in the
markets.
According to Arslan and Altuna ( 2010), brand is highly effected the quality and
image perception but brand seems to have a higher general image, product image
and quality perception and the attitude and familiarity, have a less impact on
product brand image after an extension. Infect, familiarity has a negligent but
statistically significant.
Researcher TeTu, Yuh Lin et. al. (2013), the corporate brand image is the factor or
the path that is significantly affects customer commitment and loyalty, and
customer commitment has also a strong impact on customer loyalty for the sample.
According to Carrillat, Harris et.al (2010), the impact of familiar events on less
familiar brands, whereas in the impact of on other less familiar brands. It is possible
111
that less familiar events would have had a lower attitudinal impact due to fewer
salient the prediction that familiar/dissimilar brands will have their image
congruency diminished.
Researcher Burmann, Schaefer et. al. (2007), The corporate brand image is play an
important role for the industry image and both are very important to each other,
and corporate brand image and industry brand image are also connected to each
other. The effect of corporate knowledge is depend on sub sample, that is used for
examine and simplicity of the connection between corporate brand image and
industry image.
Researcher defined Ming Lee, Chi Lee et. al (2011.), The relation between brand
equity and brand image is related to each other and the all the dimensions of brand
equity for the brand with a superior Image that are decrease significantly better
brand image is brand association than adopting average brand image.
According to Koubaa (2008), Brand perception effects by the country of origin, the
effect of different brands on different countries of production. And consumer
perception has direct effected by the brand origin. Brand image are totally
112
multidimensional and structure are different towards differ brands across country
of origin.
Research Methodology
The study was causal in nature and survey method will be used for data collection.
People who purchase mobile phones were treated as the population of this study.
Individual customer who purchases the mobile phone was the element of this
study. Sample size was 150 respondents of this study. Non probability purposive
sampling technique was used for carrying out the current study. The data
wascollected using the self-standardized questionnaire and modified questionnaire
based on You-De Dai (2002),likert type on scale of 1 to 5 where 1 stand for
minimum agreement and 5 stands for maximum agreement. It was used to
compute reliability coefficient to check whether data items measure the variable
they are supposed to measure and that the measures are stable when used for
repeat measurement. It was applied to identify the underlying factors of brand
image and customer loyalty. To find out the impact of gender, age and brand. It
was applied to evaluate the cause and effect relationship between brand image and
customer loyalty.
The PASW statistics 18.0 software was used to compute the reliability in the
current study in respect of Brand image in the area of mobile phone.
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TABLE 2: Reliability Statistics
Cronbach's Alpha N of Items
.772 7
The result of above mentioned table indicates that the value of reliability was found
.772 in the current study which was greater from the slandered value which is .7
hence it is considered that the questionnaire which was chosen to conduct the
current study is reliable. The result is in line of finding of Nunnally (1978)
recommended that instrument used in basic research have reliability of about .7 or
better, therefore, all the item in the questionnaire are reliable.
Kaiser Meyer Olkin measure of sampling adequately indicated KMO value of .774
meaning there by that the sample size was good enough to treat the sampling data
as normally distributed.
Bartlett’s test of Sphericity which tested the null hypothesis that the item to
correlation matrix based on the responses received from respondents for trust was
an identity matrix. Bartlett’s test was evaluated through Chi-square test having Chi-
square value 216.639 which is significant at 0.000 level of significant, indicating that
null hypothesis is rejected. Therefore it is clear that the item to item correlation
matrix is not an identity matrix and the data were suitable for factor analysis.
TABLE 4
Factor Eigen Variances % Variable/ Item converged Factor
Value loading
User friendly 2.474 35.339 (1)Positive feelings .638
(2) Wide range of features
(4)Suit personality .754
(5)familiar
(6)user friendly .666
.586
.766
Differentiation 1.528 21.828 (3)Brand differentiation .618
(7)Long lasting impact of
advertisement .888
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Factor Analysis for Customer loyalty
TABLE 5: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .723
Bartlett's Test of Sphericity Approx. Chi-Square 309.604
Df 21
Sig. .000
Kaiser Meyer Olkin measure of sampling adequately indicated KMO value of .723
meaning thereby that the sample size was good enough to treat the sampling data
as normally distributed.
Bartlett’s test of Sphericity which tested the null hypothesis that the item to
correlation matrix based on the responses received from respondents for trust was
an identity matrix. Bartlett’s test was evaluated through Chi-square test having Chi-
square value 309.604 which is significant at 0.000 level of significant, indicating that
null hypothesis is rejected. Therefore it is clear that the item to item correlation
matrix is not an identity matrix and the data were suitable for factor analysis.
TABLE 6
Factor Eigen Value Variances % Variable/ Item converged Factor
loading
Continuation 2.446 34.948 (10) Other better price .681
(13)Next time purchase .897
(14) continue with brand .731
(15) Loyal .766
Idea sharing 1.879 26.793 (9) Non availability .676
(11) Idea sharing .870
(12) Problem sharing .715
115
Error 2711.368 131 20.697
Total 110349.000 149
Corrected Total 3020.134 148
a. R Squared = .102 (Adjusted R Squared = -.014)
From the above table, it can be seen that for gender, the F value is found to be .400,
which is significant at .528. Hence, there is no significant impact of gender on Brand
image. For different age groups, the F value is found to be .755 which is significant
at .521. Hence, there is no significant impact of different age groups on Brand
image. For Brand, the F value is found to be .505 which is significant at .680. Hence
there is no significant impact of brand on brand image. The F value of gender-age
group’s interaction is found to be .106 which is significant at .899. Hence, there is no
significant interaction between gender and age groups in terms of brand image. The
F value of gender-brand interaction is found to be .490 which is significant at .690.
Hence, there is no significant interaction between gender and brand in terms of
brand image. The F value of age -brand interaction is found to be .789 which is
significant at .534. Hence, there is no significant interaction between age and brand
in terms of brand image. The F value of gender- age -brand interaction is found to
be .213 which is significant at .646. Hence, there is no significant interaction
between gender, age and brand in terms of brand image.
From the above table, it can be seen that there is no significant opinion difference
between the people who are having different mobile brands with respect to brand
image.
116
Univariate Analysis of variance- Customer loyalty
From the above table, it can be seen that for gender, the F value is found to be .330,
which is significant at .567. Hence, there is no significant impact of gender on
Customer loyalty. For different age groups, the F value is found to be .387 which is
significant at .763. Hence, there is no significant impact of different age groups on
Customer loyalty. For Brand, the F value is found to be 1.265 which is significant at
.289. Hence there is no significant impact of brand on Customer loyalty. The F value
of gender-age group’s interaction is found to be .170 which is significant at .844.
Hence, there is no significant interaction between gender and age groups in terms
of customer loyalty. The F value of gender-brand interaction is found to be .161
which is significant at .923. Hence, there is no significant interaction between
gender and brandin terms of customer loyalty. The F value of age -brand
interaction is found to be .958 which is significant at .433. Hence, there is no
significant interaction between age and brandin terms of customer loyalty. The F
value of gender- age -brand interaction is found to be .366 which is significant at
.546. Hence, there is no significant interaction between gender, age and brandin
terms of customer loyalty.
From the above table, it can be seen that there is no significant opinion difference
between the people who are having different mobile brands with respect to
customer loyalty.
H01: There is no cause and effect relationship between brand image and customer
loyalty.
Linear regression test was applied between brand image and customer loyalty.
Here brand image was taken as independent variable and customer loyalty was
treated as dependent variable.
TABLE 11
Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
dimension0 1 .266a .071 .065 2.89216
a. Predictors: (Constant), VAR00001
The table of model summary indicated the value of R2 which was found to be .071,
indicating that brand image as independent variable explained 7.1% variance on
customer loyalty as dependent variable.
The goodness fit for the model was tested using ANOVA table and the F value was
found to be 11.276 which was significant at .001 level of significance, indicating that
the model is showing good fit.
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TABLE 13 : Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) 24.785 1.479 16.75 .000
9
VAR00001 .180 .054 .266 3.358 .001
a. Dependent Variable: VAR00002
Implications
The surveys represent customers who purchase mobile phones. The result may not
be suitable to generalize for the entire country.A complete list of mobile users was
chosen through non-probability purposive sampling techniques. Utmost care was
taken during selection of the sample and was kept as nearly randomized as
possible.
Suggestions
A small sample of only 150 respondents was taken for this study. Further study
could be carried out using larger sample to ensure generalization of result. It is
suggested that if this study can be replicated by including more people who
purchase mobile phones, then more useful results can be obtained. This study can
be done on other demographic basis.
CONCLUSION
It was concluded from Cronbach’s alpha test that the reliability of items in the
questionnaire is reliable. In the Exploratory Factor Analysis test, with the help of
KMO value it was found that the sample size was adequate. From the Bartlett test
of Sphericity, it was found that factor analysis can be performed. From Univariate
Analysis of variance it was found that there is no impact of genders, age and brand
on brand image and customer loyalty. From Linear regression test, it was
concluded that there is a significant cause and effect relationship between brand
image and customer loyalty.
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14
Vivek Parashar
Assistant Professor,Amity University, Madhya Pradesh
ABSTRACT
This paper identifies the technological and commercial foundations of the new category of
online applications commonly described as Web Marketing or Social Media. The Internet
has fundamentally changed nearly every aspect of our lives. From how we interact with
friends, family, co-workers, and businesses, a technology that was in its infancy just 20
years ago is now considered indispensable to many people. It examines the relevance of Web
Marketing Strategy and for Direct Marketing in particular. The issue is not a clear-cut one:
while several observers saw in Web 2.0 a new stage in the evolution of the internet, others
simply rejected it as a new High-Tech hype while there is still no generally accepted
definition and demarcation of the term. Corporate World understand the value that the
Internet offers to them, providing interactive opportunities to connect with current
customers and attract new consumers. As the Internet evolves, businesses will continue to
refine their online marketing efforts, reaching a greater number of potential buyers than
before. he consequences are far reaching, affecting not only the area of technology
development but also the domains of business strategy and marketing. From the academic
but also the practical point of view, attention must be placed on the demarcation and
evaluation of the new technologies and trends so that the real value of Web Marketing as a
component of the modern marketing can be determined.
INTRODUCTION
The Internet has fundamentally changed nearly every aspect of our lives. From how
we interact with friends, family, co-workers, and businesses, a technology that was
in its infancy just 20 years ago is now considered indispensable to many people.
Companies understand the value that the Internet offers to them, providing
interactive opportunities to connect with current customers and attract new
consumers. As the Internet evolves, businesses will continue to refine their online
marketing efforts, reaching a greater number of potential buyers than before.
Web marketing refers to a broad category of advertising that takes many different
forms, but generally involves any marketing activity conducted online. Marketers
have shifted their efforts online because it tends to be significantly less expensive.
Many online advertising spaces are free to use. Companies can upload videos to
YouTube or start a blog for no cost at all. Other outlets like official websites or paid
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search marketing cost a fraction of what a major television advertising campaign
would. The web also presents exciting new opportunities for companies to profile
their customers. The interactive space of the Internet simplifies a company's ability
to track, store, and analyze data about a customer's demographics, personal
preferences, and online behaviour. This data allows the advertiser to provide a
more personalized and relevant ad experience for the customer.
b) Search Engine Marketing:– Using search engines to help connect users with the
products and services they are most interested in. Companies can pay to receive
preferential ranking in a list of search results.
d) Social Media Marketing:– Using sites like Face book and Twitter to connect
with customers.
Most businesses today have developed some kind of online presence. Free
templates make it simple to develop a professional looking website, and social
networking profiles are free and are accessible to millions. Companies that sell
products on a national or international level have the most to gain from web
marketing. Imagine a local auto body shop. They have no incentive to try and
connect with customers on the other side of the country. A simple website with
their hours of operation and customer testimonials may be all the web presence
they need. However, major retailers within the global market must use web
marketing aggressively. The easiest way to connect with a scattered customer base
in a cost effective manner is to engage with users on the Internet.
Absolute – The liquor maker designed two music making robots and posted an
interface on their website that allowed users to control the robots. The site
received hundreds of thousands of hits over the duration of the campaign.
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Sony – Sony created an interface which allowed visitors to their website to
control the lighting in an office building. Video recorded the building as the
colour and pattern of the lights changed. The promotion was tied into ads for a
new Sony TV and generated record traffic for the site.
Axe – The men's grooming company began offering wake up calls through their
website. The service was both helpful and an effective way to create a brand
images.
Sixt - The German car rental company came up with an innovative use for Google
ads; the small, two line ads that appear along with search results. Rather than use
text, they used characters to create little pictures of cars.
Burger King – The fast food chain offered users a free burger if they would send
in the email addresses of ten friends.
John Deere – The company made a series of videos in which their iconic tractor
brand was redesigned. The videos were watched hundreds of thousands of
times.
Once the company has determined their target audience and general strategy, they
should start developing their online presence. This can involve everything from
producing videos to creating entire websites. The technological infrastructure
behind web marketing is just as important as its message and aesthetic. Companies
must ensure that their marketing messages are accessible to everyone regardless of
the technology they are using. After the ads appear online, the company tracks how
big of an impression they are making. Web marketing makes it easy for companies
to track how successful their websites are. Every time a banner ad is clicked or a
video is watched, that information is sent to the marketer. If the goals of the website
are met, the campaign can be considered a success. If the target numbers are falling
short, the company will need to refine their advertising strategy. Consider the
example of Zoka coffee, a small, Pacific Northwest chain. They had a Face-book
profile but very few followers. In order to increase the impact of their social media
efforts, they created a new eye-catching profile picture and page design. Zoka
coffee then identified trend setters in the world of coffee, and started targeting them
with Twitter and Face-book posts to spread the word about their brand. The
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company also used online contests and promotions to create incentives for
followers, eventually leading to an 800% increase in traffic.
One of the major changes that occurred in traditional marketing was the
“emergence of Web marketing”. As digital marketing is dependent
on technology which is ever-evolving and fast-changing, the same features should
be expected from digital marketing developments and strategies. This portion is an
attempt to qualify or segregate the notable highlights existing and being used as of
press time.
3. Data-driven advertising: Users generate a lot of data in every step they take on
the path of customer journey and Brands can now use that data to activate their
known audience with data-driven programmatic media buying. Without
exposing customers' privacy, users' Data can be collected from digital channels
(e.g.: when customer visits a website, reads an e-mail, or launches and interact
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with brand's mobile app), brands can also collect data from real world customer
interactions, such as brick and mortar stores visits and from CRM and Sales
engines datasets. Also known as People-based marketing or addressable media,
Data-driven advertising is empowering brands to find their loyal customers in
their audience and deliver in real time a much more personal communication,
highly relevant to each customers' moment and actions.
5. Game advertising: Game ads are advertisements that exist within computer or
video games. One of the most common examples of in-game advertising is
billboards appearing in sports games. In-game ads also might appear as brand-
name products like guns, cars, or clothing that exist as gaming status symbols.
The new digital era has enabled brands to selectively target their customers that
may potentially be interested in their brand or based on previous browsing
interests. Businesses can now use social media to select the age range, location,
gender and interests of whom they would like their targeted post to be seen by.
Furthermore, based on a customer’s recent search history they can be ‘followed’
on the internet so they see advertisements from similar brands, products and
services, This allows businesses to target the specific customers that they know
and feel will most benefit from their product or service, something that had
limited capabilities up until the digital era.
Web marketing activity is still growing across the world according to the headline
global marketing index. Digital media continues to rapidly grow; while the
marketing budgets are expanding, traditional media is declining. Digital media
helps brands reach consumers to engage with their product or service in a
personalised way. Five areas, which are outlined as current industry practices that
are often ineffective are prioritizing clicks, balancing search and display,
understanding mobiles, targeting, view ability, brand safety and invalid traffic, and
cross-platform measurement.
Balancing search and display:- Balancing search and display for digital display
ads are important; marketers tend to look at the last search and attribute all of
the effectiveness to this. This then disregards other marketing efforts, which
establish brand value within the consumers mind. ComScore determined
through drawing on data online, produced by over one hundred multichannel
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retailers that digital display marketing poses strengths when compared with or
positioned alongside, paid search This is why it is advised that when someone
clicks on a display ad the company opens a landing page, not its home page. A
landing page typically has something to draw the customer in to search beyond
this page. Things such as free offers that the consumer can obtain through giving
the company contact information so that they can use retargeting
communication strategies. Commonly marketers see increased sales among
people exposed to a search ad. But the fact of how many people you can reach
with a display campaign compared to a search campaign should be considered.
Multichannel retailers have an increased reach if the display is considered in
synergy with search campaigns. Overall both search and display aspects are
valued as display campaigns build awareness for the brand so that more people
are likely to click on these digital ads when running a search campaign.
Targeting, view ability, brand safety and invalid traffic: Targeting, view ability,
brand safety and invalid traffic all are aspects used by marketers to help
advocate digital advertising. Cookies are a form of digital advertising, which are
tracking tools within desktop devices; causing difficulty, with shortcomings
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including deletion by web browsers, the inability to sort between multiple users
of a device, inaccurate estimates for unique visitors, overstating reach,
understanding frequency, problems with ad servers, which cannot distinguish
between when cookies have been deleted and when consumers have not
previously been exposed to an ad. Due to the inaccuracies influenced by cookies,
demographics in the target market are low and vary. Another element, which is
affected within digital marketing, is ‘view ability’ or whether the ad was actually
seen by the consumer. Many ads are not seen by a consumer and may never
reach the right demographic segment. Brand safety is another issue of whether
or not the ad was produced in the context of being unethical or having offensive
content. Recognizing fraud when an ad is exposed is another challenge
marketer’s face. This relates to invalid traffic as premium sites are more effective
at detecting fraudulent traffic, although non-premium sites are more so the
problem.
REFERENCES
129
16. http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?sid=bdb6c9a5-c01c-4b99-8b9d-
611e4500abf0%2540sessionmgr4003&vid=1&hid=4202
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Retrieved on 24 March 2016.
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Practices and Theories, 5(3), 240-247.
130
15
Understanding the Customer Psychology in
Automobile Indusrty
Dr. Chetna Narendra Mehta
Assistant Professor, Amity School Of Business,
Amity University, Gwalior (MP)
ABSTRACT
The current trend in the Indian market is characterized by a steady rise in the consumer
income, growth of the organized retail sector, rapid urbanization and lot of products and
choices. Producers face a challenge to differentiate their value offering to attract and hold the
customers. Customer’s retention has always been a key to survival of a business.
The focus of this project carried out to understand the customer psychology of Honda
Customer., this report consist of the overview of the customer preferences, the factors
influence them to visit showroom, do purchasing and so on. It also captures customer view
on product through the questionnaire and get the feedback of the customers.
Hypothesis
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RESEARCH METHDOLODGY
To carry out this research, primary data and secondary were collected.
Primary sources
Secondary sources
The Sampling population of the Noida city. The customers of Honda car from
Greater Noida city were only included in the study. The Sampling unit were
Business people, Government services, Doctors, Engineers and students of Greater
Noida city. Self designed Questionnaire were used to record the responses from the
customers. The Sample Size of 25 were considered through random sampling. Excel
and SPSS were used to compute the data.
Data Analysis
1. Which factor influenced you to visit dealership and check out the BR-V?
Table 1
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2. Which of the following automobile brands do you currently own?
Table 2
Honda 10
Renault 0
Nissan 1
Hyundai 2
Maruti Suzuki 9
Toyota 3
Table 3
Good value 5
Expensive 12
Reasonable 8
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4. How would you recommend / referral to someone?
Table 4
Most likely 17
May be 8
HONDA IS HONDA
The last and the most important selling proposition is the brand value or the brand
name of Honda in the minds of Indian customers. Honda is well known for its
customer reliability and after sale support. Also Honda is brand to which all Indian
trust blindly.
SWOT ANALYSIS OF HONDA BR-V FOR THE INDIAN MARKET
STRENGTHS WEAKNESSES
Hypothesis Testing
Ho – There is a no significant relationship between number of car sales and their
cost.
134
It is clear from the table no. 5 that the calculated values of the coefficient of co-
relation for no. of car sales and there cost were found to be 0.42677 which comes
under 0.30 – 0.75 i.e. moderate degree of linear relationship. So there is not enough
evidence to accept null hypothesis and hence we accept the alternate hypothesis
that there is moderate level of linear relationship between no. of car sales and there
cost.
From the survey it was found that out of 25 people 17% wanted inbuilt rear
parking sensor and rear parking camera in their Honda BR-V.
From the survey it was also found that out of 25 people 1% don’t liked the
ground clearance feature of the car a lot.
Out of 25 people 54% people were influenced by the looks of Honda BR-V
shown in the Ad which further influenced them to visit the dealership and check
out the car.
People mostly go for family purchases and people age of 25-30 years goes for
individual purchases.
Honda Cars has maintained its legacy. In the survey it was found that people
still prefer Honda Car as compared with Hyundai Car and Maruti Car.
The purchasing experience of buyers for a Honda Car is very good. From the
result we can Cleary see that customer enjoy the dealer ambience, they are
satisfied with the explanation of sales representatives, test drive experience and
query handling. The only thing customers dint like is car availability and offers
given by the dealers to the customers.
Honda BR-V is a car which is liked by everyone. From the survey it was found
that customers take 1 test drive to finalise the car and some of the customers go
for direct purchase.
The Project Program was based upon just Honda Cars India Ltd., so the
report doesn't demonstrate all office' movement of Honda Cars India Ltd., top
to bottom.
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Recommendations
They can utilize the draw procedure keeping in mind the end goal to pull in more clients through
offers and lower value models. The Brand advancements should be possible through utilizing the
appropriation system.
Operational Strategy
In this they can go for secluded assembling technique i.e. preassembled subassemblies. The parts
of the auto can be made and put away in various units. According to the request of the client a
gathering of laborers can amass the autos at a rapid mode and can make the auto accessible inside
the brief timeframe. This will empower the organization to take after and upgrade Just in time
approach.
India’s luxury market is very hot and no company can afford to miss this
opportunity. Honda has some of the world’s best luxury cars like Civic, Accord
and CR-Z which can compete with Mercedes and BMW.
BIBLIOGRAPHY
1. Chawla, D., & Sodhi, N. (2011). Research methodology: concepts and cases. Vikas
Publishing House.
2. Kotler, P. (2009). Marketing management: A south Asian perspective. Pearson Education
India.
3. Ries, A., & Trout, J. (1986). Marketing warfare. Journal of Consumer Marketing, 3(4), 77-
82.
4. Sherlekar, S. A. marketing Management, 2007. Himalaya Pub, Mumbai.
5. http://en.wikipedia.org/wiki/Honda
6. http://en.wikipedia.org/wiki/Honda Cars_India
7. www.scribd.com
8. www.hzlindia.com
9. www.wikipedia.org
10. www.greenerd.com
11. https://www.gaadi.com/
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16
The Analytical Study of Mondelez International Qualitative
Productivity And Marketing
Rajkumar SinghTomar
Research Scholar, SOS in Management, Jiwaji University, Gwalior (M.P.)
ABSTRACT
INTRODUCTION
The rise of modern factory system is Personal system merged mainly to keep
records of attendance and productivity of employee and for administration of
wage plans for the workers.”1 It is letter; performance system marketing
management grew to cover welfare of employee and in some cases IT industrial
relations also thus, developed as a staff function, i.e. to provide services to line
department in the matters of hiring, training, compensation and welfare of
employees. The beginning of 1980s the nature and scope of Personal system has
undergone a see change giving rise to new philosophy known as Marketing
management.”2
The personal Marketing management has now acquired a strategic focus. It looks
Marketing management faced with every increasing competition in the context of
globalization of the economy and works to develop human resources as sources of
competitive advantage and thus contributes to the strategic objective of the
organization.
137
The Mondelēz International, is a global snacking powerhouse, with 2013 revenue of
$35 billion. It is Creating delicious moments of joy in 165 countries, The Mondelēz
International is a world leader in biscuits, chocolate, gum, candy, coffee and
powdered beverages, with billion-dollar brands such as Oreo, LU and Nabisco
biscuits.”4
The Cadbury is Dairy Milk and Milka chocolate. It is Trident gum; Jacobs coffee
and Tang powdered beverages. The Gebze plant produces beloved local brands in
gum, candy and chocolate, such as Falım, Şıpsevdi, Kent, Missbon, Jelibon, Tofita
and Topitop as well as global brands like Halls, Milka and Trident. The new
investment, a complete new line will be added, from processing to final
packaging, increasing the plant’s overall capacity by 20 percent. The new line is
expected to be operational by the end of 2015.”5
This new investment enables us to play an even bigger role in supporting. The
growth is of our global confectionery business. The investment in Turkey is also
part of our ongoing supply-chain reinvention plan.
The billion is net savings and $1 billion in incremental cash over the next three
years. These savings will be a primary driver of significant improvements in the
company's base operating-income margin in the near term.”6
It is provide reasonable assurance that receipts and expenditures are being made
only in accordance with Marketing management and director authorization; and
138
It is provide reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use or disposition of assets that could have a material
effect on the consolidated financial statements.
It is inherent limitations; internal control over financial reporting may not prevent
or detect misstatements. The projections are any evaluation of effectiveness to
future periods.”8 The subject is to the risk that controls may become inadequate
because of changes in conditions.
The degree of compliance with the policies or procedures may deteriorate. The
Marketing Management assessed the effectiveness of our internal control over
financial reporting as of December 31, 2013.
The Management based this assessment on criteria for effective internal control
over financial reporting described in Internal Control Integrated Framework (1992)
issued by the Committee of Sponsoring Organizations of the Treadway
Commission (“COSO”).
139
A taste of the future
The Mondelez enjoys 70% market share through Cadbury. The constraints on
growth are the hot climate. The fact that around 30% of the population live on less
than US$1 a day and cocoa sourcing (import duties are around 30%). India lacks a
strong retail network. The Tesco is set to enter the market in a joint venture with a.
It used and to help cocoa farmers to achieve certification. The company would help
make the farms more productive help make the farmers more financially. It is
supplies of cocoa would be secure and sustainable over the long term. In order is to
implement the most effective sustainable sourcing strategy. The company needed
in-depth analysis of the economic dynamics and cost drive.
REFERENCES
140
17
Employee Motivation Is A Function Of Leadership
Ankit Parashar
Student, Prestige Institute of Management, Gwalior
ABSTRACT
In this competitive age, there is a great focus on increasing the productivity of employees in
a firm. For last two decades, researchers across the globe have been working a lot to redesign
different HR management policies, which may accelerate growth of an organization.
Productivity of an employee is a function of his motivational level which is directly linked to
the leadership quality of the management. Basically motivation is of two types: first one is
internal motivation and second one is external motivation which is significantly influenced
by the leadership. In this article, researcher has analyzed how motivation is a function of
leadership and what type of relationship exists. This research is mainly based on the
motivation of higher education employee in a leading university in Jaipur. It was really
interesting to study the effect of leadership on the level of motivation of higher education
employee. This research was conducted in Premiere organization of Jaipur City. This
research uses quantitative method applying a survey approach. Respondents are university
employees with 109 respondents.
INTRODUCTION
REVIEW OF LITERATURE
RESEARCH METHODOLOGY
Following results were obtained, here Venn diagrams were intersecting. This is
because of the fact that most of the employees provided mixed feedback. Here
effect of different type of leadership is well illustrated and tabulated below:
It is crystal clear from the table that in the survey conducted a large number of
employees have indicated that motivation is a dependent variable on independent
variable leadership. Here, coefficient of correlation .
CONCLUSION
On the basis of this work it can be concluded that there is a strong relationship
between motivation and leadership. Firstly, the study has determined completely
four suitable leadership styles that have great impact on motivational level of
employees. Secondly, the coefficient of correlation demonstrating the relationship
between leadership styles and employee motivation was calculated successfully.
Finally, to promote the high level of employee motivation at workplace (academic
institutes), the research findings and the study also have provided the directions for
leaders to manipulate their leadership styles. This study has both theoretical and
practical aspects in the fields of leadership styles and employee motivation.
REFERENCES
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Business and Management (IOSR-JBM), 15 (1), 28-33. e-ISSN: 2278-487X, p-ISSN: 2319-7668.
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18
Impact of Work Environment on Job Satisfaction
Himani Saxena
Assistant Professor, Prestige Institute of Managememt, Gwalior, M.P.
Gurpreet Kaur
Student, Prestige Institute of Managememt, Gwalior, M.P.
ABSTRACT
Human resource is the biggest asset of any organisation. So, when human resource is
satisfied the performance and productivity of any organisation goes up. To increase the
productivity, efficiency, performance of employees, organisation must satisfy the needs of its
employees by providing good working environment. The main aim of this study is to
examine the impact of working environment on job satisfaction. However, factors affecting
work environment and job satisfaction were also explored by using factor analysis. Survey
method was used to collect the data. Factor analysis and multiple regression test was applied
to analyse the effect of working environment on job satisfaction. Results shows Recognition,
relationship with co-workers, work in team, salary and commitment towards organisation
having significant positive effect on job satisfaction.
INTRODUCTION
Job Satisfaction
Job satisfaction is the level of happiness or emotional disposition state that a person
feels regarding his or her job. It is a positive attitude and perception that employee
have about their job. Hoppok & Spielder (1938) defines job satisfaction come out by
physiological, psychological and working environmental conditions. Job
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satisfaction plays a very important role from the perspective of maintaining and
retaining the appropriate employees within the organization According to the level
of employees feeling there are two type of job satisfaction, one is Global Job
satisfaction and other is Job facet satisfaction. Global job satisfaction refers to
overall feelings regarding their job whereas job facet satisfaction refers to feelings
regarding specific job aspect such as work environment, salary, opportunity of
Work environment
REVIEW OF LITERATURE
Jain & Kaur (2014) studied the work environment & work culture in the Dominos
pizza and the purpose of the study is to examine the impact of work environment
on job satisfaction. Primary and Secondary data has been collected for research or
convenient & Random sampling technique used for results and results shows that
workload, stress, overtime, fatigue are some kind of factors which increase job
dissatisfaction and on the other side good working condition, refreshment &
recreation facility, health & safety facility in the organisation , fun at work- place
help to increase the degree of job satisfaction.
Mathews & Khann (2016) examined that the workplace environment have great
impact on the performance of employees and the primary objectives of the study is
146
to examined the relationship between work place environment and performance of
employees of manufacturing sector in India or to find out the key factors in the
employee’s workplace environment that impact on their level of performance and
the secondary objectives is to find new suggestions, recommendations and new
ideas to change the workplace environment ,to absorb dynamic knowledge about
the workplace environment and last to make recommendations for future research.
The results indicate that it is neccessry for an organisation to conduct workshop for
employees in a regular period to maintain employees productivity so it has been
concluded that workshop environment plays a very important role in any
industry.
Salunke (2015) investigate the relationship between work environment & check its
effect on job satisfaction in cooperative sugar factories in Maharashtra and the
main objective of study to know the working condition of employee, the internal &
external environment factors or reasons which forces the employees to leave the
job and the work environment influencing directly or indirectly with job
satisfaction for analysis Primary & secondary both type of data has been collected
and they are using Convenient& Random Sampling Technique or applying
Statistical test chi-square for results and findings of the study indicates that
workplace environment is suitable for the employees or work environment
significantly affects employee job satisfaction in sugar industries but boredom,
stress , workload are some factors to increase job dissatisfaction while good
working condition like refreshment & recreation facility, health & safety facility,
fun at workplace increase the degree of job satisfaction.
Bakotic or Babic (2013) found that Job satisfaction is a complex concept that is
influenced by many factors and the objective of study is to examine the impact of
working conditions to job satisfaction. The data for research is primary data and the
research instrument was the questionnaire and results of the study indicates that
there was no difference in job satisfaction between employees who work in normal
working conditions and employees who work in difficult working conditions and
when employees work at difficult working conditions then the overall factor of job
satisfaction is working conditions .
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performance of reproductive and child health care provider, or to assess presence
of privacy , to check how noise affects workers performance and to evaluate Client
perception on performance elements (availability, competence, productivity and
responsiveness). The results shows that there is a positive significant relationship
between Reproductive and Child Health providers performance and elements of
the working environment, such as presence of office building, availability of
equipment and drugs & it indicates that the physical component of the work
environment have the strongest effect on employees performance level and
element like level of distraction (noise), work interaction and privacy are not
declared important in the Reproductive & child health workers.
Rehman et al.(2012) examined that which type of leadership style gives more
satisfaction to the employees at work place and the study is conducted on bank
employees and as independent variables consideration style of leadership &
initiating structure has been taken. SPSS is used for results and findings of the
shows that for employee initiating structure is not good at work place because they
can’t say anything about working problems and they feel bound their self .So it has
been concluded that consideration has much effect than initiating structure.
148
advancement opportunities, allowing for more work autonomy, with providing a
system of recognition for employees who are performing well.
Sardzoska and Thomas Li-Ping Tang (2012) on the basis of planned behaviour
theory which involves love of money (LOM), job satisfaction (attitude), and work-
related behavioural intentions and they tested this model after using job satisfaction
as a mediator and sector (Public verses private) on employees and their managers
in the Republic of Macedonia and the results of the study indicate that in
subsequent analysis the positive relationships between job satisfaction and work
environment exist for all groups and Coping strategies were related to high job
satisfaction for males, but it is not related in case of females.
Pitaloka and Sofia (2014) introduced the work environment as antecedent cause
of job satisfaction and organizational commitment of internal auditors in Indonesia
telecommunication industry., and how job satisfaction& organisational citizenship
behaviour (OCB) have an impact on organizational citizenship behaviour of
internal auditors of the organisation and results shows that working environment
will have a positive impact on organisational commitment and job satisfaction of
employees and they feel confident ,safe & comfortable with the organisation and
those employees who are satisfied with their job wants to perform extra roles for
the organisation .Work environment, organizational commitment and job
satisfaction are important in developing the behaviour of OCB.
Iden & Rokkan (2014) examined whether the classical determinants of job
satisfaction & organizational commitment are valid in a Norwegian context, with
emphasis on multicultural work environments in Norway . Furthermore it
examines whether employees with having different cultural backgrounds in
Norwegian-based companies have different levels of job satisfaction and
organizational commitment and the objective of the study is to provide an
awareness regarding job satisfaction & organizational commitment in multicultural
work environments and to find out the potential disparities of organizational
commitment & job satisfaction between different cultural groups. The results of the
study indicates that the key findings of the research were inconclusive employers
handle their employees in multicultural work environments in Norway get success
and there are no differences in the way people from different kind of cultures feel
about their work however the organizational commitment & Job satisfaction are not
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static. Accomplishing the best possible employee organizational commitment & job
satisfaction, with the purpose to avoid inefficiency, turnover and absenteeism that
can reduce the company’s bottom line.
Chaita(2014) tried to find out the impact of employee attitude on job satisfaction
and the objective of this study were to know the causes of job satisfaction, the
impact of negative attitudes on performance of employees, and the last is know
how to influence positive attitude in employee and the key elements which help
HR practitioners and managers to bridge the gap in knowledge between employee
attitudes and job satisfaction are growth opportunities, recognition, and job
security. They applied Job Characteristic Model (JCM) (Hackman & Oldham, 1976)
for analysis. The findings of the study indicated that that good pay and opportunity
for growth are great job satisfiers and also shows that perceived underpayment
inequity resulting in negative emotional state.
Prabhakar(2016) examined the cause and effect relationship of job satisfaction and
employee loyalty to check that whether job satisfaction and employee loyalty are
positively related with each other or not and there is any inverse relationship
between them .The results indicated that improvement in workplace environment
is necessary for job satisfaction of employees .
Vatsa (2013) investigated the relationship of job satisfaction with some field of
organization behaviour and it through light on practical implications of job
satisfaction and the findings of this study shows that Job satisfaction is a positive
emotional state which occurs when a employees seems to be fulfil its need and it is
not necessary that it is always related with the money factor because some people
work to satisfy their urge to work with these it help to analyzes the relationship of
job satisfaction with some field of organization behaviour .
Elnaga and Uloom (2013) investigated the relationship between motivation, work
environment and Job satisfaction. The motivation &work environment are
considered as the most critical factor which affect on Job satisfaction.
Noah and Steve (2012) studied the relationship between work environment & job
attitude of employees in a service-oriented work organization in Ilorin, capital city
of Kwara state and research is based on primary data. With the help of chi-square
statistical method Four hypotheses were tested. The main objectives of this study
are evaluating work environment of workers in selected organization, examined
attitude to work demonstrated by workers in selected organization ,investigate the
impact of work environment on job attitude of workers ,evaluating the relationship
between financial rewards, job attitude and motivation among workers in the
selected organization and to suggest measures for improving the job attitude of
Nigerian workers. Results of the study indicated that there is important
relationship between work environment and workers attitude to job and job
attitude, programmes such as the introduction of financial incentives are help to
increase job satisfaction of employees.
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2. To explore the underlying factors which affect the work environment & job
satisfaction
3. To find out the effect of work environment on job satisfaction
4. To open new vistas for further research.
Research Methodology
The study was exploratory in nature. In order to test the research objectives, a
survey was conducted among 100 employees in Gwalior region. The research
utilized a non probability judgemental sampling method that is considered
appropriate for the exploratory studies. standardized questionnaires for work
environment and job satisfaction developed by Smerek and Peterson (2007) and
Kim (2000) were used to collect the data. Questionnaire was design on Likert type
scale where 1 stands for minimum agreement and 5 stands for maximum
agreement. Individual respondent was the sampling element.
Reliability Test
For determining reliability of the study Cronbach’s Alpha was used. Reliability test
was carried out was using PASW software and reliability test of measures of work
environment and job satisfaction are as given below -
If the computed reliability value is greater than 0.7 the measure is considered
reliable. The work environment and job satisfaction as indicated by Cronbach’s
Alpha coefficient in the above table is 0.787 and 0.746 hence the measures used for
collecting data on these were reliable.
Bartlett’s test of Sphericity is a test statistics used to examine the hypothesis that the
variables are uncorrected in the population. The Bartlett’s Test of Sphericity was
tested through Chi – square value having values are 507.924 and 1492.387 which
were significant at 0% level of significance. Therefore, the above hypothesis is
rejected, indicating that the item correction matrix is not an identity matrix and
hence the data for work environment and customer satisfaction was suitable for
factor analysis.
3. In my department, I always
get appropriate recognition .507
when I have done something
extraordinary
15. My department
collaborates effectively with .431
other departments within the
Organization
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3. Supervisor 2.378 11.890 7. My supervisor effectively .500
Role communicates with the co-
workers.
10. I understand how my .710
work supports the mission of
my department
16. My supervisor is an
effective decision-maker for .681
the Organization.
17. My supervisor gives me .735
constructive feedback on my
performance.
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Factor Analysis Job Satisfaction
Principle component factor analysis with varimax rotation was applied. The factor
analysis converged on 1 factor. Therefore the questions of the questionnaire can be
taken as it is for further research.
Multiple Regression
TABLE 5: ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 511.271 7 73.039 20.439 .000a
Residual 289.448 81 3.573
Total 800.719 88
a. Predictors: (Constant), Commitment, Co_workers, Salary, Supervisors, Training,
Team, Recognition
b. Dependent Variable: Satisfaction
TABLE 6: Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) -1.934 2.101 -.921 .360
Recognition .426 .098 .343 4.360 .000
Supervisors -.072 .084 -.065 -.858 .393
Training -.179 .113 -.120 -1.580 .118
Salary .520 .118 .327 4.407 .000
Team .418 .154 .212 2.719 .008
Co_workers .474 .153 .225 3.090 .003
Commitment .596 .187 .251 3.193 .002
a. Dependent Variable: Job_Satisfaction
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square. The goodness of fit for the model was tested by using Anova table and the F
value was found to 20.439 which was significant at 0.000 level of significance
indicating that the model is good fit.
The result from the coefficient table indicates that Recognition, salary, team work,
relationship with co-workers and commitment has significant positive effect on job
satisfaction as the t-value are significant at 5% level of significance. Table of
coefficient shows the coefficients for each model tested. Notice that all models are
statistically significant with p-value less than .05(p < .05) the meaning of that all
predictor variable has contribution in the outcome variable except supervision and
training.
Y= a+ b1X1+ b2X2+b3X3+b4X4+b5X5+b6X6+b7X7+e
The study analyse the impact of working environment on job satisfaction. Results
concluded that recognition, salary, role of supervisors, relationship with co-workers
and commitment play dominant role in determining of job satisfaction. Every
employee wants recognition of his work if they get recognition for their work it
affects positively. A fair remuneration policy of an organisation increase
satisfaction level of employees. If employee believes that they are getting fair
remuneration they feel satisfied. Relationship with co-workers and team work also
having significant effect on job satisfaction. If employees find their co-workers are
positive and they believe on each other the level of satisfaction goes high. As result
shows satisfaction also affects by organisational commitment. It is the feel good
factor about the organisation which influences organisational commitment.
REFERENCES
1. Akhter, N., Hussain, A., Bhatti, M. U. S., Shahid, F., & Ullah, H. M. E. (2016). Impact of
HR Practices on job Satisfaction: A Study on Teachers of Private and Public
Sector. International Review of Management and Business Research, 5(2), 572.
2. Bakotic, D., & Babic, T. (2013). Relationship between working conditions and job
satisfaction: The case of croatian shipbuilding company. International Journal of Business
and Social Science, 4(2).
3. Bojadjiev, M., Petkovska, M. S., Misoska, A. T., & Stojanovska, J. (2015). Perceived Work
Environment and Job Satisfaction Among Public Administration Employees/Percepcija
Radnog Okruženja I Zadovoljstva Poslom Među Zaposlenima U Državnoj Upravi. The
European Journal of Applied Economics, 12(1), 10-18.
4. Chaita, M. V. (2014). The Impact of Employee Attitudes on Job Satisfaction: A
Comparative Study of University Professors in the Northwest Region of
England. International Journal on Global Business Management & Research, 3(1), 2.
155
5. Chandrasekar, K. (2011). Workplace environment and its impact on organisational
performance in public sector organisations. International Journal of Enterprise Computing
and Business Systems, 1(1), 1-16.
6. Elnaga, A. A. (2013). Exploring the link between job motivation, work environment and
job satisfaction. European Journal of Business and Management, 5(4), 34-41.
7. Gitahi, S. N. (2014). Effect of Workplace Environment on the Performance of Commercial
Banks Employees in Nakuru Town (Doctoral dissertation).
8. Iden, L. M. (2014). Job satisfaction and organizational commitment in multicultural work
environments in Norway (Doctoral dissertation, Norwegian School of Economics).
9. Jain, R., & Kaur, S. (2014). Impact of work environment on job satisfaction. International
Journal of Scientific and Research Publications, 4(1), 1-8.
10. Karin Andreassi, J., Lawter, L., Brockerhoff, M., & J. Rutigliano, P. (2014). Cultural
impact of human resource practices on job satisfaction: a global study across 48
countries. Cross cultural management, 21(1), 55-77.
11. Kim, S. (2002). Participative Management and Job Satisfaction:Lessons for Management
Leadership. Public Administration Review. 62(2), 231-241.
12. Mehboob, Farhan., Bhutto, Niaz. A. (2012). Job satisfaction as a Predictorof
Organizational Citizenship Behavior a Study of Faculty Members at Business Institutes.
InternationalConference on Business, Economics, Management and Behavioral SciencesPapers
presented at Dubai, 7-8 January (pp. 552-556)
13. Oswald, A. (2012). The effect of working environment on workers performance: the case
of reproductive and child health care providers in Tarime district (Doctoral dissertation,
Muhimbili University of Health and Allied Sciences).
14. Pitaloka, E., & Sofia, I. P. (2014). The affect of work environment, job satisfaction,
organization commitment on OCB of internal auditors. International Journal of Business,
Economics and Law, 5(2), 10-18
15. Prabhakar, A. (2016). Analysis of high job satisfaction relationship with employee loyalty
in context to workplace environment. IJAR, 2(4), 640-643.
16. Rana, M. S., & Pandya, H. (2016). Impact of Work Environment on Employee Job
Satisfaction in Sugar Industry: A Study of Tapi District of Gujarat State. PARIPEX-Indian
Journal of Research, 5(3).
17. Salunke, G. (2015). Work environment and its effect on job satisfaction in cooperative
sugar factories in Maharashtra. India. Abhinav. International Monthly Refereed Journal of
Research in Management & Technology, 4(5), 21-31
18. Sankar, M. Impact of Hygiene Factors On Employee Retention: Experimental Study On
Paper Industry.
19. Saravanan, S. (2011). Impact of Socio Economic Status on the level of job satisfaction of
Women Workers in Hosiery units at Tiruppur. Journal of Contemporary Research in
Management, 6(2), 49.
20. Sardžoska, E. G., & Tang, T. L. P. (2012). Work-related behavioral intentions in
Macedonia: Coping strategies, work environment, love of money, job satisfaction, and
demographic variables. Journal of Business Ethics, 108(3), 373-391.
21. Smerek, R.E., & Peterson, M. (2007). Examining Herzberg’s theory: Improving job
satisfaction among non-academic employees at a university. Research in Higher
Education.48(2), 229-250.
156
SECTION 2
HRD & OD
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19
Coherence of Organizational Practices through Green HRM
ABSTRACT
Today the world needs to be more concerned about green practices in every aspect of life. In
this context the present paper intends to discuss the concept of Green HRM on the different
practices of Human Resource. Green HRM is an emerging field of study and if the
organizations implement the same, it will have great impact on the practices of the
organization. To be environmentally friendly is the need of the hour.
The objective behind this paper is to study and explore green human resource practices on
the basis of existing literature and findings from the secondary data available from
company’s web portals. It also intends to throw light on the HRM practices in crafting the
green culture in organizations. The present highlights that only Green HRM practices will
help the organizations to sustain in the coming future.
INTRODUCTION
The blunt realization that the adverse effect our day-to-day activities have on the
environment and the depleting natural resources has caused individuals and
organizations to go green or sustainable. The international standards for
environment protection and preservation demand the businesses to devise
environment-friendly strategies that will lead us towards sustainability. It involves
undertaking environment-friendly HR initiatives to improve efficiency, help
organizations to reduce carbon footprint etc. Organizational culture is considered a
key determinant and indicator of the success or failure of environmental
158
management programs at companies. There is a strategic link between HRM
practices and sustainable organizational culture.
BACKGROUND
The concept of Green HRM emerged as a part of the Green Movement - which
promotes four important principles: Environmentalism, Sustainability, Non-
violence and Social justice. The UN Global Compact has collaborated with several
educational organizations to develop the (PRME) Principles for Responsible
Management Education. Green intellectual capital will help to make corporate
environment citizens and thus lead to competitive advantage of organizations.
Green HRM is all about the holistic application of the concept of sustainability to
organization and its workforce.
159
level and then top down approach could be adopted for its implementation, which
would create green business processes and Green workplace for employees.
REVIEW OF LITERATURE
Arulrajah, Opatha & Nawaratne (2015) identified and highlighted several green
HRM practices under the 12 functions of HRM such as job design, job analysis,
human resource planning, recruitment, selection, induction, performance
evaluation, training and development, reward management, discipline
management, health and safety management and employee relations. The
contribution of this paper lies in extending the scope and depth of green HRM in
materializing sustainable environmental performance of organizations.
Mehta & Chugan (2015) identified the current trends of green HRM practices in
companies based on findings from a few studies, survey reports and secondary
data from companies’ web resources. They also brought out the role of HRM
function towards creating a ‘green’ culture in companies.
Opatha & Arulrajah (2014) simplified general reflections in respect of green human
resource management and found that green HRM practices indeed have a great
potential to serve the individual, society and business.
Jacob and Jacob (2012) posited that there was debate and uncertainty associated
with the way green management principles could be implemented effectively
amongst the workforce of the organization. They identified how corporations
develop human resource policies for promoting environment management
initiatives.
Kumari (2012) posited that the main environmental focus of many businesses was
placed on reducing waste and optimizing resources. However, HR is never going to
have a truly significant impact on a business through the improvement of HR
processes alone so the greater opportunity is to contribute to the green agenda of
the business as a whole.
160
Zoogah (2011) applied cognitive-social theory to Green HRM, articulating a meta-
theory based on cognitive-social HRM information processing (C-SHRIP) which
centers on initiation and maintenance of green HRM behaviors. It focuses on
managers’ encodings, expectancies, affects, goals and values, self-regulation, and
their interactions with each other, and the green HRM-relevant information in the
course of cognitive affective processing. In processing green HRM information,
managers are presumed to differ in accessibility of mental representations and the
organization of relationships among them. Implications for research and practice of
Green HRM in organizations are discussed.
Sudin (2011) developed a new model of strategic green HRM by reviewing the
literature on HR aspects of environmental management, synthesizing the thinking
arising from the review of these literatures, and proposes research model. From the
perspectives of strategic HRM and green management, this study argues that the
new model should include among others the relationship of assessment-based HR
Interventions, environmental management system (EMS), green intellectual capital
(GIC) and corporate environmental citizenship (CEC).
1. To study and explore the concept and importance of green human resource
management practices.
2. To study how green HRM policies & practices can contribute to environmentally
sustainable business culture.
3. The role of the HR professional in green business management.
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Green Job Description
Job description and Job specification must specify some of the environmental
protection task, duties and responsibilities. It is necessary to mention these task and
responsibilities in advance as any prospective candidate who is interest to join the
organization must be aware of organizations requirements pertaining to
environment friendly culture. Now a days most of the companies include green
competencies as a special component in job specification.
Green Recruitment
Green Selection
At the time of Selection process companies must pay attention towards the
candidates who are aware of green environment to fill the vacancies. Preference in
selection should be given to candidates who are “green aware” which becomes a
part of HR acquisition policies. When interviewing candidates or evaluating them
for selection, it is advisable to ask environment-related questions from the
candidates.
Key performance areas must include green targets which can serve as an indicator
in performance appraisal of employees at all level of performance. Green goals and
responsibility should be made clear in the organization to all employees and
incentives should be given on the basis of their performance and the extent up to
which they are taking care of the green culture of the organization. All employees
should be encouraged to involve themselves in green culture of the company and
contribute to the same.
All the above HRM functions define the role of HR managers and its accountability
to carry out in an organization. The role of HR professionals includes number of
steps to be taken to implement Green HRM practices and it can significantly change
the ways in which the business is to be conducted. Some of the actions which
companies can take to go green:
The prospect of Green HRM appears boosting for all the stakeholders of HRM.
Service organizations that are socially responsible and employ green HRM
practices must be benefitted and can retain good employees for a longer term.
Green companies have low employee turnover as compared to others. Green HRM
highlights the processes and goals of an organizations and show how the workforce
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impact on strategic plans of the organization. It provides guidance for HR
managers so that they can take better human capital decisions and achieve strategic
goals more effectively. Green HRM encourages the ecological use of resources
within business organizations and promotes environmentalism that results in
increased employee morale and job satisfaction. Presently the topic of green HRM
is attracting increased attention among management scholars and new
entrepreneurs especially linked to service sector to use GRHM as a tool for their
competitive advantage.
The present study concludes that the environmental and social consciousness
emphasized by the organizations and the employees have promoted initiatives in
various HR processes to achieve sustainability. Environmental friendly initiatives
result in greater efficiencies, lower costs, better employee engagement and retention
which in turn help to build competitive advantage. GHRM as a tool has the
prospective which can result in the best HR practices for sustainable growth of
business.
REFERENCES
164
11. Pullman, M., Maloni, M., and Carter, C. (2009). Food For Thought: Social versus
Environmental Sustainability Practices and Performance Outcomes. Journal of
Supply Chain Management, 45(4), 38-54.
12. Renwick, D., Redman, T., and Maquire, S. (2008). Green HRM: A review, process
model, and research agenda. Discussion Paper Series, University of Sheffield
Management School
13. Sharma, S. (2000). Managerial Interpretations and Organizational Context as
Predictors of Corporate Choice of Environmental Strategy. Academy of
Management Journal, 43(4), 681–697.
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20
Linkages Between Organizational Culture and
Employee Engagement: Review of Literature
Ms. Jyoti
Research Scholar, Department of Commerce and Business Administration,
University of Allahabad
ABSTRACT
INTRODUCTION
Every organization has its unique style of working influenced by its beliefs,
ideologies, principles and values which often contributes to its culture. The culture
of an organization represents certain predefined assumptions that guide employees
and gives them a sense of direction at workplace. It also unifies the employees
coming from different back grounds, bringing them on a common platform. Schein
(1985, p 9) defined organizational culture as “a pattern of basic assumptions
invented, discovered, or developed by a given group as it learns to cope with its
problems of external adaptations and internal integration that has worked well
enough to be considered valid, and therefore, to be taught to new members as the
correct way to perceive, think, and feel in relation to those problems.”
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decides the way employees interact at the workplace. The culture of a workplace
goes a long way in promoting healthy competition at the workplace. Culture also
provides an identity to organizations.
The present study is done with the motive of identifying and developing a
theoretical model depicting relationship and linkages between organizational
culture and employee engagement. An exhaustive review of literature has been
done using various secondary sources like published research papers in journals,
magazines, contemporary literature sources like newspapers and websites and
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conference papers and dissertations, to get a broader view of the issue under
consideration.
Arnold (2005, p 625) proposed that “organizational culture is the distinctive norms,
beliefs, principles and ways of behaving that combine to give each organization its
distinct character”. These two definitions suggest that organizational culture
distinguishes one organization from another organization. Therefore,
organizational culture is to an organization what personality is to an individual
(Johnson, 1990).
Tyler (1871) gave the first definition of culture of the modern times as “that
complex whole which includes knowledge, belief, arts, morals, law, custom and
any other capabilities and habits acquired by man as a member of society”. O’Reilly
(1989) has extended this concept of culture to define organizational culture which
states that “organizational culture is set of assumptions, beliefs, values, and norms
that are shared by an organization’s members.”
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members of one organization from that of another, which includes shared beliefs,
values and practice of an organization. Researchers emphasise the need to
understand organizational culture like a puzzle (Budde et al., 1981; Bhagar &
McQuiad, 1982). Schein (1984) and Hofstede (1980) gave a new dimension to the
concept of culture and expanded the concept as an important component of
organizational development.
Schein (1998) proposed that culture can be observed at three levels of the
organizations: artifacts, espoused values, and basic assumptions. Organizational
culture is a set of shared characteristics in the organization that may be abstract and
in the form of assumptions, beliefs, values and norms which are known as abstract
elements of the culture; or other material characteristics like products, buildings,
dresses, etc.. Since the past decades researchers have suggested that the concept of
culture is the climate and practices that organizations develop around their style of
managing people, cherished values and statement of beliefs of an organization
(Schein, 2004). Culture determines, through the organization’s legends, rituals,
beliefs, meanings, values, norms and language, the way in which ‘things are done
around here’. Hofstede (2010) introduced an onion model to cover the total concept
of culture, including four aspects: symbols, heroes, rituals, and values, with symbol
as the surface layer and values as the deepest layer.
Cameron and Quinn (2011), suggested that every organization has own unique
culture which helps the employees in identifying the leading organizations.
Though successful companies create their corporate strategy, market presence and
technological tracks. The most important competitive advantage of organization is
their unique organization culture that leads the companies towards development.
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1. Schein (1985, 1992); Martins & Martins Organizational culture and its external
(2003); Brown (1998) and internal adaptation
Engagement with one’s work is important, given that work is a pervasive and
influential part of an individual’s well-being, affecting not only the quality of an
individual’s life but one’s mental and physical health as well (Wrzesniewski, Rozin,
& Bennett, 2002). Employee engagement is an important issue as it has been linked
to employee productivity and organizational performance (Young, 2012).
Engagement is the emotional and intellectual commitment of an individual or
group to build and sustain strong business performance.Organizations have
recently begun to focus on the level of engagement of their employees in an effort
to understand the underlying factors of employee motivation and performance
(Gallup, 2005). Work is a basic necessity for most people, in order to earn a living,
which makes work an obligation rather than a choice. Different individual have
different experiences with their work , ranging from monotony to work as an
expression of one’s identity (Hulin, 2002). Level of employee engagement is a
predictor of both individual and organizational performance. Engagement process
goes beyond employee happiness or satisfaction by focusing on behaviours that
produce results. It also focuses on the entire employee population of an
organization- not only on how to engage employees, but also on how to maintain
engagement among those already engaged and contributing Hewitt(2009).
Goffman (1959, 1961) for the first time used the term “embracement” to describe the
investment of self and energy into one’s role, where role embracement involved an
expressed attachment to one’s role and an active engagement or spontaneous
involvement in role activity; that is, a visible investment of attention and effort
(Goffman, 1961). Kahn (1990) took this work further and established a theoretical
framework to understand when and why individuals invest varying degrees of
themselves in work role performance.
Hewitt (2004) defines employee engagement as the employees desire to say (speak
positively about the organization), stay (desire to be a member of the organization)
and strive ( go beyond the expected for the organization ). Mount, Harter, Witt,
and Barrick (2004) defined engagement in terms of a “high internal motivational
state.’’ Wellins and Concelman (2004) suggest that “employee engagement is the
illusive force that motivates employees to higher levels of performance. This
coveted energy is an amalgam of commitment, loyalty, productivity an
ownership”, and also includes, “feelings and attitudes employees have towards
their jobs and their organization. ’’
Dvir, Eden, Avolio, and Shamir (2002,) defined active engagement in terms of ‘‘high
levels of activity, initiative, and responsibility.’’ Thus higher levels of employee
commitment, i.e., how likely they were to stay with the organization, indicate
higher levels of employee engagement.
There are several drivers of employee engagement. Perrin (2003) asserted that when
a company aligns its programs and practices within its framework to drive the right
behaviour from employees towards customers, leads to employee engagement. On
the contrary, when an organization builds its people programs with no linkage,
whatsoever, between behaviour and investment, it will lead to drop in return on
investment, profitability and customer retention. There is a need for organizations
to focus on factors that influence engagement like competitive pay, work-life
balance, growth opportunities, competitive benefits, challenging work, merit pay,
learning and development opportunities, competitive retirement benefits, etc.
(Beauchesne, 2005).
Employees are an asset to an organization and the intellectual capital has become
an important source of competitive advantage. Authors (Artur, 1994; Becker and
Huslid, 2000; Buckingham and Vosburgh ;2001) have noted that organizations can
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successfully face the challenges and reap the advantages of their intellectual capital
by fostering employee engagement. Engaged employees are energetic and
passionate about their job activities that leads to excitement, enthusiasm and
productivity (Kroth and Boverie, 2003). In organizations employees have a contract
of employment wherein they deliver their services to their employer, commiting
themselves to their job, and undertake the obligations of employment, but
according to Catlette and Hadden (2001), individuals have a complete control over
amount of discretionary effort he or she chose to make available to the
organization. An engaged employee will consistently outperform and achieve new
standards of excellence. (Harter, Schmidt and Hayes, 2002;), and will be self
motivated to exert efforts and improve individual performance (Corporate
Leadership Council, 2004). Lockwood (2007), states that employee engagement is a
key business driver for organizational success.
The relationship between engagement and financial success has been statistically
proven in numerous studies. Companies with highly engaged employees
outperformed those with less engaged employees in three key financial measures,
that is, operating income, net income growth and earnings per share (Cedric, 2011).
Engaged employees are viewed as a pillar of good working atmospheres where
employees are effective (Robertson-Smith, and Markwick, 2009). There are also
researches which suggested that engaged employee are likely to be productive
(Saks, 2006), space remain with their current employer (Saks, 2006; Shuck, Reio, and
Rocco, 2014), and interact positively with customers (Chalofsky, 2010).
It has been stated that work engagement is a positive experience in itself (Schaufeli
et al., 2002 cited in Sonnentag, 2003). ‘Employee engagement is a hard‐nosed
proposition that not only shows result but can be measured in costs of recruitment
and employee output’ (Johnson, 2004 p. 1). Thus, there are numerous outcomes of
investing in improving employee engagement and there is a fair amount of
consistency in the practitioner and academic literature regarding the benefits of
doing so.
1. (Brown, Chheng, Melian, Parker & Solow, Engagement of employee for work’s
2015); (Wrzesniewski, Rozin, & Bennett, 2002); importance and achievement of new
(Harter, Schmidt and Hayes, 2002); Lockwood standards of excellence.
(2007)
2. (Catlette and Hadden, 2001); Kahn (1990); Individual’s engagement and employee’s
Goffman’s (1961); Kelman’s (1958) expression physically, cognitively, and
emotionally during role performance
3. Baumruk (2004); Mount, Harter, Witt and Intellectual commitment to the
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Barrick (2004); Wellins and Concelman (2004); organization for better performances,
Hewitt(2009) motivational facts and quantity of
discretionary effort
4. Dvir, Eden, Avolio, and Shamir (2002); Engagement as positive attitude to
Robinson, Perryman and Hayday (2004) employee commitment
5. Towers Perrin (2003); (Cedric, 2011); McBain Driving factors, statistical studies and
(2007); Beauchesne (2005) dimensions of employee engagement
6. Schaufeli et al. (2002); Sonnentag (2003); Outcomes of employee engagement
Johnson (2004)
7. Artur (1994); Becker and Huslid (2000); Employee engagement as an important
Buckingham and Vosburgh (2001); Kroth and source of competitive advantage and
Boverie (2003); Catlette and Hadden ( 2001) organization’s intellectual capital
A good organizational culture is one that supports their business strategy and helps
in building employee engagement. Such employees perform at consistently high
levels, are innovative and drive their organization forward (Van Allen, 2013).
McBain (2007) asserted that organizational culture has positive impact on the
engagement of employees, while culture in an organization can be kept intact only
if the employees follow the values and norms set by the top
management/founders. Organizations provide facilities and perks at workplace
that helps in engaging the employees, but most effective factor that drives
employee engagement is the culture of organization. The sum total of the results of
the research conducted in organizational culture over past two decades is a strong
indication that culture and employee engagement matter Klein (2008). Singh and
Shukla (2012),concluded that the congenial working environments, supported by
their superiors and colleagues at work, openness, participation, autonomy, open
and transparent communication, rewards, promotion of mutual trust and respect
lead to enhanced employee engagement. Since these variables constitute the
organizational culture as discussed earlier in this study, it may be said that a
relationship exists between employee engagement and organizational culture.
Denison (2010) argues that understanding the context of the organization culture
along with employee engagement is critical to value what brings about the results
they most desire, improved performance and overall effectiveness.
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Research suggests that a fully engaged workforce is more efficient, delivers higher
levels of customer satisfaction, attains higher productivity levels, and ensures lower
turnover rates, which all translated into improved overall performance (Buhler,
2006) but this employee loyalty can be achieved through a culture of respect and
integrity, and learning and development (Lockwood, 2007). Thus it is important to
create a proper culture within an organization so as to have engaged employees.
Employee engagement can be influenced by many factors such as workplace
culture, organizational communication and managerial styles, to trust and respect,
and leadership and company reputation.
Brown, Chheng, Melian, Parker & Solow (2015) argue that employee engagement
and culture are no longer just topics of HR debate, but are now business issues
that have important implications and further claim that employee engagement and
culture issues became the most important challenge around the world. A study
(Deffy, Gaddis, Hogan and Switzer ,2013) has shown that organizational culture
affects employee engagement in general. Employee engagement is connected to
organization culture. Perhaps the high rate of employee disengagement is a result
of shifting views of how work environments should be structured. Organizations
are attempting to improve low employee engagement by creating a unique culture.
Pawar (2009), reviewed many antecedents of employee engagement and
considered organizational culture and communication as most important. These
antecedents have been identified as predictors of employee engagement and
considered to be the central construct which comprise of vigor, dedication and
absorption (Xanthopoulou, Bakker and Schaufelli, 2009).
According to Brown, Bersin, Gosling, and Sloan (2016) employee engagement and
retention can be achieved by providing the empowered workforce with flexibility,
creativity, and purpose. Deal and Kennedy (1982) and Peters and Waterman (1982)
( as cited in Lok and Crawford, 2003) argue that organizational culture can exert
considerable influence in organizations particularly in areas of performance,
commitment and employee engagement, among others. Organization culture
affects the way employees set personal and professional goals, perform tasks and
use resources to achieve them, the way people make decisions, form perceptions
and act. Employee engagement is also affected by culture and hence organization’s
performance is dependent on the strength of existing cultural characteristics.
Tsui, Wang and Xin (2006) state that organizational culture should always be
considered as means leading to organizational effectiveness, employee commitment
and employee engagement. According to O‘Reilly, (1989) and Sherwood, (1988) (as
cited in Lau and Ngo, 1996), culture is crucial for developing high performers and
leads to increased engagement by employees.
According to Wellins et al. (2009), people are more likely to be engaged if their jobs
and the culture of the organization match both their abilities and skills, and their
motivation and values. According to Seymour and Dupre (2008), employee
engagement is important because it is related to improved organizational
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performance and better retention of staff. Business and HR executives must
understand that highly engaged companies attract the best talent, have the lowest
voluntary turnover rates, and are more profitable over the long run and by focusing
on driving engagement through the right corporate culture, companies can
improve execution, retention, and financial performance (Deloitte Review 16,
January 26, 2015 ).
CONCLUSION
The concept of employee commitment has also drawn a lot attention of researchers.
Researchers have been exploring this concept at least since the decade of 1950s. It
has been identified as an individual level phenomenon. It has been viewed as an
attitude, an emotional involvement of employees with their job. Research has also
identified the outcomes of employee engagement, and positive outcomes in terms
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of enhanced job satisfaction of employees and overall performance of individuals
and organizations have been found.
Managerial implications of the conclusions of this literature review are that in order
to enhance organizational and individual performance and growth, managers may
strive to build a positive organizational culture that may lead to employee
engagement. It takes lot of effort, commitment and follow through but it is the core
of the most successful organizations. Successful organizations need to have a robust
set of values and practices that create a good culture and help build a positive
engaged work environment as well as may result into better financial results. How
an organization treats its employees impacts its culture, and the culture an
organization actively seeks to foster is dependent on how they treat their
employees. The most viable way to accomplish this is not by looking at employee
engagement alone, but equally by gaining an understanding of the organizational
context and culture the employees work within. The combination of a healthy
culture and engaged employees is most critical to improving the organization‘s
effectiveness and the experiences.
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21
A Comparative Study on Behavioral predictors of the
Personal Effectiveness of Students Studying in Final Year of
B.Tech, BBA and MBA related with Leadership Styles and
Motivation
Debasish Pal Chaudhuri
Ph.d Scholar (Management/Humanities and Social Science)
Techno India University
ABSTRACT
The purpose of the study is to design to examine and measure Leadership styles and
Motivation as the behavioural predictors of the Personal Effectiveness of Students Studying
in Final Year of B.Tech, BBA and MBA.This paper sets out to explore and exhibit the inter-
relation between the various styles of leadership in relation to the effective performance of
the students in regard to the cultivating the leadership skills in the students in order to
enhance their professional competencies in the business scenario. Students were more
oriented toward leadership style versus general self-efficacy, empathy, emotional
intelligence, learning motivation and Task oriented leadership style was found to be
correlated with students’ self-motivational levels.
The findings indicated significant differences in the effective performance of the students in
relation to the variables considered in this research. While it is not possible from the data to
claim a direct relationship between leadership style and job satisfaction, but neither is the
data able to refute that assertion.
In order for any student to excel, the indispensible factors underlying the zeal in life to be
capable in all respect and grow profoundly in the academic and professional field lies in
motivation. Moreover, Motivation becomes prerequisite to his academic accomplishment.
Intrinsic and extrinsic Motivation acts as a catalyst to stimulate the state of mind and
human body actions in daily life of students in due course of time.
This paper sets out to explore and exhibit the inter-relation between the motivation of
students and their relevant performance in an educational scenario to enable them to
develop to grow as an individual in all aspects and also create a healthy environment of
competition in the academic institutions. It is an important issue as it signifies the
performance of the student depends not only academically but also professionally. This
study also aims to on identifying the factors that will enable the educational instructors or
facilitators to evaluate students’ attitudes towards learning and in the process the various
dimensions that affect learning or facilitate learning. Now, in this light it may be noted that
students attitude is highly influenced by student learning .To substantiate this, over times
numerous studies has been conducted to probe the role of student motivation towards
academic performance and its related outcomes has been acknowledged to find out the innate
potentials of the students academically owing to their effective performance.
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The study examined the influence of student motivation on Student performance in diverse
ways and found positive and reciprocal relationship between student’s motivation and
student’s academic performance in the educational sectors. This relationship is mutual and
is rooted deep in the students as it justifies that the students who are more motivated
perform better and achieve their goals successfully, as well as student who perform better
become more motivated to pursue their aims and objectives successfully. The findings
indicated significant role the students themselves played in shaping conscientiousness and
thus became empowered to attain the desired outcomes in their academic performances.
INTRODUCTION
Leadership defines sharing that vision with others who will follow willingly,
providing the information to others, knowledge and methods to realize that vision
or objective , and coordinating and balancing the conflicting interests of all
members in an organization or team and stakeholders in order to establish a clear
vision and attain the common organizational goals. A leader must imbibe in him-
self the ability to stand up in times of crisis, and is able to think and act creatively in
difficult situations to handle matters smoothly.
Important Leadership Skills that the students need to attain in order to obtain
efficient performances are Commitment and perseverance which accounts for one
personal development. Planning, Motivation, Communication skills and possessing
or obtaining the skills required to successfully achieve business goals.
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Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership,
describe six styles of leading that have different effects on the emotions of the
students are Four of these styles (Visionary, Coaching, Affiliative, and Democratic)
promote harmony and positive outcomes, while two styles (Commanding and
Pacesetting) can create tension, and should only be used in specific situations.
People using the Visionary leadership style are inspiring, and they move people
toward a common goal. The Coaching leadership style connects people's personal
goals with the organization's goals. Democratic leadership style centers on having
in-depth conversations with employees that may have little to do with current
work, instead focusing on long-term life goals and how these connect with the
organization's mission. An Affiliative leader promotes harmony among his or her
followers and helps to solve any conflict. The Commanding Leader soothes fears
and gives clear directions by his or her powerful stance, commanding and
expecting full compliance .The Pace-setting Leader builds challenge and exciting
goals for people, expecting excellence and often exemplifying it themselves.
Transactional leadership style receive certain tasks to perform and provide rewards
or punishments to team members based on performance results The manager
possesses power to review results and train or correct employees when team
members fail to meet goals. The transformational leadership style depends on high
levels of communication from management to meet goals. Leaders motivate
employees and enhance productivity and efficiency through communication and
high visibility.
The culture and goals of an organization determine the different types of leadership
styles exist in work environments. Advantages and disadvantages exist within each
leadership style.
The students' goals for the task and their beliefs about the importance and interest
of the task results for the value component of student motivation. Although this
component has been conceptualized in a multi-dimensional ways as learning vs.
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performance goals, intrinsic vs. extrinsic orientation, task value, and intrinsic
interest, this motivational component essentially concerns students' reasons for
doing a task assigned to them. Active Learning is encompassed as a process in
which students involve themselves in doing things and reflecting upon their
classroom activities. Active learning manifests a variety of activities, such as
pausing in lectures for students to consolidate and reflecting in their notes,
interspersing short writing exercises in class, facilitating actively small group
discussions within the larger class, incorporating survey instruments, quizzes, and
student self-assessment exercises into the course, leading laboratory experiments,
taking field trips, and using debates, games, and role plays. Some of the benefits of
active learning are: (a) students are more involved in the task assigned than in
passive listening; (b) students may engage in higher order thinking and nourish
their ability to think critically, such as analysis, synthesis, and evaluation, and (c)
student motivation is increased in the process.
REVIEW OF LITERATURE
Leadership Styles
As per the text books six basic leadership styles that are Autocratic or
Authoritarian, Participative or Democratic, Laissez-Faire or Free Rein Style,
Charismatic Leadership and Transformation Leadership & Transactional
Leadership.Conversely “Leadership Style” refers to a leader’s behavior. It is the
result of the attribute, character and knowledge of the leader. The management
academic, from beginning to end various leadership theories, have acknowledged
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various styles based on their attitude, character and knowledge followed by leaders
such as following :
Principle of the manager in organization creating and using “in-groups and out-
groups” (Leader Member Exchange Theory).
Principle of the leader in a set of system to decide the form and quantity of
contribution in decision-making in different situation (Leadership Participation
Theory).
Leader’s capability to shift the moral, beliefs and require of the followers through
personality, motivation, academic motivation and individualized thoughtfulness
(Transformation Leadership Theory).
Leader’s helping their followers to lead themselves (Self- Leadership Theory); the
leadership sticking to moral mean of achieving objective from beginning to end
their personality (Ethical Leadership Theory).
Educational researchers have turn into more interest in leadership theories such as
transformational leadership (Bass, 1985) which initiate in the management
literature, at the same time as human resource practitioners in knowledge settings
have develop into more concerned in the evaluation and selection methods used in
corporate area. According to Leithwood and Sleegers (2006) future research which
investigate transformational leadership is principally suitable as questions about
the comparative value of different approaches to institution leadership are being lift
by researchers and human resource practitioners who are plan to meet the
permission of reform-seeking strategy makers. It is within this framework that this
leadership project is based.
In leadership theory transformational leadership has come into sight as one of the
most commonly researched theories in the field (Hughes et al, 2009, hunt, 1999). As
from the studies found that transformational leadership is related to positive
performance outcomes in organizations. Eon, 1995).
Motivation
From the literature on what motivates students to learn, the following key concepts
were obtained from a wide collection of sources in a variety of formats. Here is a
summary of what research has shown to be the top six motivators for learning
2. Relevance to student use and teacher’s genuine interest: There is a dual emphasis
between relevance and genuine interest. Why a lesson is important and how it
connects to life is best embraced by the student when the teacher demonstrates
genuine interest in the subject and students.
6. Encouragement. A simple pat on the back, a smiley face stamp, writing “Good
Job!” or acknowledging effort can make a big difference in student performance.
Personal Effectiveness
BENEFITS
Develop ability to think clearly and logically. Structure thoughts and present ideas
cohesively and effectively. Increase levels of confidence in conducting oneself with
internal and external customers. The most powerful and useful framework for
thinking about personal improvement in management skills comes from the work
of Albert Bandura, and his social learning theory . Bandura’s theory suggests that
learning of any new behavior is the result of three main factors—the person, the
environment, and the behavior—and they all influence each other. Behavior is not
simply the result of the environment and the person, just as the environment is not
simply the result of the person and the behavior.
For the present study, we reviewed the published training and development
literature from 1960 to 2000. We considered the period post-1960 to be characterized
by increased technological sophistication in training design and methodology and
by the use of more comprehensive training evaluation techniques and statistical
approaches. The increased focus on quantitative methods for the measurement of
training effectiveness is critical for a quantitative review such as this study. Similar
to past training and development reviews (e.g., Latham, 1988; Tannenbaum &
Yukl, 1992; Wexley, 1984), the present study also included the practitioner-oriented
literature if those studies met the criteria for inclusion as outlined below. Therefore,
the literature search encompassed studies published in journals, books or book
chapters, conference papers and presentations, and dissertations and theses that
were related to the evaluation of an organizational training program or those that
measured some aspect of the effectiveness of organizational training. An extensive
literature search was conducted to identify empirical studies that involved an
evaluation of a training program or measured some aspects of the effectiveness of
training. This search process started with a search of nine computer databases
(Defense Technical Information Center, Econlit, Educational Research
Information Center, Government Printing Office, National Technical
Information Service, PsycLIT/PsycINFO, Social Citations Index, Sociofile, and
Wilson) using the following key words: training effectiveness, training evaluation,
training efficiency, and training transfer. The electronic search was supplemented
with a manual search of the reference lists from past reviews of the training
literature (e.g., Alliger et al., 1997; Campbell, 1971; Goldstein, 1980; Latham, 1988;
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Tannenbaum & Yukl, 1992; Wexley, 1984). A review of the abstracts obtained as a
result of this initial search for appropriate content (i.e., empirical studies that
actually evaluated an organizational training program or measured some aspect of
the effectiveness of organizational training), along with a decision to retain only
English language articles, resulted in an initial list of 383 articles and papers. Next,
the reference lists of these sources were reviewed.
Becker(2000) in his studies found that the students with internal locus of control are
perceived to be more effective as compared to their counterparts with external
locus of control. The study further states that relatively internal-oriented students
are more likely to pursue successful study strategies and stress-coping mechanisms,
achieve higher grades, and, therefore, award relatively higher evaluation scores
than their more externally oriented classmates, ceteris paribus. Likewise, relatively
external-oriented students are more likely to engage in passive and unsuccessful
study strategies, cope poorly with course-induced stress, achieve lower grades, and
blame others for their performance relative to their more internally oriented
classmates, holding all else constant.
RESEARCH MODEL
LEADERSHIP STLYES
PERSONAL EFFECTIVENESS
MOTIVATION
RESEARCH QUESTIONS
HYPOTHESIS
METHODOLOGY
A) SAMPLE
The study was conducted in Final Year of B.Tech, BBA and MBA students of West-
Bengal.
No. of Respondents: 100 students from Final Year of B.Tech, BBA and MBA
students of West-Bengal. Students who have studied more than 2 years in the
institution selected.
B) QUESTIONNAIRE
Leadership Styles - Wong and Law Emotional Intelligence Scale (Wong & Law,
2002), New General Self-Efficacy Scale (NGSE) (Chen, Gully & Eden, 2001), Private
Self-Consciousness subscale of the Self-Consciousness Scale (Fenigstein, Scheier &
Buss, 1975), Davis Empathy Scale (Davis, 1994), LMX 7 (Graen & Uhl-Bien, 1995),
Job Satisfaction Subscale of the Michigan Organizational Assessment Questionnaire
(Cammann, C., Fichman, M., Jenkins, D. & Klesh, J., 1979). No of Items- 51. Factors:
Emotional Intelligence, Self-Efficacy, Self-Consciousness, Empathy, Job Satisfaction.
All scales are in likes scales. The data analysis will be done by SPSS 21 software.
Regression Analysis
Table No : 1
Variables Entered/Removeda
Model Variables Entered Variables Method
Removed
1 TOTALLESMTOTALAGM TOTALLSF .
TOTALLSC Enter
TOTALSLVMTOTALLSB TOTALLA TOTALLSE
TOTALPGM TOTALSEM
TOTALALSMTOTALLSD
a. Dependent Variable: TOTALPE
b. All requested variables entered.
Table No : 2
Model R R Adjusted Std. Error of Change Statistics
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Squa R Square the Estimate R Square F df1 df Sig. F
re Change Change 2 Change
1 .977a .954 .948 1.67263 .954 149.935 12 87 .000
a. Predictors: (Constant), TOTALLESM, TOTALAGM, TOTALLSF, TOTALLSC,
TOTALSLVM, TOTALLSB, TOTALLA, TOTALLSE, TOTALPGM, TOTALSEM,
TOTALALSM, TOTALLSD
Table No : 3
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 3292.188 6 548.698 113.958 .000b
Residual 452.604 94 4.815
Total 3744.792 100
a. Dependent Variable: TOTALPE
b. Predictors: (Constant), TOTALLESM, TOTALAGM, TOTALLSF, TOTALLSC,
TOTALSLVM, TOTALLSB, TOTALLA, TOTALLSE, TOTALPGM, TOTALSEM,
TOTALALSM, TOTALLSD
Table No : 4 - Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) 95.003 4.041 23.513 .000
TOTALLA .280 .070 -.265 -4.019 .700
TOTALLSB .029 .109 -.018 .262 .794
TOTALLSC .494 .103 .290 4.815 .000
TOTALLSD .563 .174 -.428 3.244 .002
TOTALLSE .059 .134 -.029 .442 .659
TOTALLSF .139 .167 .036 .832 .407
TOTALSEM -.699 .087 -.663 8.035 .000
TOTALALSM -.947 .146 -.668 6.483 .894
TOTALSLVM .601 .215 .317 2.799 .606
TOTALPGM -.834 .113 -.450 7.359 .000
TOTALAGM .895 .173 .433 5.169 .000
TOTALLESM .398 .183 -.315 -2.168 .933
a. Dependent Variable: TOTALPE
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Table No : 5 : PERSONAL EFFECTIVENESS
1 TOTAL W&LEISLS 0.700 70.0%
2 TOTAL NGSE 0.794 79.4%
3 TOTAL LMX7 0.659 65.9%
4 TOTALALSM 0.894 89.4%
5 TOTALMLVM 0.606 60.6%
6 TOTALLESM 0.933 93.3%
According to the table above Wong & Law Emotional Intelligence Scale as a factor
of Leadership Styles predicts W&LEISLS (0.700) for any student if Emotional
Intelligence Scale is essential to motivate them. In order to develop the Emotional
Intelligence Scale of these students to attend the Personal Effectiveness in the
academic scenario the following behavioral predictors needs consideration to a
large extent for creating self-awareness. NGSE (New General Self Efficiency) as a
factor of Leadership Styles predicts NGSE (0.794) FOR THE Self Efficiency of
Students. LMX (Leader-member Exchange Theory) as a factor of Leadership Styles
predicts LMXLS (0.659) for any student if the LMX is dynamic to develop the
successfully understanding communication in the student. The most common
behavioral predictors of LMX in student implies them to be attentive addressees,
sensitive to others need and feelings, born with the sense of respect for others is a
requirement for social problem-solving and conflict determination.
CONCLUSION
In the present scenario the getting higher rivalry that some organizations face
requires a change from old-style or conventional management with command-and-
control leadership to shared ideals and vision of leadership among employees in
the organization. Students who keep personal attributes such as need for self-
sufficiency and general self-efficacy may undertake accountability efficiently;
contribute in decision making, and run through motivational and independence
strategies.
The Visionary Leader often fails when trying to motivate more experienced experts
or peers. The Democratic Leader often leads to anarchy in an organization. The
Affiliative Leader avoids emotionally distressing situations such as negative
feedback which often may incur the betterment of an organization. Done
inefficiently, it lacks Motivation, especially self-management or self-efficacy. Such
leadership often hinders the smooth administration of an organization and
enhances the very negative effect on climate of the place. In concern to the above
interpretation student motivation and achievement often becomes a major
limitation of the intellectual ability of the students which can be considered or
compared with extrinsic motivation in their academic gains. Students are made
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with the suitable skills and information by the instructors without any
inconsistency to the students which often become a major prevention to
understanding the motivation level which varies from one student to another at a
large extent creating a wide gap in their personal effectiveness and behavioral
outcomes.
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emotional intelligence: An exploratory study. Leadership and Organizational
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8. Bar-On, R. & Parker, J. D. (Eds.) (2000). The Handbook of Emotional Intelligence.
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320.
11. Charbonneau, D. & Nicol, A. M. (2002). Emotional intelligence and leadership in
adolescents. Personality and Individual Differences, 33 (7), 1101-1113.
12. Chen, G., Gully, S. M. & Eden, D. (2001). Validation of a New General Self
Efficacy Scale. Organizational Research Methods, 4(1), 62-83.
13. George, J. M. (2000). Emotions and leadership: The role of emotional intelligence.
Human Relations, 55(8),1027-1044.
14. Goleman, D. (1998). Working with emotional intelligence. New York: Bantam.
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power of emotional intelligence. Boston: Harvard Business School Press
16. Leithwood, K. (1994). Leadership for school restructuring. Educational
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17. Midgley, C., Maehr, M.L., & Urdan, T.C. (1993). Patterns of adaptive learning
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18. Mrtinez, M.N. (1997). The Smarts that count. Human Resource Magazine, 42, 72-78.
19. Oliver, B. (2008). Commencing undergraduates’ self-efficacy and ability in
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20. O’Neil, J. (1996, September). On emotional intelligence: A conversation with
Daniel Goleman.
21. Pintrich, P.R., Smith, D.A.F., Garcia, T., & McKeachie, W.J. (1991). A Manual for
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pdf
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22
Talent In Store... Hit Bullseye With Coaching
Hemant Gajpal
Research Scholar, Rai University, Ranchi (Jharkhand)
ABSTRACT
The situation goes... Are you an executive? Do you have a goal, but, don't know how to get
there? Get an executive coach is what the popular advice given and approach taken by
industry professionals since coaching is designed to improve the thinking and behavior of
senior/top leadership talent and even high potentials and managers on the verge of taking a
leadership position. In fact, today, coaching is sought after by even the most successful
executives in their field those who want to equip themselves with highly specialized
leadership skills needed for meeting today's business challenges and also to get better at
their business game.
INTRODUCTION
The question is what are the issues where coaching is required, how does it help
leaders, managers and high potentials in acquiring highly specialized skills as
leaders, which not only builds a coaching culture in the organization, but, gets the
expected or desired ROI turning it into a tool for organizational transformation.
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BUILDING A COACHING CULTURE:
In order to build a coaching culture the coach was to know the different model and
which model will suit which organization.
The 123! coach model involves listen Learn Empower Recap Action: "When we
listen to the coachee, we actively listen to what is being said and what isn't being
said. We allow our coachees to fully express themselves. Then thoroughly explore
the current situation or issue. The client feels empowered and supported and then
the coach summarizes and confirms that both are on the same page. It is now the
time for sound course of action. The third one is inspired from the book.
Different coaches coach in different areas of work and even the level (executives,
managers or people of high caliber lined up for succession) whether they are
external or internal coaches. For example, Balaji coaches mid-senior level managers
and high performing individuals on their performance aspects. He explains, "The
first steps in coaching is to make the leader see the need for coaching since most of
the leaders are what they are today because of their past actions and behaviors and
the same actions and behaviors can act as impediments for their future growth.
Hence making the leader to see the need for coaching is critical." So Balaji starts
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building a coaching plan for leaders at the time of appraisals. Then managers are
put through a three day workshop and are provided fundamentals inputs on what
and how coaching is done? Thereafter, a follow up is done in the form of
fortnightly coaching clinics where managers exchange experience and also a mock
session is conducted with the rest of the team for contributing their feedback.
Similarly, there is a separate mechanism which identifies potential leaders who are
taken through coaching module to enhance their performance. Currently, Balaji has
helped in addressing a difficult employee or overcoming a difficult situation. Also,
the company is in the process of implementing coaching as a way of life at work.
A study by the CFI's Mumbai chapter found that coaching has been on the senior
management radar for some time now and 75% of the people surveyed said
coaching was discussed at leadership meetings, but everybody wanted proof that it
worked.
A study by CFI's Chennai chapter discovered that among the most needed skills for
a CEO are interpersonal skills followed by leadership skills, work life management,
time management, change management and thinking skills. The coaching impact
should reflect increased self awareness and self esteem, improved role effectiveness
and team effectiveness and heightened clarity about development goals.
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Coaching session: Depending upon the coaching goals the coach, the executive and
the sponsor can discuss the timeframes of coaching sessions (e.g. thrice a month for
an hour each). Most coaching sessions are either done face to face or in some cases
over the phone.
Goal setting: Coachee needs to identify a few areas with the help of the coach that
need improvements like productivity/operational efficiency, retention of key team
members and customer satisfaction. Now the executive has three definite goals that
would need three action plans.
Action planning: This process allows executive to detail their action and developed
to drive a specific result associated to a business major.
Active learning: After the executive develops the specific action some many
development strategies are discussed and implemented with the help of the some
many coach facilities the efforts by utilizing learning process like reading
assignment assessment tools, skill practices, video feedback, journaling and other
techniques. Coaching is an active learning process as the executive experiments,
applies and reflects on the experience. The coach gives input, reaction, assessment
and evaluation.
Progress review: Mostly the coach and executive review progress ***** the action
plan if necessary on monthly basis. This is to continue making adjustment ***** the
process.
Reporting: After completing the coaching engagement the executive reports
improvement by finishing all parts of the action plan.
ROI EVALUATIONS
Some feel that the key to ROI is through behavioral based coaching as it can collect
data on particular, targeted behaviors impacting the use of a professional skill.
Since by utilizing suitable authenticated, behavioral change instruments, these
targeted behaviors can be measured in an accurate way. Besides, it is vital to
demonstrate an association between coaching and improvements in an executive's
performance.
There are several steps in measuring ROI. For instance, the business objective of a
company is to enhance profits by 20% in 24 months, at the same time key behaviors
that can affect outcomes could enhance the average scores on the employee survey
on management behaviors by 40%. Next calculation is the possible impact of
coaching, bearing in mind other organizational variables such as initiatives for
boosting profit require setting up superior IT systems, hire more marketing
executives and enhance delivery, then see the probable impact that coaching could
have on these . Is it 20% for each one or is it 30%for one, 40% for another and 50%
for the other? Utilize this data to describe a general percentage impact of coaching
(in general, it is anywhere between 20% and 100%). The lesser the organizational
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variables, larger will be the impact of coaching. Once the program is executed,
calculate the cost-benefit ratio of coaching. The formula for this is: percentage
impact of coaching multiplied by the year-on-year profit in turnover, divided by
the cost of coaching , like if the percentage impact of coaching is 50%, the year-on-
year rise in profit is Rs 1 crore and the cost of coaching is Rs 10 lakh (50% x
10,000,000 / 1,000,000 = ROI). The collective effects of coaching take time to sift
through a company, thus, measuring ROI one year after the end of the coaching
program and then consequently for
ISSUES IN COACHING
A lot of myths surround executive coaching, one of them is that top leaders believe
that coaching is not for them, but, for people who have trouble performing their
roles, points Balaji further he says that people feel coaching is a journey and it takes
time for people to let go of their behavior and beliefs. Of course, coaching can't be
seen in isolation and the organization should be willing to be a part of this journey
life supported by training and development, HR practices etc. to give it a good start
and make it successfully.
There are different challengers that coaches the face in coaching problem in
attendance of the coachee like many of his clients were successful leaders and they
would find it challenging to keep up with the mutually agreed coaching schedule.
Either they cancelled the appointment at the last moment or did not turn up for the
session. The other challenges that sponsorship as the coachee's reporting manager
at times would not show much interest in their coaching session. The manager
would give the coachee tasks that interfered with the coaching schedule or goals. It
is important to get commitment from the coachee's bosses on their availability and
coaching goals. One more challenge that is the changing business priorities as the
business goals change depending on the market conditions and the goals
articulated during the first coaching session may no longer be relevant. Therefore,
the coach and coachee have to have periodic reviews to stay current. Some more
coaching challenges include dysfunctional personal life of the executive starts
impacting on his work and most of them do not work on that side of life least
accept it; HR sometimes limits its role to linking the coach to coachee and allowing
them to fend for themselves ; lack of appreciation of senior management and HR as
to what coaching can actually do; inconsistent coaching engagements, peaks and
channel of involvements, lack of follow through, deficit in resolute to work on
agreed goals etc. "The best way to overcome this is to make coaching a way of life at
work, " views Balaji.
CONCLUSION
Today's managers have to play the role of manager, leader and coach to be able to
effectively lead a team and deliver superior performance. "We have to deal with
how the manager would delineate his time to ensure that he plays these three roles
effectively. This is easier said than done, because this requires training and practice
to be able to identify clearly, the issues under each head and develop a strategy to
deal with them. This is a larger issue and we are approaching this as a group level
initiative for cross learning and sharing. We believe this is an evolutionary process
and will take time to get embedded within an organization." says Ganesh. The
learning and experiences on coaching are coming from the west culturally Indians
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upbringing is different from the western countries and hence coaching in India will
need some time on localization by maintaining the spirit in its existing form.
REFERENCES
1. Gallwey, W. Timothy. (2000). The Inner Game of Work. New York: Random House.
ISBN 0-375-50007-3.
2. http://www.insightsonindia.com/2015/07/23/balaji-d-k-rank-36-cse-2014-story-of-
perseverance-and-hardwork/
3. http://www.thehindubusinessline.com/todays-paper/tp-new-manager/nurturing-a-
culture-of-coaching/article1027172.ece
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23
Green HRM Existence In The Establishment Of Ethico -
Spirituality In The Work Life & Private Life
Rinki Mishra
PhD Scholar, Techno India University,Kolkata
ABSTRACT
In the 21st century, establishments are more concerned about their benefits & growth in this
competitive market. Some of them are engaged in unethical practices considering them more
responsiveness in the business sphere. Majorly of codes of ethics, codes of exercise, codes of
behavior and corrective actions have remained practically on paper. Workplace spirituality
looks forward to developing the ability to think about the current society and future
generations at two levels of i.e. individual and organizational. At the individual level, it will
enthuse the inspiration, imagination and perception; further developing the trust and
honesty. At the administrative level, workplace spirituality holds out premise to increase
organizational performance & image. This study endeavores to take the viewpoints of the
individual on ethico- spirituality in workplace, evaluate methods in which HR management
follows ethical-spiritual work atmosphere, thus identifying successful organizational and
individual effects of sprituality. Swami Vivekananda’s viewpoints on ethico-spirituality is
taken as a case study to establish green HRM using ethico-spirituality in the individual life
& workplace.
INTRODUCTION
Environmentally-friendly HR practices
It can be assumed that the full potential of green HRM in theory and practice has
not yet been realized. One conceivable deficit which could hamper the greening
process is that the green HR policies focus only on employees’ working life. We
need to acknowledge that ethico-spirituality practices and behavior are not learnt
exclusively at the workplace, but also in private life.
Ehical Practices
The term ethics is consequent from the Greek word, Ethikos significance conduct,
custom or habit. These meanings are quite similar to the meaning of a Latin word,
“mores”. Therefore, ethics is regarded as the science of morality or simply, ethics is
moral philosophy that deals with moral conduct, judgment, habit, character, rules
or principles. Ethics is “science of ideal involved in human life.”
Ethics & ethical behavior reflecting moral principles & values, not only apply to
personal lives but are also applicable equally to society & business. Ethics in
personal life refer to the standards of conduct & behavior of an individual with
respect to his or her moral principles & values.
In today’s business environment, employees are the most valuable part of resources
required for doing good business.
Nature of work conditions & environment with respect to employee safety &
health care
200
Discrimination in jobs due to supervisor’s action & preference
Lack of equal opportunity, that is discrimination due to race, gender, colour &
creed
201
This entire tradition of progressive, inspiring behavior states the situation over
optimal recital from individually, subsequent is the best act of the entire
organization. This whole set of positive, encouraging behavior expresses itself
through optimal performance from each worker individually, resulting in optimal
performance of the organization as a whole. An ideal presentation of the group’s
indications to the durability for the enterprise, interpreted in improved job security,
which, in turn, increases the dedication, enthusiasm, and self-confidence of the
employees.
Ethics, according to Vivekananda, is nothing but a code of conduct that helps a man
to be a good citizen of the world. The world needs good citizens for the betterment
of the people. Without good citizens, no system, social or practical can functions in
right ways. All the systems are developed to offer better conditions for people who
want to manifest their inner qualities to get the chance to realize their real nature.
According to Swamiji, ―The basis of all systems social or political rests upon the
goodness of men. No nation is great or good because parliament enacts this or that,
but because its men are great and good … people often work for the same ends but
fail to recognize the fact. One must admit that law, government, politics are phases
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not final in any way. There is a goal beyond them where the law is not needed. …
All great Masters teach the same thing Christ saw that the basis is not law, that
morality and purity are the only strength. (Vivekananda S. 2009). From this excerpt,
it is followed that ethics or morality has something more than laws of a country that
governs the people. We feel the necessity of laws, government, or politics for better
governance, for the development of the society. But all these facts have some
limitations. They can act only as means, not as ends. The end is something more,
that lies beyond these facts. They can help us to reach the goal to some extent.
Ethics is also mean to reach the goal, but it lies beyond laws. The strength of
morality is greater than those facts.
Laws, politics can force a man to act accordingly. But they have no power to help a
human being to manifest his/her perfection that resides in the core of their hearts.
There is infinite power in our heart, but we are not aware of it. That is why we are
exercising laws to keep the society intact. Laws are nothing but bondage. We have
to overcome this bondage. So, we have to follow the codes of ethics. Ethics will help
us finally to reach the goal.
“Individual soul is a star,” wrote Swami Vivekananda, “and all stars are set in the
countless sapphire, the everlasting sky – the Lord. There is the origin, the reality,
the real individuality, of each and all. Religion initiated with a search after some of
the stars which had passed beyond our prospect, and finished in discovery them all
in God, with ourselves in the same place. Once this decisive authenticity is
overlooked or elapsed by us, we challenge it in our daily life in the form of sorrow
and suffering. When it is predictable, understood, and idolised by us, we
overwhelm all laws of substantial relative survival.
Realization of the spiritual unity of humankind begins with ourselves. We may not
be able to change the whole world but we can change ourselves. “For the world can
be good and pure only if our lives are good and pure. It is an effect, and we are the
means. Therefore let us purify ourselves. Let us make ourselves perfect.” Unless we
begin to see God within, we will never see God without. Again, unless we see God
in the hearts of all beings, we will never see God inside ourselves. To serve the less
fortunate and think of their wellbeing is a sacred duty of all human beings. This is
the basis of all ethics and morality.
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There are unlike insolences that enlighten in different conducts the objective of
human beings. The materialists will say that a wealthy life is our aim and we are
annoying to relate altogether out world services to accomplish it. We involve
ourselves in liability knowledge & skills to open the access of our objectives. We
gather some essentials to create our breathes more cultured and more influential.
Steadily, to assemble all these essentials we initiate to odium others and cheat
others to accumulate more money, more power, more superiority. The aim of
human beings is to behave like a human beings, so they can sustain in workplace &
in their private life. A human being is nobody but a grouping of together quality
and immoralities. Civilization & corruptions together are there in human
existences. The appearance of mortality separates a person from a subconscious.
“The highest reward for a person’s work is not what he gets from it, but what he
becomes by it.”- Thomas Carlyle
Love towards their superior & colleague, junior & family members, society
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Tolerance don’t tolerate unethical practices
CONCLUSION
This study brings to light how Vivekananda rejuvenates the spiritual heritage of
India by his practical & ethical value. It is to be recognized that the significance of
green HRM practices is energetic to encourage employee self-confidence and this
may provide advantage for both the organization and the employee. For example
some of the benefits that an organization can get as a consequence of familiarizing
employees with green HRM philosophies in an organization, include:
Attracting better employees through the corporate image & best ethico-
spiritual practices
Providing employees training & through workshop about the ethical practices &
spiritual practices in private life & worklife. HR person can understand the needs &
deeds of the employees in the organization. They can understand the psychology of
the employees. Through ehico-spiritual practices, they can established the healthy
work environment & culture in the organization & also employees can balance their
work-life & private-life effortlessly. Swami Vivekananda’s view on ethics &
spiritual practices give the hr a new way of practices in the organization. Which can
keep the internal & external environment healthy.
REFERENCE
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24
Technical Education In An Era Of Global Competition
Pradeep Pandey
Research Scholar, Rai University, Jharkhand, Ranchi (Jharkhand)
Dr. Sangya Shrivastava
Director, Manav Sampada & Associates, Raipur (CG)
ABSTRACT
One of the indicators of the competitive capability of a nation is the share of its exports in
the global market. It is certainly within our capacity to achieve a high proportion of the
global trade in specific products and services, in which we have competitive advantage. The
ability to compete in the global market will be considerably enhanced in those products and
services for which there is a high demand within the country. The success in the global
market will further depend upon the standards of quality, reliability, brand image and price
structure in relation to similar products and services available in the global market place. It
is generally acknowledged that the national competitive capability can be significantly
improved by investment in the human resource development sector especially at the higher
education level and particularly in the areas of technical education. This paper outlines the
essential changes in our present educational approaches to technical human resource
development.
Firstly, it is necessary to create two strands of technical education, one catering to
development of analytical and research functions, and the other intended to develop to
develop the necessary competence in design, development, production and marketing of
products and services.
Secondly, there should be unlimited scope for obtaining Vertically Upgraded Qualifications
(VUQ), from diploma to post-graduate level in the engineering as well as in the technology
strands, based solely on the interest and capacity of the learner.
Thirdly, the educational system should provide substantial opportunities for Trans-
Disciplinary Qualifications (TDQ) to enable persons with science degrees to obtain
engineering or other professional qualifications and vice-versa.
Fourthly, those who are studying in the educational institutions as well as those who are in
occupations should have the facility to acquire Value Adding Qualifications (VAQ) in the
form of certificate, diplomas and degrees in the areas of their interest without any restriction
in the nature of disciplines or duration either by, the distance education mode, including e-
courses or through regular courses offered at convenient periods.
Fifthly, the learners in sciences or engineering or management should be initiated into the
nature of global competitions, product development and market opportunities to enable them
to think creatively and innovatively to develop products and services which can increase our
global market share.
206
INTRODUCTION
Competitive Capability
Nations on the growth path are conscious of the need to understand factors that
contribute to the development of the economy and the well being of the society. In
an interdependent word it becomes necessary to identify opportunities to take
advantage of the global process of development and assess the likely constraints.
One of the indicators of the competitive capability of a nation is the share of its
exports in the global market.
Global Competition
Growth Competitiveness Index - During the past three years the World Economic
Forum has attempted to measure the competitiveness of countries in terms of their
“Growth Competitiveness Index” (GCI). The GCI aims specifically to gauge the
ability of the world’s economies to achieve sustained economic growth over the
medium to long term.
207
Expertise in a single discipline, or technology, is no longer the sufficient for meeting
the competitive situation. The modem engineer needs to be educated to thrive
through change; else, the engineer will become a commodity on the global market
instead of society’s enabler of wealth creation. The former is bought cheaply; the
latter is more dearly valued.
Technology on the other hand deals with the tools and techniques for carrying out
the plans.Hence it is necessary to create two strands of technical education, one
catering to development of analytical and research functions, with substantial
number of subjects relating basic and engineering sciences; and the other intended
to develop the necessary competence in design, development, production and
marketing of products and services.
The later part of the 20th century stands witness to more changes than those seen
previously in the centuries technology has evolved from simple crafts to complex
inter- disciplinary activities. The technologist throughout recorded’ history has
been at the forefront in this evolutionary process and has played a very crucial role
in shaping society to its present complex state represented by a broad spectrum of
economic and social systems.
The educational system should foster development of our young men and women
into individuals with an openness of mind, a sense of self- confidence, a capacity to
meet challenges, a capability of creative thinking. It should produce good citizens
of the country having an ethos for intellectual honesty.
208
the product is less expensive, more convenient and has assured quality standards
than its competitor, it would capture a sizeable market share in no time.
CONCLUSION
Given the robust size and dynamic growth of the undergraduate and postgraduate
education system in sciences, engineering, technology, management and many
other professional disciplines in India, there is scope for gaining respect disciplines
in India, there is scope for gaining respect and recognition within and outside of
our country for the capabilities for new innovations and managing global
competitions. For this to happen in a reasonably short span of time it will be
necessary to take several new initiatives in a concerted.
The foremost requirement for enhancement of the quality of higher education is the
adoption of a flexible curricular framework as followed in many of our premier
institutions and many advanced countries. The structure of the curriculum should
provide for the individual aptitude and career goals of the students. It should also
incorporate features for adjustments in respect to emerging changes in different
disciplines as well as the requirements of the global markets.
For this purpose it will be necessary that all curricula in India should be based on
credit system within the next two years. Keeping in view the scope for further
refinements, the educational community should agree upon the definitions of
credits, relative weight-ages of subjects and the credit requirements for graduation.
It would be helpful for purposes of common interpretation, a uniform pattern of
nomenclature of grades as adopted.
No matter how good the curricula structure is, its effective delivery would depend
upon the competence of the available faculty. Considering the acute shortage of
faculty in a large number of higher educational institutions, it appears necessary
that a special drive is launched in the short run to create sufficient number of well
trained teachers.
Qualifications Pathways
Even though the UG degrees may be described in terms of nominal years of study
as of three or four or five-year duration, the program of study may envisage
alternative pathways for obtaining degree. For instance candidates may be
permitted to fulfill the specified credit requirements for a degree in less or more
duration within bounds.
Educational consortia
At present there is a high degree of fragmentation of the resources among the large
number, of colleges. Since the degree in the, same disciplines is offered in a large
number of institutions in close vicinity, the availability of faculty poses a problem.
Many of the disciplines are managed by insufficient number of faculty some of
whom are under qualified. It is suggested that a group of institutions may from a
209
consortia and establish a special common education zone with world-class
academic and residential facilities to be shared among the institutions. Each
institution may indicate the Programs in selected subjects it is capsule of offering.
This will facilitate maximizing the availability of faculty. They could also be
involved in development of contents for the subjects and establish modem high-
tech facilities to facilitate teaching and learning.
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25
Managing Organizational Culture: Human Resource
Management Framework
Vikram Singh
Assistant Professor, Department of Social Work
Guru Ghasidas University, Chhattisgarh
ABSTRACT
Managing organisational culture is a relatively straight-forward managerial task. Hence
this paper tries to analyse the role human resource management framework in managing
organisational culture in any organization. This paper methodologically is based on the
available literature and case study of selected organization in Bilaspur, Chhattisgarh. It is
prevalently argued that human resource experts are competent to manage or contribute a
vital role in managing key rudiments of culture, including symbols, rituals, norms of
behavior, beliefs, values, and postulations. It also try to look how human resource
departments of many large organizations are responsible for managing cultural symbols
such as office space, office décor and equipment, and car park space. Moreover it look into
the human resource management function in frequent centrally involved in rituals and
ceremonies such as office parties, staff meetings and award ceremonies. It also see a role of
HRM in various organizational rites, especially rites of degradation like demotions and
firings, rites of enhancement in the form of promotions and favourable transfers, and such
rites of passage as induction programmes. Furthermore in- addition it see how norms can
be influenced through codes of practice and rule books, beliefs and values may be shaped and
conditioned by mission statements, and assumptions which can be molded over time by
training programmes, the reward system and the performance appraisal process, all of which
are (at least in large organizations) generally within the remit of the human resource
department. Lastly analysis and conclusion has been made.
INTRODUCTION
211
Figure 1: Human Resource Management Framework (Armstrong, 2009).
212
Figure 2: Flow Chart of Human Resource Management
Figure 2 depicts the flow of Forces at various levels influence changes in human
resources strategies and directions. Those with the most direct effect include
changes in the nature of the organization’s mission, work and overall policy
direction. Other forces are internal to the organization itself (its culture, work
organization and management style), while still others originate outside the
organization and are related to the global economy and other changes in society.
Further impetus for change stems from the evolution of thinking about the
management of human resources (the conceptual base) and of the practical tools
available to human resources practitioners (the evolution of technology). Above all,
human resources management strategies are affected most directly by the changing
nature of the organization’s mission, work and overall strategy. A human resources
management framework does not exist in a vacuum but is interconnected with the
organization’s mission and is subject to a number of forces, both internal and
external.
Organization Culture
213
‘Organizational culture is a system of shared assumptions, values, and beliefs,
which governs how people behave in organizations. These shared values have a
strong influence on the people in the organization and dictate how they dress, act,
and perform their jobs. Every organization develops and maintains a unique
culture, which provides guidelines and boundaries for the behavior of the members
of the organization. Let's explore what elements make up an organization's culture’.
b. ‘Deal and Kennedy’s (1982) model, based on two dimensions, suggested that
the biggest single influence on a company’s culture was the business
environment in which it operated. They called this ‘corporate culture’, which
they asserted embodied what was required to succeed in that environment.
The two key dimensions were the degree of risk associated with the
company’s activities, and the speed at which companies – and their
employees – get feedback on whether decisions or strategies are successful.
By ‘feedback’ Deal and Kennedy do not mean just bonuses, promotions and
pats on the back. They use the term much more broadly to refer to knowledge
of results. In this sense, a goalkeeper gets instant feedback from making a
great save, but a surgeon may not know for several days whether an
operation is successful, and it may take months or even years to discover
whether a decision about a new product is correct. Deal and Kennedy
distinguish between quick and slow feedback. Also, by splitting each
dimension into high and low they came up with four ‘generic’ cultures, as
shown in the Figure 3’.
215
c. ‘According to Robert E. Quinn and Kim S. Cameron at the University of Michigan
at Ann Arbor, there are four types of organizational culture: Clan, Adhocracy,
Market, and Hierarchy;
Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and
“doing things together.
Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on risk-
taking, innovation, and doing things first.
Conflict reduction: Most culture theorists emphasize the important role that
culture plays in fostering social cohesion. Culture has been described as the
‘cement’ or ‘glue’ that bonds an organization together. A common culture promotes
consistency of perception, problem definition, evaluation of issues and options, and
preferences for action.
216
Co-ordination and control: Largely because culture promotes consistency of
outlook it also facilitates organizational processes of co-ordination and control.
Culture in the form of stories and myths provides the agreed norms of behavior or
rules that enable individuals to reach agreement on how to organize in general and
the process by which decisions should be reached in particular. Where a complex
decision has to be taken organizational culture may even help narrow the range of
options to be considered. Not only is culture a major force for co-ordination, but in
the form of values, beliefs, attitudes and especially basic assumptions, culture is
also a powerful means of control within organizations.
217
strong cultures may also be possessed by organizations with below average
performance measures.
Dyer’s model, which posits that the perception of a crisis in conjunction with
a leadership change are required in order for culture change to occur,
Schein’s model, which is based on a simple life-cycle frame work, and which
posits that different culture change mechanisms are associated with different
stages in an organization’s development.
Gagliardi’s model, which suggests that only incremental culture change, can
properly be described as a form of organizational change.
A composite model, based on the ideas of Lewin, Beyer and Trice, and
Isabella, which provides some insights into the micro-processes of culture
change.
Scale of change: Models of culture change differ in terms of the scale of change to
which they are relevant. A distinction is usually made between small-scale changes
(often called incremental or first order) and large-scale change (sometimes called
radical or second order change). Reality is of course far more complicated than this
simple distinction suggests, with a succession of small alterations often leading to
large-scale change. What is more, one person’s idea of a small change can fit
someone else’s view of a large change. Despite these difficulties, when we are
examining a model of culture change it is obviously vital that we know whether it
principally refers to change on an incremental or radical scale.
Timescales: Organizational changes occur over time and it might be expected that
models of culture change would provide some indication of timescales. Hence the
models proposed by Schein (1985) pays much attention to the time variable, and
then only in the context of a simple life-cycle frame work. The sheer complexity of
organizations and the process of organizational change make the specification of
definite time-scale impossible.
In addition to the whims of senior executives there are a vast range of factors
currently operating in organizations to encourage them to change their cultures.
These include rapid advances in technology, a tremendous expansion in the rate at
which knowledge is being generated, increasingly rapid product obsolescence,
demographic changes, a new-found interest in the quality of working life, and new
trade legislation. That many organizations are not constantly changing in response
to these internal and external pressures is testament to the power inertial forces that
219
act within them. These inertial forces may be identified at both the level of the
individual and the organization. Among the most common sources of individual
resistance to change are:
Habit: Everyone has habits which allow them to deal quickly and easily with
routine situations, and which therefore provide a degree of comfort and
security. Proposed changes to employees’ habits, especially where these are
ingrained and appear reasonable and rational to people themselves, may well
be resisted.
Security: Current working practices are often more familiar and thus less
threatening to the psychological security of individuals than new methods
and procedures. In extreme cases some individuals may even forgo
promotions because their need for security is so great and fear of the
unknown so intense.
It is a striking fact that the many ‘how to do it’ frame works that have been
proposed by consultants and academics all have a similar intellectual core. Wilkins
and Patterson (1985) have expressed the kernel of this generally accepted
framework in the form of four questions:
A more widely known form of the framework has been promulgated by Kilmann
(1984) who suggests that there are five steps for managing culture:
1. Surfacing actual norms (for Kilmann norms are more or less synonymous
with culture);
2. Articulating new directions;
3. Establishing new norms;
4. Identifying culture gaps
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5. Closing culture gaps.
It is popularly argued that human resource professionals are able to play a crucial
role in managing key elements of culture, including symbols, rites and rituals,
norms of behaviour, beliefs and values, and possibly even assumptions. For
instance, the human resource departments of many large organizations are
responsible for managing cultural symbols such as office space, office décor and
equipment, and car park space. The human resource function is often centrally
involved in rituals and ceremonies such as office parties, staff meetings and award
ceremonies. It also usually has a role in various organizational rites, especially rites
of degradation like demotions and firings, rites of enhancement in the form of
promotions and favorable transfers, and such rites of passage as induction
programmes. In addition, norms can be influenced through codes of practice and
rule books, beliefs and values may be shaped and conditioned by mission
statements, and assumptions can be molded over time by training programmes, the
reward system and the performance appraisal process, all of which are (at least in
large organizations) generally within the remit of the human resource department.
Human resource systems, policies and practices thus have great leverage over an
organisation’s culture. The precise nature of this leverage and dynamics of the
interactions between a given system or procedure and any element of an
organisation’s culture is, though, likely to be highly complex. One consequence is
that the result of any deliberate attempt to manage culture using the weapons in the
human resource department’s armory may well be hard to predict. What is clear is
that the human resource function can most effectively manage culture using what
might be termed a consistent cues approach. The consistent cues approach states
that all aspects of every human resource programme must unequivocally promote
the desired state culture. The idea is that by consistently promoting certain norms,
values and beliefs other cognitive and behavioural dispositions which the
organisation has defined as ‘deviant’ will disappear. In short, if you want to create
a culture of, for example, highly competitive and entrepreneurs, then make sure
that your reward system rewards competitive and entrepreurial behaviors.
If you want people to value quality, then appraise employees according to their
concern for quality. While, this strategy may sound simple and obvious it is in fact
neither. In the first place it is extremely difficult for organizations to correctly
analyse the full implications of, for example, a particular reward system or
promotions policy. This is partly because the full mechanics of any policy or system
are often not worked out in sufficient detail, partly because those operating the
systems and policies do not always follow procedures to the letter, introducing
221
unintended consequences, and partly because different employees (and whole
subcultures) will tend to interpret the results according to their own often highly
personal criteria. It is this variation of interpretation which massively complicates
cultural life, especially attempts to manage culture.
Hence this sections has a very positive view of attempts to manage culture through
HRM mechanisms has been given. However, some authors have suggested that the
good intentions explicit in the HRM literature to make intelligent use of reward
systems and encourage team work and participation have not been realized. Rather
than as means for managing culture it has been argued that HRM has been
employed as a smokescreen for the pursuit of anti-unionism and a reduction in the
workforce. These authors argue that HRM provides a rationale for increased
management control and downsizing, which it asserts are the keys to higher
performance. Employees have been encouraged to accept this view as valid and
legitimate because they have been conditioned (acculturated) to think of HRM as a
positive trend and discouraged from regarding it as a kitbag of tools for
manipulating organizations as an elite sees fit . The coercive control or
organizations is being replaced by control based on commitment, and this
employee loyalty and identification with their organizations is being structured and
conditioned by executives whose ethical principles are open to question.
REFERENCES
222
14. http://www.open.edu/openlearn/money-management/management/leadership-and-
management/management-perspective-and-practice/content-section-3.5.2.
15. http://www.open.edu/openlearn/money-management/management/leadership-and-
management/management-perspective-and-practice/content-section-3.5.1
16. HYPERLINK "http://artsfwd.org/4-types-org-culture/retrived%20on%2012/10/16"
http://artsfwd.org/4-types-org-culture/retrived on 12/10/16 ; 13:00 hrs.
223
26
Profiling of Organizational Culture Using OCAI and
Competing Values Framework in Axis Bank
Ms. Shravasti Jain
Research Scholar, The IIS University, Jaipur
ABSTRACT
INTRODUCTION
Any organization cannot be same for years. The capability, competence and
efficiency of the human capital determines the success of any company. There is
always a need for change and development which leads to the evolution of the
concept of corporate culture. People have started believing that culture should be
included in changing organizational structure and processes. There has been a
transformation from industrial-age economy to an information-age economy that
has brought about a dynamic change in organizational survival. Extensive evidence
has been emerging that proves that the successful implementation of Total Quality
Management and downsizing programs along with organizational effectiveness on
its performance depended on the strategies embedded in the cultural change. The
dependence of organizational improvement on culture change is due to the reason
that when values, orientations, and goals stay constant change remains superficial
(Quinn, 1996).
There are many kinds and levels of culture that defines individuals and
organizations behavior. At the broadest level, global culture such as the religion’s
culture is at the top most level as said by researchers (Hofstede, 1980; Aiken and
Bacharach, 1979). Then there is gender-based culture – difference in ways males
and females view and react to the world (Martin, 1990; Cox, 1991), occupational
224
cultures (Van Maanen, 1975), industry cultures (Gordon, 1991). Each culture is
reflected by unique language, symbols, rules and ethnocentric feelings.
The CVF continuum ranges from organizational versatility and pliability on one
end to organizational steadiness and durability on the other end.
225
“The second dimension differentiates effectiveness criteria that emphasize an
internal orientation, integration, and unity from criteria that emphasize an external
orientation, differentiation and rivalry. That means some organizations are viewed
as effective if they have harmonious internal characteristics, while others are
judged to be effective if they are focused on interacting or competing with others
outside their boundaries.” (Cameron & Quinn, 1999)
The CVF continuum ranges from organizational cohesion and consonance on the
one end to organizational separation and independence on the other.
Together these two dimensions’ form four quadrants, each representing a distinct
set of organizational effectiveness indicators. These indicators of organizational
effectiveness demonstrate the values people think important to check an
organization’s performance. They define what is seen as good, right and
appropriate. The four clusters of criteria, in other words, define the core values on
which judgements about organizations are made. (Cameron & Quinn, 1999)
Each quadrant has been given a label to distinguish its most notable characteristics
– clan, adhocracy, market and hierarchy. The clan quadrant is in the upper left, the
adhocracy quadrant is in the upper right, the market culture is in the lower right
and the hierarchy is in the lower left.
226
Market refers to a type of organization which is primarily concerned with external
environment, as it focuses on dealings with suppliers, customers, contractors,
licensees, unions, regulators, etc. Such organization focuses more on
competitiveness and productivity for strong external positioning and control
(Cameron & Quinn, 1999).
The clan culture represents the third form of organization similar to a family-type
organization that emphasizes teamwork and employee development. This form of
organization promotes empowering employees by gaining their participation,
commitment, and loyalty. The clan culture is described as “a friendly place to
work”. Leaders are considered mentors or parent figures (Cameron & Quinn, 1999).
REVIEW OF LITERATURE
This has been seen that there exists relationship between Organizational culture
and its effectiveness be it any company or any employee. However, this has been
proved wrong by some studies. The studies showed organization culture and its
relation with components of effectiveness (organizational commitment, work
motivations, the amount of negative resistance against change, improving quality)
and showed there is exists no correlation between culture & effectiveness (Mehr,
Shaghayegh Kiani, Kenasi, AsadiBita, Emadi: Somayeh, Hoseini; Maryan, Sadat;
2012; Twati, J.M; Gammack, J.G; 2004)
227
Organizational effectiveness has significant correlations with cultural dimensions,
involvement, collaboration, transmission of information, learning care about clients,
strategic direction reward & incentive system, system of control, communication,
coordination & integration (A Ydin, Bulent; Cecylan, Adnana 2009; Fey. Carl F.;
Denison, Daniel. R 2000)
According to Dension Culture Model; there are four traits for studying
organizational culture: Involvement, Consistency, adaptability & mission and
company effectiveness in terms of overall company performance sales growth,
market growth, ROA. It has been suggested that there exists relationship between
organization culture and its effectiveness. Companies’ and their power of
adaptability, contingency approach, spirit of involvement and participation of the
employees, values and beliefs, all these have a hand in company’s performance and
growth. (Momot, Volodymyr.E; Litvinenko, Olena.M)
RESEARCH METHODOLOGY
The research design used here is descriptive in nature. Primary data was collected
from the respondents working in various branches of Axis Bank in Jaipur City in
the form of a structured questionnaire.
Tools for Data Collection: OCAI was used as the research instrument.
Data Analysis Method: Data obtained from each of the 30 submitted surveys were
analyzed according to the OCAI scoring method. Average scores were computed
for each of the four statements in the Now and Preferred columns. The
questionnaires were distributed twice-once for filling the now column and the other
time for preferred culture. Scored were given in a manner that all the four scores
under each characteristic added to a score of 100. The scores were then plotted to
draw a picture of the bank’s Culture. Through assessment of this profile, one could
determine the perceptions, thoughts, and feelings of students with regard to
departmental culture.
Table No. 1
229
The study was done on a sample of 40 employees working in Axis Bank branches in
Jaipur city of Rajasthan state. Out of 40, 32 could be analyzed. The data collected in
the form of scores out of 100, average and standard deviation was computed using
MS-Excel. Then, a radar chart showing the ‘Now’ & “Preferred’ results was created
separately to show the difference that employees observe and the change they wish
for the future. A combined radar chart has also been given in the paper.
CONCLUSION
In the study conducted the research instrument OCAI was used which had four
culture quadrants A (Clan Culture), B (Adhocracy Culture), C (Hierarchy Culture)
and D (Market Culture). Each Culture had six questions.
The radar chart plotted shows that the organization wants market culture as their
preferred culture while there is presence of the clan culture.
As the table of descriptive statistics include the mean and standard deviation of the
four culture traits under now and preferred sections it can be concluded that
presently the bank is having a Clan Culture with an average score of 58.8, the bank
230
employees also confirmed presence of some attributes of hierarchical culture. The
statistics suggest that employees prefer adhocracy culture traits to be present in
their corporate culture environment along with dominance of market culture with
an average score of 70.8 and 74.7 respectively.
In other words, it can be said that bank employees feel that at present most of the
work is managed through team work and employee development and their
commitment and loyalty is facilitated. There is emphasis on human development
and high concern for people. However, they believe that there should be more
challenges and organization should focus more on permanence and stability. There
should be more smoothness of operations and scheduling. Also they feel that along
with being loyal and commitment there should be emphasis on commitment to
innovation. The employees feel that there is considerable amount of mentoring in
the environment of the organization but there should be more coordination,
organized and smooth running leadership in the bank. They want the organization
should become a structured process with formal procedures.
The purpose of this study was to explore the concept of culture at the bank. Some
important limitations include the honesty of participants giving responses and with
the generalizability of the results.
Employees may not be completely honest about the current departmental culture
due to fear of who would possibly see the results, although it was explained that
the survey was completely anonymous and there would be no negative outcomes.
Limitations also exist with regard to external validity. Generalizability may be
difficult due to the possibility that employees answer differently than they
normally would simply do because they know that they are part of the study.
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1. Abbett, Liz; Coldham, Anna; and Whisnant, Ryan; (2010). Organizational culture
and the success of corporate sustainability initiatives: An empirical analysis using
the Competing Values Framework.
2. Aydin, Bulent; and Ceylan Adnan; The Role of Organizational Culture on
Effectiveness, Ekonomika Management.
3. Belasen, Alen; Frank, Nancy (2008). Competing values leadership: quadrant roles
and personality traits.
4. Burchell, Dr. Noel; and Saele, Cato; (2013). Organizational cultural diagnosis:
Merits of employing the Competing Values Framework (CVF) in conjunction
with shared values profiling, Indian Streams Research Journal, 3(5).
5. Cameron, Kim S. & Quinn, Robert E, Diagnosing and Changing Organizational
Culture.
6. Delobbe, Nathalie; Haccoun, Robert R.; and Vandenberghe, Christian; Measuring
Core Dimensions of Organizational Culture: A Review of research and
development of a New Instrument.
7. Denison, R Daniel; Haaland, Stephanie; and Goelzer, Paulo; (2003). Corporate
Culture and organizational effectiveness – is there a similar pattern around the
world?; Elseevier Science, advances in Global Leadership, 3.
8. Ela Oney‐Yazıcı, Heyecan Giritli, Gulfer Topcu‐Oraz, Emrah Acar, (2007).
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Construction and Architectural Management, 14(6),
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519 – 531.
9. Fralinger, Barbara; Olson, Valerie; (2007). Organizational Culture at The
University Level: A Study Using The OCAI Instument. Journal of College Teaching
and Learning, 4.
10. Helfrich, Christian;Fang Li, (2007). Assessing an organizational culture
instrument based on the Competing Values Framework: Exploratory and
confirmatory factor analyses.
11. Jafari, Esmaeli; Saeedi, Parviz; and Aghael, Aliakbar; (2013). Correlation between
the Organizational Effectiveness (Case Study: Golestan Province Industry, Mine
and Trade Organization). International Research Journal of Management Sciences, 1.
12. Kiyak, Mithat; Cicek, Isik; and Aktas, Esra; (2011). The effect of Organizational
Culture on Organizational Efficiency: The Moderating role of Organizational
Environment and CEO values. Procedia Social and Behavioural Sciences.
13. Momot, Volodymyr.E; and Litvinenko, Olena.M; Relationship between corporate
culture and effectiveness of the organization.
14. Yu, Tianyuan; and Wu, Nengquan;(2009). A Review of Study of the Competing
Values Framework. International Journal of Business and Management,4, July issue.
15. Zang Lee, Tzai; Tseung, and Ya-Fen; A study of the relationship between
Organizational Culture and Organizational Effectiveness of the Electronic
Industries in Taiwan Organizational Culture and Effectiveness: the case of
foreign firms in Russia.
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27
Women Entrepreneurship Development: The Catalytic
Role of NGOs
Jaya Gupta
Research Scholar, Rai University, Jharkhand, Ranchi (Jharkhand)
ABSTRACT
The rapidly changing economy has forced women to venture out as entrepreneurs. Although
there are no concrete evidences of discrimination against women micro entrepreneurs,
failure to provide collateral or guarantees reduces the likelihood of obtaining credit. Further,
lack of marketing skills and technological know-how also act as impediments to the growth
of their businesses. The present paper discusses the factors impeding the growth of women
micro entrepreneurs and the catalytic role played by the Non-Governmental Organizations
(NGOs) in creating appropriate entrepreneurial environment. The paper also discusses the
supporting role in the process of entrepreneurship development among women.
INTRODUCTION
Entrepreneurs in general one who innovates, organize, manages and assumes the
risk of an enterprise and acts as a catalytic agent in growth process. When an
enterprise is established and controlled by women, it not boosts economic growth,
but also has many desirable socio-economic outcomes.
Swami Vivekanand had once remarked “There is no change for the welfare of the world
unless the condition of women is improved, is it possible for a bird to fly on one wing.”
Women have innate flair for entrepreneurship. This calls for concerted efforts to
promote their role in entrepreneurial activities so that they can contribute to the
growth process of the nation. However, the nature of business venture that they
undertake and the manner in which they handle their business determines their
relative success or failure. Much depends on the type of business ventured into by
an Entrepreneur.
233
owing to social and cultural reasons, which men business owners do not face. This
paper is an attempt to examine the factors impeding the growth and development
of women micro entrepreneurs and the role played by NGOs to support them to
face and tackle the problems. The study is based on primary data collected from
two districts of Chhattisgarh
Types of Business
In order to understand the true nature of women Entrepreneurship, the types of
businesses undertaken in East Chhattisgarh need to be studied. One can examine
whether the women Entrepreneurs in the state go for only traditional businesses or
are they willing to try their luck in modern businesses, which involve some amount
of technical knowledge.
RESEARCH METHODOLOGY
We have opted the qualitative method for analysis. In this we have included group
discussions and transcribed interviews for categories of information. The outcome
of the categories is presented with relevant information that describes the role of
NGOs. In the present study, the data was collected from two NGOs providing
support services to women micro entrepreneurs.
Still Women have lesser opportunities than men to gain access to accept credit for
various collateral. Bank unwilling to accept household assets as collateral and
negative attitude of bank and financial institution officials to accept women,
especially low-income group women as entrepreneurs. The access to credit in the
study was restricted to the entrepreneurs due to the following factors.
234
Women business owners have more difficult time obtaining capital from external
sources, in particular, working capital in the form of bank loans under the PMRY8
scheme. Being microenterprise entrepreneurs, they mostly require a small amount
of working capital ranging between Rs. 1,000 and 20,000 to start a business. As the
loan process in commercial banks is lengthy and tedious, they were apprehensive
to approach banks as the loan amount was small and the documents required were
very complicated added to which was the unsupportive attitude of banks for
sanctioning the loan.
Choice of Business and Availability of Institutional Credit
Majority of the entrepreneurs (Figure 1) ventured out into the service sector.
Access to credit from banks is further hindered by lack of a business plan. The
constraint is further compounded by factors like poor assets holdings, existence of
unequal inheritance rights and poor access to community and social resources.
The NGOs played a catalytic role in supporting entrepreneurs to access credit. The
study revealed that about 93% of the entrepreneurs received financial assistance
from NGOs to start or expand their business. The loan/credit support was not only
available as a startup capital, but was also available in phases which enabled them
to sustain their businesses (figure 2).
235
Technology Support by NGOs
An important measure adopted to aware the entrepreneurs with technology by the
NGOs through exposure of trade expositions and fairs. One of the NGOs adopted
the concept of mentoring to help these units to sustain and grow. Mentors were
identified by the NGO based on the business activity. A mentor plays a vital role in
the entrepreneur's business and thus, the NGO ensure that both are in constant
touch. The mentors would volunteer their time and expertise to enable the
entrepreneur to tackle the challenges of doing business and were role models for
entrepreneurs to sustain their business endeavors.
The methods of mentoring facilitated by the NGO were
(a) One to one mentoring, and
(b) Group mentoring.
Figure 3. Business Flow
Follow-up programme is very essential for the growth of any entrepreneur because
it acts as a motivational force for the entrepreneurs to sustain their business
activities, to deal with competition, and to repay loans. Also it supports the
entrepreneurs to deal with socio-psychological constraints.
The main objective to take the follow-up is to sustain the motivation of the
entrepreneurs. Entrepreneurs are uncertain at times whether they chose the right
business activity, especially at a time of crisis or when there is a teething problem
with the business. It is during such time that entrepreneurs drop out. Follow-up at
this stage takes care of the dropouts and helps the entrepreneurs to survive and
continue their business activities. (Figure 4).
236
Figure 4. Follow-up
REFERENCES
1. Akram, S. (1999). Funds are a major issue for women entrepreneurs. Daily Times, 30.
2. Aldrich, H. (1989). Networking among women entrepreneurs. Women-owned
businesses, 103, 132.
3. Awasthi, D. N. (Undated). Women’s work and Credit: An Overview of Problems and
prospects. Entrepreneurship Development Institute of India. Ahmedabad.
4. Begum, R. And Srinivasan, K. (2000). Training program for Self-Employment: Action
Oriented Approch. SEDME,Vol.2.
5. Bhatt, E. (1995). Cooperatives and Empowerment of Women. SEWA Research Publication.
6. Carter, S. and Cannon, T. (1992). Women as Entrepreneurs. Academic Press Limited, Diego.
7. Coleman, S. (2002). Constraints Faced by Women Small Business Owners: Evidence the
data. Journal of Developmental Entrepreneurship,7(2),151.
8. Coleman, S., & Carsky, M. (1996). Women owned businesses and bank switching: The
role of customer service. The Journal of Entrepreneurial Finance, 5(1), 75.
9. Dhillon, P. L.(1998). Women Entrepreneurs: Problem and Prospects. Blaze and
Distributors(P) Ltd., New Delhi.
237
10. Elavia,B. H. (1993). Micro-Enterprise Development For Women: Challenging
Opportunities. Paper Presented at Nation Conference on Women Development,
Association of Indian Management Schools, Mumbai.
238
28
Competitive advantage through Competency based
Management A Critical Review
Ashish Kumar Gwal
Assistant Professor, Dept. of Management,
AISECT University, Raisen (M.P)
ABSTRACT
Any ability and skills, knowledge required to perform a job known as competency, it may
also include attitude, ability and motive ,with area of technical ,managerial administrative
,behavioral with Conceptual or theoretical.Technical Competency related with Technical
knowledge for operation and maintenance purpose.Managerial Competency is related to
managerial function i.e Planning, Organizing, directing, controlling Theoretical
competency related to models, concept etc. Competencies enable the person to handle the task
effectively and give expected results.This study is to know how Competency Based
Management is helpful for any organisation to get competitive advantage over their
competitor.
The method of data collection is Primary (Questionnaire )&secondary sources and was
collected through Management Books ,Articles and companies website.Data Analysis
through simple Percentage Method were conducted to analyse the result.
INTRODUCTION
This study tries to highlight the cause and the factors which may increase the
competency among the employee and if there will be some weakness then
suggested how to increase it by the managerial planning and to create competent
environment through knowledge sharing,training process,and organisation
development process and to find out some other key factor which is very essential
to creat and carry competency based environment for both employee and employer
because in modern era only through competency based management organisation
can achieve the goal and survive in a long time period with good image within the
all .
239
REVIEW OF LITERATURE
The Term “Competence” was used in different area before being used in
management. These areas include skills, and knowledge of the person -based
management, which refers to dynamic, systemic, cognitive, and holistic concepts of
competence, organizations, and their competence-based interactions (Sanchez &
Heene, 1997). Drawing on this and recent thinking about competences, Sanchez
(2002) identifies five aspects or “modes” of competences that are expressed through
specific kinds of activities and processes. They are distinctive kinds of
organizational flexibility to respond to changing and diverse environmental
conditions, such as evolving market demands, technological change and
competitive development in an industry. Each of these distinctive kinds of
flexibility can in turn be described by the kind of portfolio of strategic options that
each flexibility brings to an organization.
RESEARCH METHODOLOGY
Despite the growing popularity in the field of social science ,a lot question have
been raised discussed over the legitimacy and dependability of the research
tool.Generally, research is a countinuous process of searching knowledge ,one can
also define research, as a scientific and systematic search for acquiring relevant
information on specific topic,research methodology is an approach to the entire
process of the research study(Collis and Hussey, 2003)
This section presented the research model & methodology employed in this study
including ,type of research ,research approach and research strategy,forthmore ,the
target population ,sampling size and sampling method,data collection method
and data analysis are also discussed in this section.
Research Design:
240
This research is conducted based on the research philosophy devoted to the
research strategy employed and utilizing the research instrument for successful
accomplishing the goal
TYPE OF RESEARCH
Research Questionnaire
The research questionnaire for this study consist of two section. The first section
focused on the profile of the respondents and second section focused on the
questions related to the variables of the study. For Interpretation, Simple
Percentage Method were used.
The employees’ knowledge of production material and tools used indicated that
60% respondent had the knowledge and 40% respondent don’t have any
information.
241
3.Cooperation between Employee &Employer
30% 0% 0%
Yes
70% no
242
8. Communication Skills:
20% 0%
0%
Yes no
80%
243
10%
0%
0%
Yes no
90%
FINDINGS
The survey revealed that every employee in this recent trend is keenly interested to
gain Knowledge ,to achieve new height in career, ready to take more risk ,ready to
change attitude,willingness for learning new things and always ready to do hard
work and accept the new challenges .Also found that in recent trends every
employer is very well aware about competency based management and its
competitive advantage .
CONCLUSION
While competencies are not new to most organizations, what is new is their
increased application across varied human resource functions (i.e.,
recruitment/selection; learning and development, performance management,
career development and succession planning, human resource planning).
Organizations are looking for new ways to acquire, manage and retain the precious
talent needed to achieve their business goals.And it has been also observed by the
research work that organizations can get a competitive advantage over their
competitors through Competency based Management over their competitors.
SUGGESTION
REFERENCES
1. Dessler, G. (2005). Human resource Management. New Delhi. Pearson Education. Inc. and
Dorling Kindersley (India) Pvt.Ltd.
2. Kothari.C. R. (2002). Research Methodology. Vishwa Prakashan,New Delhi.
3. Lvanarich, J. M. (2008). Human resource Management. New Delhi.Tata McGraw Hill
publishing Company Limited.
4. Lynton, R. P., & Pareek, U. (2002). Training for Development.(2 nd Ed.).
5. www.jsb.ac.in/library/projects/htm
6. www.citehr.com
7. www.economicstimes.com
244
SECTION 3
245
29
Study On Grievance Handling: A Comparison Between
Public And Private Sector Manufacturing
Organizations
ABSTRACT
In today’s business world, there are short cuts to handling people without having acquired
the necessary skills on people management. It must be made known that grievance handling
is very much interrelated with the prevention of unnecessary labour issues. Proper handling
of grievances will lead to positive work environment as well as minimize problems such as
employee turnover, employee unrest, dissatisfaction among employees, trade disputes, low
productivity, low commitment, etc.
This research paper aims to compare the effectiveness of grievance handling procedure
adopted by public sector and private sector manufacturing organizations in Madhya
Pradesh. This paper includes the satisfaction level of employees towards the grievance
handling procedure of the two said organizations.This paper also takes into account the
methods adopted by the employers for handling and resolving the grievances in both the
organizations.
INTRODUCTION
Human behavior differs from person to person. Every employee has certain
expectations which he thinks must be fulfilled by the organization he is working in.
But, it is not possible to satisfy the feelings and ego of all the employees. Hence,
employees have grievances against their immediate supervisor or against the
management as a whole or against the systems and practices which are followed in
the organization.
246
Grievance is a feeling of discontentment or dissatisfaction or distress or suffering or
grief among the employees. The dissatisfaction when expressed becomes a
complaint and when the employee believes that some injustice is being done, it
becomes a grievance.
This shows that a grievance can be Factual- when the legitimate needs of the
employee remains unfilled; or Imaginary- when an employee is aggrieved not
because of any valid or legitimate reason but because of a wrong perception, wrong
attitude or wrong information; or a grievance can be Disguised- when an
employee is dissatisfied for reasons that are not known t him and are not directly
related to the organization
LITERATURE REVIEW
Dr. Nilesh Thakre (2013) in the paper ‘Grievance Redressal Procedure in Indian
Organisations’ concludes that, dissatisfied workers cannot produce at full capacity
which leads to loss of production. Effective grievance handling not only improves
employee’s morale but also productivity and employer-employee relationship.
Sonika Sharma ( 2011) in the research paper ‘Listening Skills A Pre requisite for
Grievance Handling’ concludes that, HR professionals play a very crucial role in
organisations. They inject a feeling of confidence and belief among the employees
by listening and solving their issues and concerns.
Lawrence Nurse and Dwayne Devenish (2007) in the research ‘ Grievance Handling
and its link to Workplace Justice’ concludes that, there is influence of workes
demographic characteristics on their perceptions of procedural justice from
grievance management.
Gamage Prasadini N. and Hewagama Gayani V. in the study ‘An Empirical Study
of Grievance Settlement and labour Management Relationship of Apparel Industry
in Srilanka’ concludes that, there is a positive significant impact of the effectiveness
of grievance settlement on labour management relationship in Apperal industry in
SriLanka.
247
OBJECTIVES
1. To study the sources of grievance in the Public and Private Manufacturing sector.
2. To study the grievance handling in the Public and Private Manufacturing sector.
METHODOLOGY ADOPTED
In the study data was collected by using both primary and secondary methods.
Secondary data was gathered through various books on the topic, various
published research papers on the topic and using various websites.
Primary data was collected through the help of a well designed structured
questionnaire. Overall 300 questionnaires (150 each for both public and private
sector manufacturing organizations) were distributed for collection of data. After
proper editing and scrutiny 200 (100 each for both public and private sector
manufacturing organizations) were found to be suitable for study.
Convenience sampling method was used for collection of primary data. Chi-square
test was used for analysis of collected data.
Table No. 1
Public Private Total
Yes 76 (88) [1.64] 100 (88) [1.64] 176
No 24(12) [12] 00 (12) [12] 24
Total 100 100 200
Chi Square statistics is 27.2727.p- value is Result is significant at p < 0.05. Hence Null
Hypothesis is rejected.
Table No. 2
Public Private Total
Yes 49 (50.5) [0.04] 52 (50.5) [0.04] 101
No 51 (49.5) [0.05] 48 (49.5) [0.05] 99
Total 100 100 200
Chi Square statistics is 0.18, p- value is 0.671358, Result is not significant at p < 0.05
Hence Null Hypothesis is accepted.
248
Table No. 3
Public Private Total
Yes 10 (11.5) [0.2] 13 (11.5) [0.2] 23
No 90 (88.5) [0.05] 87 (88.5) [0.05] 177
Total 100 100 200
Chi Square statistics is 0.4422. p- value is 0.506, Result is not significant at p < 0.05
Hence Null Hypothesis is accepted.
4. Ho : There is no significant difference between Public & Private Sector Organisation
in terms of removing dissatisfaction with properly handled Grievance is concern.
Table No. 4
Public Private Total
Yes 62 (70) [0.91] 78 (70) [0.91] 140
No 38 (30) [2.13] 22 (30) [2.13] 60
Total 100 100 200
Table No. 5
Public Private Total
Yes 78 (80.5) [0.08] 83 (80.5) [0.08] 161
No 22 (19.5) [0.32] 17 (19.5) [0.32] 39
Total 100 100 200
Chi Square statistics is 0.7963. p- value is 0.3722, Result is not significant at p < 0.05.
Hence Null Hypothesis is accepted.
Table No. 6
Public Private Total
Yes 48 (41.5) [1.02] 35 (41.5) [1.02] 83
No 52 (58.5) [0.72] 65 (58.5) [0.72] 117
Total 100 100 200
Chi Square statistics is 3.4806, p- value is 0.062093, Result is not significant at p <
0.05. Hence Null Hypothesis is accepted.
249
Table No. 7
Public Private Total
Yes 96 (94) [0.04] 92 (94) [0.04] 188
No 04 (6) [0.67] 08 (6) [0.67] 12
Total 100 100 200
Table No. 8
Public Private Total
Yes 70 (74.5) [0.27] 79 (74.5) [0.27] 149
No 30 (25.5) [0.79] 21(25.5) [0.79] 51
Total 100 100 200
Chi Square statistics is 2.1319, p- value is 0.144266, Result is not significant at p <
0.05. Hence Null Hypothesis is accepted.
FINDINGS
The major cause of grievance in both the sectors (public and private) is salary. In
public sector manufacturing organization the major cause of grievance (after salary)
is working conditions, whereas in private sector manufacturing organization the
major cause of grievance (after salary) is promotion.
The respondents of both the sectors unanimously believe that grievance reduces
productivity. In public sector organisation people also approach union
representatives in case of grievance, whereas this is not applicable in case of private
sector.
Many -a -times the time taken to redress grievance goes beyond six months (12% in
case of public sector and 4% in case of private sector). 16% of the cases in public
sector grievance take more than 3 stages to get redressed, whereas the figure is just
04% in private sector.65% of the respondents in public sector believe that timely
action should be taken in order to improve the existing system, whereas 57% in
private agrees with this.
250
CONCLUSION
The major source of grievance is issues of salary. Other sources include working
conditions, promotion, accommodation, etc. Grievances are handled properly by
both the organisations they have a set procedure and which is being strictly
followed. Authorities try to settle down grievances within the stipulated time
period.
The basic aim of grievance handling procedure is to remove dissatisfaction and take
corrective actions. By this system employees feels mostly satisfied.
REFERENCES
1. Gupta, C.B. (2012). Human Resource Management. Sultan Chand and Sons, New Delhi.
2. David A Decenzo and Stephen P Robbins, Personnel Management, Pearson Publication,
Third Edition,
3. Edwin B. Flippo, Personnel Management, Excel Publications, Third Edition.
4. Gamage, P. N., & Hewagama, G. V. (2007). An Empirical Study of Grievance Settlement
and Labour Management Relationship of Apparel Industry in Sri Lanka. Kelaniya Journal
of Human Resource Management, 2(2), 170-86.
5. Gomathi, S. (2014). A Study on Grievance Management in Improving Employee
Performance in a Pvt Enterprise. Mediterranean Journal of Social Sciences, 5(20), 20.
6. Gordon, M. E., & Miller, S. J. (1984). Grievances: A review of research and practice.
Personnel Psychology, 37(1), 117-146.
7. Gupta S.P.(2005). Statistical Methods. Sultan Chand & Sons, New Delhi.
8. Aswathappa, K. (2010). Human Resource Management. Tata McGraw-Hill Education Pvt.
Ltd., 6th Edition.
9. Karuppasamy R Dr. and Kumar Rajesh K., A study on Effectiveness of Grievance handling
System in Madurai City.
10. Kothari, C. R. (2011). Research methodology: Methods and techniques. New Age
International, Second Revised Edition.
11. Nurse, L., & Devonish, D. (2006). Grievance management and its links to workplace
justice. Employee Relations, 29(1), 89-109.
12. Ramya, G., & Shenbaham, A. (2014). Study on Effectiveness of Grievance Handling
Mechanism at Swastik Apparales, Erode. Journal of Social Science, 4 (12).
13. Sharma, S., & Sharma, N.(2011). Listening Skills: A Pre-requisite for Grievance Handling.
VSRD International Journal of Business and Management Research, 1(4), 245 – 252.
14. Sundaram, Mohana V.(2014). A Study on Grievance Handling Procedure at HEMA
Engineering Industries Limited, Hosur. Samzodhana - A Journal of Management Research,
2( 1), 198-206.
15. Sundaram, M.V., & Saraya, N. (2013). Employee Grievances. Journal of Business
Mnagement and Social Science Research, 2 (3).
16. Thakre, N. (2013). Employee Grievance Redressal Procedure in Indian Organization.
IJRCM, 3(4), 98-102.
17. Vaidhya, M.R. Grievance Handling Procedure in ITES Companies. IOSR, Journal; of
Humanities and Social Sciences.
18. Walker, B., & Hamilton, R. T. (2011). Employee–employer grievances: a review.
International journal of management reviews, 13(1), 40-58.
251
19. Yoder and Dale. Personnel Management and Industrial Relations. TATA Mcgraw Hills,
Seventh Edtion
20. Bin Daud, Z., Yahya, K. K., Faizal Mohd, M., & Wan Mohd Noor, W. S. (2011). The
Influence of Heads of Department Personalities on the selection of Grievance Handling
Styles. Int. J. Hum. Soc. Sci, 1(7), 241-251.
252
30
Talent Retention: Ways To Improve It
Dr. Parsanjeet Kumar
Principal, Mangalmay Institute of Management & Technology, Greater Noida.
ABSTRACT
Talent Retention refers to the various policies which let the employees stick to an
organization for a larger period of time. No matter the size or stage of the business is, having
employee leave is just bad for business. Talent retention is very important for every business
because employee turnover can cost financial repercussion as well as can lower the
knowledge base in your company. Employee retention takes into account the various
measures that an organization can take so that an individual stays in an organization for
the maximum period of time. The present paper comprises the requirement of talent
retention as well as what can be the strategies that can be adopted by an organization to
retain the employees.
253
employees are always in search for better and larger organization. Larger
organizations have enough recourses to entice their employees.
Whether the organization is larger or small, employee turnover is bad for the
business. As wall street Journal indicates, a high employee turnover can cost ‘Twice
an employee’s salary to find and train a replacement.’ Employee turnover not only
effect financial status of the organization but also lower down the knowledge base
of your company. It also affects the morale of the other employees of the
organization.
Talent Retention is must for all the organizations specially for two reasons:
This is the need of the hour the organizations try to retain their employees. It will
control cost and increase their productivity.
If any organization wants to control the employee turnover and increase the cost,
there are the three main points which should be taken into consideration by each
organization-what is the reason of joining, why they should stay and what can be
the reason of leaving the organization.
Why Employees Join: Usually the position and salary that a person is going to get
entices him to join. A fresher can compromise on these issues but a talented and
experienced candidate will not compromise on these points. Secondly, position of
the organization in the market also attracts the person to join or not to join.
Why Employees Stay: Recruiting candidates is only one side of the coin while
retaining employees is another. At the time of joining salary, perks and position can
entice the person but after joining work environment of the company counts a lot. If
there is healthy and conducive environment in the organization it will force the
employees to stay there for a larger period of time. But if they are not getting
conducive environment inspite of salary and position it will be hard for the
organization to retain the employees.
254
The relations and connections which are developed by the employees also prompt
employees to become more embedded in their jobs. The more embedded
employees are in an organization, the more they are likely to stay.
Why Employees leave: This is very important point that should be keep in
consideration by each organization because if an organization is able to identify the
factors of employees turnover it will be easy to retain the employees by lessening
the impact of factors. Usually low job satisfaction leads the withdrawal process.
Sometimes attractive offers also initiates the employees to leave the job. The most
common reasons are better position, better salary, working hours. The organization
should go through the reasons to investigate further into in order to retain talent.
Give Feedback to your Employees:- Feedback is very important for the employee.
By feedback employee can have the idea of his short comings as well as can
improvise the performance.
Employers should not give vague feedback to the employees. Employers should
duly inform the employees about the progress of the company due to their hard
work. It develop a sense of pride as well as responsibilities and a feeling that it is
their company.
Be The Best – Status of the company in the market also affects the turnover of
employees. Usually everyone wants to work with the winner. It develops a sense of
pride in employees. They can stay in the company for a larger time if the
organization is a brand. You should share with the employees all those facts and
information that stand you separate from your competitors.
Give opportunity to the Employees – Everyone wants to work at that place where
he get opportunity to improve, to grow and expand. The place where he/she can
learn a lot. So employers should organize training and mentorship programs for the
employees time to time. Give them opportunity to move forward not just try to
stick them at one position or just maintain momentum. Give them opportunity for
advancement.
255
Don’t Hide Behind the Open Door – Open door policy means to invite criticism
and feedback. But inspite of the freedom of criticism and providing feedback to the
employers, employees do not express due to the fear of reprisal. Organizations
should try to develop a rapport with the employees so that they can share each and
everything without any fear. It will be for the betterment of the company.
Keep a close Eye on Management – “Employees don’t quit jobs, they quit
manager” says Steve Miranda, Managing Director of the centre for Advanced
Human Resource Studies at Cornell University. This is true because most of
employees left their jobs due to the behavior of their managers. Sometimes
manages become too harsh for the employees, they just try to control the workers.
They don’t have sympathetic behavior towards the employees. So employers just
try to develop soft skills of their managers also apart from the technical aspects.
At last it can be said that retention of competent and talented staff is determining
factor to an organization’s success. By implementing employee retention strategies
employers can be ensured of keeping key workers employed as well as maintaining
their productivity and performance.
REFERENCES
257
31
Training Programmes For Cabin Attendants:
Highway For Employee Orientation Towards Customer
Konika Sharma
Research Scholar, The IIS University, Jaipur
ABSTRACT
INTRODUCTION
Employee training is referred to as teaching specific job related skills and behaviour
whereas on the other side development provides knowledge with understanding to
individuals for enabling them to function more effectively and efficiently in the
258
organizations with the help of problem solving, inter personal relations and
decision making.
The aim of training is to establish a sound relationship at its best when the
employee’s attitude to the job is right, when the employee’s knowledge of job is
adequate and he has developed the necessary skills. So, there are three basic types
of inputs: Skills, Attitude and Knowledge. Training & development incorporates
mainly three activities, which are training, education and development:
Training: This activity is both focused upon and is evaluated against, the job that
an employee currently holds.
Education: This activity primarily focuses upon the jobs that an employee may
potentially and successfully hold in the future and is evaluated against those jobs.
Cabin Attendants:
A Cabin Attendant is a trained person who is responsible for looking after the
passengers on an aircraft. In addition to make passengers comfortable on board, the
Cabin Attendant is also responsible for looking after the safety regulations by
ensuring that they are obeyed and passengers know how to respond in case of an
emergency. It is the impact of training effectiveness that a Cabin Attendant is
confident enough to take care of the safety of so many passengers at 36,000 ft.
Therefore, Cabin Attendants are known as the “FACE OF AN AIRLINE”.
Customer:
259
NEED FOR THE STUDY
Aviation Industry is amongst the booming service industries in the world which is
positively contributing towards the gross earnings of the nation. The job and duties
of a Cabin Attendant is not what it generally appears to people. The major job
responsibility is to look after the safety and security of passengers on board. There
is a set standard air transport regulation which needs to be complied while
performing the duties every day. Therefore, the job is very challenging and there
are structured training programmes for Cabin Attendants. Training is a key for
organizational growth and success which has been proved by various research
studies in past. There are very few studies which have been undertaken in the area
for studying the training programmes and their importance for Cabin Attendants
specifically in the Aviation Industry. Hence an attempt is made for contributing to
the existing literature in Aviation studies, through this paper.
RESEARCH APPROACH
This research is qualitative and exploratory type of study. The study is based on
secondary data compiled from the Cabin Attendant training manuals of various
airlines, air transportation regulation reports, various airlines operation reports,
journals, books, magazines, newspapers, e-journals and others. The author’s
professional experience with the Aviation Industry as Cabin Attendant and
extensive review of existing published literature has laid the foundation of this
research study.
This research aims at studying the training programmes and their importance with
reference to Cabin Attendants in Aviation Industry. There are many airlines
operating in domestic and international Aviation markets, but this study is
conducted to understand the standard training guidelines and patterns designed
for Cabin Attendants on the basis of various air transportation regulations. This
study aims on identifying the role of training programmes in employee orientation
towards customer.
REVIEW OF LITERATURE
260
all matters relating to its employees. The basic aim is to ensure that the organization
develops HR strategies, policies and practices that cater effectively for everything
concerning the employment and development of people and the relationships that
exist between management and the workforce.
The basic objective of training and development is to alter the thinking and
behaviour of employees in the direction desired by management. A training
programme must be useful only when it is tailored to the needs of a specific
company for specific positions. Training in technology and methods of performing
tasks is specific and detailed and is common at the operative levels.
Managers/Supervisors build human skills for operations (Hicks, 1974).
261
Initial Training- This training is conducted before undertaking type training
or the refresher training.
Type Training / Conversion Training- Before being assigned to operate as
crew member on a particular type of aircraft or assigned to operate another
aircraft type, this training is conducted.
Differences Training- Differences training is to be undertaken before
operating on a variant of an aircraft type currently operated or if the
equipments are different, equipment location or safety procedures on
currently operated aircraft type of variants.
Familiarization Flights- To be undertaken by the Cabin Crew after
undergoing type training prior to operating as Cabin Attendant.
Recurrent Training- This training is organized for covering the actions
assigned to each Cabin Attendant in evacuation and normal & emergency
procedures and drills relevant to the types and/or variants of aircraft every
12 calendar months.
Refresher Training- For Cabin Crew members who have been absent from
flying duties for more than 3 months, this training programme is organized
for them.
All the above mentioned training programmes acts as a highway for Cabin
Attendants to know and act as per the customer needs and requirements time to
time, as these programmes are orientation towards the perspective customers.
Initial training is the first step for orientation for this job which lasts for 3 to 3.5
months, varying from airline to airline. The initial training programme for Cabin
Attendants is designed with the objective of developing the crew members apt for
meeting the desired customer needs in air which is to ensure safety and security.
The various portions covered under this training includes the introduction of
aviation industry & terminologies, medical & first aid, emergency procedures,
emergency equipment, general technical, aircraft type training, grooming,
communication, aviation security, dangerous goods carriage, crew resource
management, company policies & operating regulations and cabin service.
Then various drills are conducted mainly the swimming & evacuation, operation of
slides and rafts, handling emergency exit doors, fire, smoke, aircraft visits for
familiarization with the emergency equipments, interior and other in flight
procedures. Most of times when there is a medical emergency on board, we don’t
have doctors in air, unless any medical practitioner or a professional doctor is a
passenger. There comes the job of Cabin Attendants as they are certified first aiders
on board. Incidents have been reported when baby is delivered on board with the
sole assistance of Cabin Attendants. Aviation accidents have been officially
reported where in case of ditching and crash landing, successful evacuations have
been initiated by crew members. The cabin service part of training aims on
moulding the crew members for handling various situations in flight, which varies
from customer to customer.
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In service industry customer is a king. When the guest on board feel delighted with
the cabin service in normal situations, as when there are no emergency procedures
to be followed, only then any airline is successful in retaining the potential
customer in long run. This is the reason why Cabin Attendants are considered as
sky ambassadors for airlines and are known as “Face of the Airline”. So for Cabin
Attendants, it is very important to analyse and know their customer well before
they start flying because there will not be any other company representative to fix
up a situation in air, in case the Cabin Attendants fails to handle any in flight
situation. It is about the life of so many passengers on board in case of emergency
and Cabin Attendants needs to be completely sure of their actions and
responsibilities towards so many lives. Therefore, these training programmes are
orientation towards their customers.
CONCLUSION
This research aimed on studying the training programmes, their importance and
their role in orientation towards customer with regards to Cabin Attendants in
Aviation Industry. It was identified that training is a sequence of experiences and
opportunities designed to modify the behaviour in order to attain a stated objective.
In any organization training and development is perceived as planned learning
experiences designed to provide its employees with the competencies needed to
perform their current and future jobs. Training is important for performing
effectively all the jobs, at all levels in various organizations but specifically when
we talk about job performance of the Cabin Attendants, training is for equipping
them with necessary job related knowledge without which airline operations are
not possible. For treating a patient, performing cabin service or handling other
emergencies on board, technical knowledge and performance need to be 100%, it
cannot be partial. Therefore, training is important for Cabin Attendants and they
are completely customer oriented as crew members fly for assistance of the
passengers in air. So, they are trained as per the customer needs, requirements and
handling the uncertain situations which may occur at any point of time. Hence, it
can be concluded that training programmes for Cabin Attendants acts as a highway
for employee orientation towards customer.
REFERENCES
263
8. Nnadi, Chukwuemka.(2014). Training And Development Programme And Its Impact
On The Performance Of Senior Administrative Staff In The Nigerian University
System.International Journal Of Education Learning And Development, 2.
9. Noe, Raymond A.(2008) Employee Training And Development.
10. Shehada, M. and F. Alkhaldi.(2015). Measuring The Efficiency And Effectiveness Of
The Human Resources Training Function At Orange Jordan.International Journal Of
Quantitative And Qualitative Research Method, 3.
11. www.dgca.nic.in
12. www.iata.org
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32
Stress Management Theories-Its Impact and Coping
Mechanisms
Aarti Saini
Assistant Professor
Shaheed Bhagat Singh College, University Of Delhi
ABSTRACT
This paper provides an overview on the types of stress, signs and symptoms of the
experienced by the stressed person and how it leaves impact on individual with the coping
mechanism to be followed. A detailed review of various psychological theories has been given
to overview about the different stages of stress.
“Stress is not anything that happens to us. It is our response to what happens and response
in something we can choose”
INTRODUCTION
Oxford dictionary defines the meaning of the word Stress as “a state of affair
involving demand on physical or mental energy”.
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1. Stimulus
2. Response
3. Process.
Stimulus refers to stress, which can be further be evolved from three sources:
Process views stress as a series of interactions and adjustments between the person
and its environment. These interactions and adjustments are called transactions.
Stress is not seen as a stimulus nor a response, but rather as a process. The person
suffering stress is seen as an active agent who can have influence on stressor
through behavioral, cognitive and emotional strategies.
A good definition of stress would be that stress is the condition that results when
the person or the environment transactions leads the individual to perceive a
discrepancy-whether real or not-between the demands of a situation and the
resources of the person’s biological, psychological, or social systems.
Success and failure in previous transactions would determine the amount of stress
perceived.
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Introduction of anger, anxiety, alcoholism, depression, headaches, stomach related
problems, sleep disturbances, increase absenteeism etc.
Stress is not necessarily a bad thing. It is natural out of human response to have
stress in certain circumstances (Hicks and Caroline (2007). They further say that
stress can sometimes act as motivator. But if the same stress increases to the higher
level, it can affect the individual productivity and affect their physical and
emotional health. Excessive stress can be a costly affair for the individual.
It is imperative to identify stress at early stage avoiding it to reach the stage where
individual starts suffering from the stress. And to provide the best possible remedy
to overcome it (Weiss, 2012)
Sommerville and Langford (1994), defines two primarily sets of Stress indicator:
1. Healthy stress
2. Unhealthy stress
As the word describes Healthy indicators, these are those indicators that have
positive impact on our health. This includes ease of adaptability, abundant energy,
calmness, stimulation, control, rational and clear thoughts, and strong decision
making. Healthy stress is desirable
Unhealthy stresses are those types of stress which gives negative impact on our
body. The results of This types of stress includes sleeplessness, thinking disorders,
aggressiveness, fatigue, inflexibility, absenteeism, anxiety etc. however this type of
stress have a bad impact on the physical as well as mental health of an individual.
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The psychological symptom is the first sign that indicates that the person is
stressed. Change in mental thoughts, lack of concentration, feeling bore at work
place, depressed, and lack of sleep etc. falls under this category.
Stages of stress
Han Selye popularly known as “father of stress” developed concept of the general
adaptation syndrome (GAS) to discuss stages of stress:
• Alarm
• Resistance
• Exhaustion
In the first stage of GAS called alarm reaction, in which the Individuals body
releases adrenaline along a variety of other psychological mechanisms to combat
the stress and maintain cool. This response is called fight or flight response. The
muscles tense, the heart beats faster, the breathing increases, the eyes gets dilate,
the stomach experience cramps. Believe it or not, this is done by nature to protect
us in case something bad happens. Once the stress is removed, the body will go
back to normal. This stage of stress registers the body response as a defense
mechanism.
Resistance or Adaptation • If the cause for the stress could not come over, GAS
describes its second stage called resistance or adaptation. This is how our body
response to long term protection. It secretes some hormones that the body’s
increase blood sugar levels to sustain energy and raise blood pressure. For this
resistance reaction the adrenal cortex produces hormones called corticosteroids. But
we should avoid Overuse of this body mechanism as it may leads to severe
diseases. If this adaptation phase is continued for a prolonged period of time
without any break/periods of relaxation and rest so that an individual can
counterbalance the stress response, chances are more likely to become prone to
fatigue, lack of concentration, irritability and lethargy, which are the symptoms of
negative stress.
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Exhaustion • Exhaustion is the third stage of GAS. In this stage, the body has now
run out of its reserve of body energy and immunity. The person started
experiencing Mental, physical and emotional resources and suffers. The body now
experiences "adrenal exhaustion". Due to depletion of adrenal blood sugar levels
decrease, leading to decreased stress tolerance, mental and physical exhaustion,
illness and collapses.
Impact Of Stress
Chowhiu (2009) indicates that high level stress impact can be categorized into three
main types:
1. Physiological Consequences
One of the most important physiological responses is “fight or flight response”,
which automatically takes place in our nervous system. People geared up their
body to response to the challenges and face them, either by standing ground or
hitting back or by prompt strategic withdrawals. Our body automatically takes up
these responses and produces it without the people telling you to do so. However
this response is only for the short period, and if the body fails to response
immediately, there will be ad verse effect left in the mind of the individual. There
are mainly four aspects characterized about human body’s responses to stress,
namely, energy mobilizes, energy support systems, concentration aids and
defensive reactions.
2. Psychological Consequences
It has also been discussed earlier that stress until a particular level can be good or
healthy for us. But when it exceeds its limit, it starts draining out our psychological
energy, affects our performances and leave people in the feeling of useless and
undervalued, with declining hope, purposes and unattainable objectives. As
discussed above about the General Adaption Syndrome (GAS), there are three
stages of stress, the first stage the alarm reaction stage followed by stage of
resistance and stage of exhaustion. When an individual reaches the stage of
exhaustion, there will be increase in physical and psychological tensions. Then
there will be change in personality traits, which leads to depression and feeling of
helplessness in an individual. It is experimented that if a person is having high
level of stress, it may however affect its decision making skills.
3. Cognitive Consequences
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The first consequence which can be effect human is decrease in concentration and
increase in distractions. Decrease in concentration span means finding difficulty in
focusing and diminishing power of observation. Whereas increase in distractibility
leads to a thread which is frequently lost from individual hand.
It may also impact the memory power of an individual. A stressed person tends to
reduce memory power, decline in recall and recognition
STRESS MANAGEMENT
Many organizations have come up with the stress management programme for
employees who are having stressed at workplace or at home. Many people have
spill over stress from home to workplace. Organizations are trying to find out
various ways to help the employees to cope with the stress.
REVIEW OF LITERATURE
Michac (1997), have stated some major causes of stress. He says that poor time
management, inability to get the things done on right time, bad personal
relationships, feeling of inadequacy, insecurity, qualities and complexities of tasks
are some of the root cause of stress at work place. He further added that the reason
of low productivity of an individual at work are due to poor training, non-
established performances, and poor atmosphere and working environment, lack of
planning and motivation, inadequate communications among the employees, on-
identified and non-specified company goals.
270
Dean (2002), further added that stress related illness is one of the main cause of low
productivity. Johnson et al (2005) have done the research on the experience of work
related stress across occupations. He took three variables related to stress among 26
different occupations like teachers, social-workers, customer care executives, prison
officer, and police. The stress variables selected namely, psychological well-being,
job related satisfaction and physical health were taken into consideration. He
concluded that high emotional labor is associated with the job with high stress level
and is one of the most potential casual factors for the stress.
A study on stress and coping was conducted by Bhattacharya and Guha (2006), in
which they have studied thirty-four female criminal lawyers. They concluded that
the significant factors which generates stress includes busy work schedules, odd
work hours, poor interaction or poor inter personal relationship among the
colleagues and work pressure stress from superiors.
Pawar et al (2007) have done a study on measuring occupational stress and life
satisfaction among four hundred thirteen navy personnel, who are working afloat
and ashore. He founded those naval personnel who work onboard submarine and
ship experience low level of occupational stress as compared to those who serves
on shore.
He also found that occupational stress was higher among junior sailors (36.7%) as
compared to the officers at higher and senior sailors (20%). More occupational
stress is directly linked to lower life satisfaction and life satisfaction was found low
among the juniors.
Chiang et al (2010), has done a research on effect work stress on hotel and catering
industry employees. He found that job control, job demand and work life balance
have significant effect on the job stress when high job demand goes with low job
control and improper work-life balances, results in high level of work stress.
Kumar (2011), founded that job stress has many reasons to make people dis
satisfied with the job, which ultimately leads to job dissatisfaction.
Looker and Gregson, 1993, say that in recent times employees’ feelings of self-
respect, self-worth and job security are constantly kept under pressure. And if the
employees are experiencing such conditions or environment for long period of time
this can lead to change physical, psychic and social disorders.
There were some researches explaining the employee engagement as a base to have
passion and commitment of an employee at work place. Maslach et al,2001 explain
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employee engagement to be the process which attempts to cover the entire
spectrum from individual unwell being to employee well-being.
There are various theories which explain about the reasons of physiological stress
among individuals. Each theory has its own importance in every aspects of life.
These theories explains various reasons of stress which can be the outcome of the
fear a person experience, may be out of being alone or…..
The theory,
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Cannon-Bard theory of emotion
This theory criticizes the James- Lange theory as he says that it is still possible for
the person to experience emotion even if our brain exercised from the signal of our
body responses. He adds that it may not be reliable to depend upon the bodily
response of a person as every person experience different responses from the body.
He further explains his theory by explaining that a person racing heart could either
mean that the person is angry or excited. This theory was also agreed by cannon’s
doctoral student, Philip Bard, and they continued developing together.
This theory assumes that emotional state and psychological reactions works
independently
For example, if you see a venomous snake in your backyard, the Schachter–Singer
theory argues that the snake would evoke a physiological response which would be
cognitively labeled as fear based on the context. Or if we are walking on a lonely
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street and we hear a sound of footsteps from behind, we tremble, our heart starts
beating faster, our breath frequency increases which will probably arouse us feeling
of danger and fear and we run away
COPING MECHANISM
Coping mechanism is nothing but the ways in which internal and external stress is
managed, adapted to or acted upon. Susan Folk man and Richard Lazarus defined
coping as, “ it is the sum of constantly, cognitive and behavioral efforts which are
constantly changing, that aims to handle demands, whether from internal source
or external, that are viewed as demanding or taxing. In simple words coping is
some solution we seek especially when we get encountered with stressful
situations.
The term coping is closely associated with Reactive coping; this is nothing but a
response to a stressor. Coping is termed as Proactive as here coping response is
aimed at preventing the encounter with a future stressor. Coping mechanism is
nothing but the person’s conscious mind, which does not promise to be positive.
Sometimes coping can also result in maladaptive, which are the synonyms to non-
coping.
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gambling and abusive relationship will further strengthen one’s ability to deal with
stress. Thus to cope up with the stress is to adopt healthy habits.
Once the individual understand how to remain stress less and can deal with the
stress in general, it is also easy for an individual to deal with the workplace
stressors also.
Vieet (2011) offers four different mechanism which will help and individual to cope
with the workplace stress. Namely,
CONCLUSION
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be able to recognize the signs and symptoms of stress in order to cope with it. The
best motivator in one’s life is we ourself. We must make efforts to live stress free
life. This will help us to live happy and productive life.
REFERENCES
1. Aldana, S. G., Sutton, L. D., Jacobson, B. H., & Quirk, M. G. (1996). Relationships
between leisure time physical activity and perceived stress. Perceptual and Motor
skills, 82(1), 315-321.
2. Bhattacharya and Guha (2006). Stress and Coping: A study on lady criminal lawyers of
Kolkata city. IPR Special issue 67, 227-234.
3. Chiang, F. F., Birtch, T. A., & Kwan, H. K. (2010). The moderating roles of job control and
work-life balance practices on employee stress in the hotel and catering
industry. International Journal of Hospitality Management, 29(1), 25-32.
4. Chow, H. T., & 張曉彤. (2009). A study on the effects of stress level on working
performance of construction project managers in Hong Kong.
5. Hicks, T. & Caroline, M., (2007). A Guide to Managing Workplace Stress. California:
Universal Publishers.
6. Jahanian,R., Tabatabaei, S. M., and Behdad, B. (2012). Stress Management in the
Workplace. International Journal of Academic Research in Economics and Management
Sciences, 1(6), ISSN:2226-3624.
7. Johnson, S., Cooper, C., Cartwright, S., Donald, I., Taylor, P., & Millet, C. (2005). The
experience of work-related stress across occupations. Journal of managerial psychology,
20(2), 178-187.
8. Krohne, W.H. (2002). Stress and Coping theories. Johannes Gutenberg University, Mainz
Germany.
9. Kumar, K. S. (2011). A Study on Job Stress of the Employees with Reference to Banking
Sector. International Journal of Management and Transformation, 5(1), 67-78.
10. Looker, T., & Gregson, O. (1993). Obvladajmo stres. Ljubljana: Cankarjeva založba.
11. Maslach, C., Schaufeli, W.B., & Leiter, M.P. (2001). Job burnout. Annual Review of
Psychology, 52, 397– 422.
12. Pawar, A. A., & Rathod, J. (2007). Occupational stress in naval personnel. Medical Journal
Armed Forces India, 63(2), 154-156.
13. Vieet,V.S.(2011). Stress: Coping mechanism at the workplace. Retrieved
from<http:/voices.yahoo.com/stress-coping-mechanisms-workplace-8686963.html>
276
33
A Study Of Work-Life Balance Of Women Teachers In
District Gaya (Bihar)
Chhatradhari Prasad
Research Scholar, Magadh University, Bodh-Gaya
ABSTRACT
Work-life Balance signifies the extent to which a women teacher experiences feeling
fulfilled and having her needs met in both work and non-work facets of life. Through
experiencing greater work-life balance, individuals report feeling better in general and tends
to behave in favourable ways. Researchers and experts have focused on difficulty that
working women face in balancing office work and household work to achieve some degree of
“work-life balance”. This research focuses on the problem of work-life balance and how it
affects women employed as a teacher. It is an attempt to identify whether it is as easy as it is
assumed for women to balance between work and life in the so-called conventionally suitable
profession called “teaching”. It also enumerates some solutions to arrive at a more equitable
work-life balance. In the modern era of technology and convenience, organizations have
begun to provide their employees with helpful ways to balance their work and non-work
roles through benefits like flexible work hours, telecommuting, and so on. However, offering
these benefits is not enough; the organization and management must stand behind its
promotion of healthy work-life balance for teacher employees by creating a culture as such
and designing policies that support this initiative. Otherwise, employees feel pressure to
continuously work.
INTRODUCTION
Work-Life Balance is one of the most central issues and concerns for 21stcentury
societies. Work-life balance is defined as “the management of one’s professional
responsibilities and family responsibilities towards children, ageing parents, and
disabled family member, or a partner/spouse effectively. It is as old as the concept
of God and his creation. God created this beautiful world, six days he worked and
seventh day he took rest, enjoyed the life. This connotes one should take a rest and
enjoy the life after the demanding work; there should be balance in work and his
life.
Work may be defined as various activities carried out by human beings for various
purposes. Activity is an important aspect of life and it is essential for growth and
health. It is through activities that human beings adjust to environment. To describe
work in terms of the elements of responsiveness, purpose, adjustment, habit,
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interest, motive, drive, intelligence, aptitude, self-direction and adaptive behaviour
along with minor complexities must be introduced. Hence, work is activity directed
toward the accomplishment of a set or purpose. According to Hudson (2005),
work/life balance, in its broadest sense, is defined as a “satisfactory level of
involvement or ‘fit’ between the multiple roles in a person’s life”.
Job gives us self-respect, dignity and self-worth. On the other hand, family is very
important part of our everyday life. It helps us in improving our personality. It
also helps us in shaping our life. It teaches us the value of love, affection, care,
truthfulness, self-confidence and provides us strength, which is necessary to get
success in life. This is where you are completely tension free and everyone is there
to love and respect you, help you and take care of you. Family encourages you to
survive through tough times and bring joy and happiness into your life. It gives
more meaning to our identity. Family life is important in the sense that it gives
basic strength to a person. So, an individual must give importance to both these
aspects. They both are the two sides of a coin called ‗life‘. But, in today‘s
competitive world, this balance is missing. The priorities of the life have changed.
Most often career is given importance and other part of life - family and health gets
a setback. In the words of Gary Keller, the writer of ‗The ONE Thing: The
Surprisingly Simple Truth Behind Extraordinary Results‘. ―Work is a rubber ball.
If you drop it, it will bounce back.
In the ancient past Bihar was a major centre of learning, teaching and research.
There were two world-renowned universities i.e. the Nalanda University and the
Vikramshila University. The Nalanda University was famed for providing
education in Political Science and Economics, while Vikramshila known for
education in Tantra. Unfortunately in medieval period this system of education
destroyed by invading armies. Later British ruled the country and the area remain
neglected. It was the later part of British rule in India when Bihar saw some revival
in education as the British established a University at Patna and some other
institutes for higher education, like Science College, Patna, Prince of Wales Medical
College (Now Patna Medical College and Hospital), and Bihar Engineering College
(Now National Institute of Technology, Patna). However educational growth in the
state did not stepped up further as post independence leaders from Bihar failed in
establishing educational institutions in the state.
There is a huge gap in demand and supply of education in the state. This is the
reason the students are migrating from the state for receiving education. There is
good percentage of pupils studying in institutes of higher education in other states
like Indian Institutes of Technology (IITs), Indian Institutes of Management (IIMs),
All India Institute of Medical Sciences (AIIMS), etc. The schooling system in Bihar is
same as it was during British rule. State government administers state schools in
Bihar. There is system of District Schools also called Zilla Schools in the State. State
schools are affiliated with Bihar School Examination Board. Now days there are
also good number of schools affiliated with Central Board of Secondary Education
(CBSE) and Council for Indian School Certificate Examination (CICSE). These
schools include Convent Schools, Kendriya Vidyalayas, and Jawahar Navodaya
Vidyalayas. In the post liberalization era the number of private schools, including
school-chains and Missionary Schools run by Christian Missionaries as well as
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Madarasas, or schools run by Muslim clerics has increased. The school-chains and
Missionary Schools run by Christian Missionaries are considered as some of the
best schools in the state. For providing higher education Bihar has many
universities and colleges like Patna University, National Institute of Technology,
Indira Gandhi Institute of Medical Sciences and many others. Range of courses
taught like sciences, engineering, law, medicine, mass communication etc. The
literacy rate in Bihar is low as there is huge gap between demand and supply for
school education as well as higher education. The state requires more number of
schools and institutes for higher education. The Indian Institute of Technology and
Nalanda University will soon be set up. With these institutions coming up it is
expected that the literacy rate will be higher than it is at present as they will also
attract many other educational institutions to set up their branches in the state.
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Source: - https://www.bihar.gov.in/education
EDUCATION IN GAYA
Women entering the workforce and the growth of dual-career families where
both the spouses are working. This trend resulted in organizations being
urged to acknowledge employees’ family and other personal commitments.
Women face conflicts between work and family demands as well as demands
from family have increased over the years. This has made it difficult for
organizations to ignore the significance of employees’ non-work demands on
their performance commitment and job satisfaction.
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In the environment of Indian Employment, men were the breadwinners
women were taking care of all types of household works. Now-a-days, the
financial commitments, society norms have made women to enter into paid
employment. The male as well as Female are having two domains in their
lifetime. They are Organisational work and Personal life domain. Both
domains are equally important and they are inter related and also inter
dependent. Each domain requires the duties and responsibilities to be
fulfilled.
Women are still largely responsible for maintaining the personal life requires
elder care, children care, spouse care, fulfilment household responsibilities.
Moreover, women are the primary caretakers of the family.
Increased Productivity.
Reduction in the staff turnover rates
Less reduction in knowledge workers.
Reduction in the costs associated with recruitment, training and turnover.
Increase in the rate of return on investment in training; because the
employees are remain stable in the company
Reduction in the absenteeism rate
Good Health and Safety work environment
Greater employees‟ loyalty
More commitment towards the job
Reduction in the rate of sick leave
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Good and improved corporate image and it leads to more sales, increase in
stock price.
Women Teachers members may experience role stress because of multiple roles
they play in society. The conflict between work and family demands may all put a
strain on the teaching members. The proposed study would be useful and socially
relevant to the present problem of work and family role balance and the stresses
arising therein.
REVIEW OF LITERATURE
Artemis Chang, Paula McDonald and Pauline Burton ( 2010) , The way individuals
balance their work and non-work lives is an area of academic enquiry that has
received increasing scrutiny over the past two decades. Theoretical orientations and
the operationalization of their related constructs in empirical research have evolved
and developed in response to, or at least in parallel with, the progressively higher
profile of work-life balance issues and concerns in the media, the rhetoric of
political and business leaders, and organizational policy and human resource
priorities.
Rosner (2005) had targeted two hundred three teachers and find out the impact of
work-family confliction job satisfaction, organizational commitment and
organizational citizenship behaviour (OCB). He indicated that OCB was associated
negatively to work-family conflict, and positively to job satisfaction, work family
culture and organizational commitment. The study indicated that work-family
culture predicts work family conflict, and that various forms of work-family
conflict predict OCB. Analyses also showed that work family culture predicts both
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OCB and organizational commitment, and that organizational commitment does
not intercede or mediate the relationship between OCB and work family culture
and. The findings support the importance for schools to promote a positive work-
family culture.
Thornthwaite (2004) suggest that there is a strong, unmet demand among working
parents for shortened working hours, part-time work and flexible working time.
Management must communicate their organization’s family friendliness in such a
way that all employees feel that they have equal access to alternative working time
provisions.
OBJECTIVES
3. To find the perception of Women Teaching members with respect to work Life
balance
5. To compare work life balance among teachers from Govt. Schools and Private
Schools
HYPOTHESES
H1: The span of service duration will influence the extent of stress-effects
experienced by women teachers
H2: The extent of stress-effects felt by women teachers differ by antecedent factors:
personal factors, family factors and situational factor
Variables Based on the framework and with elaborate justification two sets of
variables were selected for this study namely independent and dependent
variables. The independent variables were then again classified into two categories
namely individual and job related variables. All the variables under study were as
follows
I. Independent variables
B. Job related factors (Situational Factor, Service Duration, Role, Stressors, Job
Satisfaction
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RESEARCH METHODOLOGY
After considering the nature of the issue to be studied, a systematic approach was
adopted. Keeping in mind the research objective, a statistical survey method of
research was identified as a suitable method of sampling, data collection and
interpretation. Primary data was collected with the help of a questionnaire which
was distributed to women teachers of Government school and private school in
gaya district. The questionnaire consisted of close ended questions to analyze
various aspects of work-life balance of women teachers. The sample consisted of
100 respondents, all women employed as faculty in various colleges in Gaya. The
sampling technique used was purposive quota sampling. Also, secondary data was
used as per the scope of the study.
DATA ANALYSIS
Education Institution and Work life balance of women Teachers in Bihar. Fast
changing educational process in the present century has influenced the role of
teaching professionals, their responsibilities and teaching activities at Government
and Private schools. As a result, they may face ―stress in their day to day life
through common work and non work stressors, ultimately lowering down their
psychological well being. Along with teaching, a faculty member has to perform
varied other duties such as doing administrative jobs, attending faculty meetings,
advising students, guiding project work, conducting exams, doing assessment and
undergoing faculty advancement training.
A survey study method was adopted for the present study. Questionnaire was used
as an instrument for gathering primary data. It was constructed keeping in mind
the objectives of the study. A total of 120 questionnaires were distributed in 20
Government and Private School initially. But only 100 completed questionnaires
were returned from 14 School representing a 83 percent response rate. In the total
sample, 100 were women teachers. The 100 questionnaires were then ready for data
processing. The data collection period fell between August and September- 2016
284
Chart 1: Age of Respondents
Source: Primary Data
42% of the respondent belongs to the age group of 30-40 years, 28% of the
respondent belongs to the age group of 24-30 years, 18% of the respondent belongs
to the age group of 40-50 years and 12% of the respondent belongs to the age group
of above 50 years.
285
36% of the respondent falls in the income group of 10,000 – 20,000, 26% of the
respondent belongs to income group of 20,000 – 30,000, 17% of the respondent
belongs to the income group 30,000 – 40,000, and 7% of the respondent belongs to
the income group of upto 10,000 and 14% of the respondent belongs to the income
group above 50,000.
22% of the respondents are married without any child, 23% of the respondents are
married and got a child, (28% + 14%) 42% of the respondent are married and got 2
or more children and 13% of the respondent are unmarried.
286
72% respondents felt that it is very important and 19% respondents felt that it is
important to achieve work- life balance and 7% respondents felt that it is not
important to achieve work- life balance. There were only 2% respondents who were
undecided about balance between work and life. This clearly indicates that there is
definitely high amount of importance attached to work-life balance by women from
the teaching field.
42% of the respondents said that they were able to achieve work life balance to a
great extent, 49% of the respondents said that they were able to achieve work life
balance to some degree, whereas 8% respondents said that they were able to
achieve work life balance to limited degree and 1% respondents were undecided.
Thus, there were some respondents who were not sure whether they are able to
achieve work life balance or not.
Chart-6
Source: Primary Data
287
43% respondents accounted heavy workload & extended working hours to be
responsible for work life imbalance. 14% respondents felt that uncooperative
superiors and subordinates is the reason 26% respondents said that inability to
prioritize and manage time is the cause for work life imbalance, whereas only 17%
said that according to them, no help from spouse or family members is the reason
for not being able to balance between work and life.
Chart-8
Source: Primary Data
288
According to 57% of the respondents, efficient time management (at School/Home)
is the key to achieving work life balance. While 15% of the respondents said that
reduced working hours & other facilities at the workplace can help to achieve work
life balance, 16% of the respondents said that help & cooperation from family
members is required and 11% of the respondent said that to achieve work life
balance helpful Seniors and efficient team mates is required.
IMPORTANT OBSERVATIONS
1. 60% of the respondents feel that women teachers are equally stressed, reasons
may be different.
2. 30% of the respondents that they always or often felt that they do not get
enough time to spend with their family
3. 72% of the respondents felt that they do not get enough time for relaxation &
hobbies often or always.
4. 57% of the respondents, efficient time management (at School/Home) is the
key to achieving work life balance.
5. 24% of women teachers were extent of job satisfaction among faculty
members was influenced by both family role stressor and work roles
stressors.
6. 20% of the respondent indicated as the job satisfaction in teaching faculty
members increased.
7. 86% of the respondents agreed that they feel stressed at not being able to
achieve work life balance.
8. 72% respondents felt that it is very important; This clearly indicates that there
is definitely high amount of importance attached to work-life balance by
women from the teaching field.
CONCLUSION
There can be no debate on the fact that work life balance is essential and important
for a stress free and fulfilling life, especially for a woman. Juggling between the
burden, obligations and responsibilities of work and multiple family roles,
balancing becomes an uphill and an ongoing task for teaching professionals, as
much as, if not more than any other working woman. The findings of the study can
justify its utility since knowing the teachers precisely and reaching out to them in
the effective way, is the key to minimize stress. If you think one day you will get it
all done, and then you can relax, you are bound to be disappointed. The study can
also direct employers of schools to evolve flexible work strategies and provide
better working conditions which will help in overcoming stress in teachers to some
extent. So from above statement, teaching profession is the best profession in India
for women.
REFERENCES
1. Barall, R. & Bhargava, S. (2011). HR Interventions for Work-Life Balance: Evidences from
Organizations In India, International Journal Of Business, Management And Social Sciences,
2(1).
2. Bhattacharya, Soumya. & Mehra, Puja. (October 2010). Corporate Aparatheid, Business
Today.
289
3. Chang, Artemis., McDonald, Artemis., and Burton, Pauline.(2010). Methodological
Choices In Work-Life Balance Research 1987 To 2006: A Critical Review. The International
Journal Of Human Resource Management.
4. Chang Artemis, McDonald Artemis And Burton Pauline. (2010). Methodological Choices
In Work-Life Balance Research 1987 To 2006: A Critical Review. The International Journal
Of Human Resource Management.
5. Chawla Deepak & Sondhi Neena, (2011). Assessing Work- Life Balance among Indian
Women Professionals. The Indian Journal Of Industrial Relations, 42(2).
6. Department of Education, Bihar (https://www.bihar.gov.in/education).
7. Depatment of Planing & Development , Government of bihar -
http://www.nrcddp.org/District_Plans/Gaya%20Bihar%20001.pdf .
8. Divya D, Suganthi L & Samuel Anand .A, (2010). Work Life Balance of IT Women
Professionals belonging to the age Group 20-35 In India, Advances In Management., 3(1).
9. Employees' Family Lives: The Facilitating Role of Work- Family Integration, Academy Of
Management Journal, 52(1).
10. Government of Bihar (http://gov.bih.nic.in/Profile/default.htm )
11. Greenhaus, J. (2003). The relation between work-family balance and quality of life. Journal
of Vocational Behavior, 63(3), 510-531.
12. Gunavath, J S, Work-Life Balance Interventions Prevalent In the Indian Industry. South
Asian Journal of Management,18(2).
13. http://www.worklifebalance.com/assets/pdfs/article3.pdf 16:22U pm
14. Kanwar Y. P. S, Singh A K & Kodwani A. D., (2009). Work–Life Balance And Burnout As
Predictors of Job Satisfaction In The IT-ITES Industry, Vision—The Journal Of Business
Perspective ,13(2).
290
34
Quality Of Work Life – A Conceptual Framework
Prof. (Dr) Rajeshkumar P. Patel
Arts & Commerce College, Olpad, Surat, Gujarat
ABSTRACT
Management of every organisation wants to improve the morale of its human resource as a
measure to increase their motivation which forms a prerequisite to productivity. Morale is
the best component of quality of work life. We know all economy activities directly or
indirectly aimed at achieving better quality of life. Morale affects output the quality of
product, cost- reduction, co-operation, discipline, initiative of success. In this paper, how to
linkage morale with quality of work life. One of the most interesting approaches to improve
the morale of the workers is improving the quality of work life.
INTRODUCTION
291
LITERATURE REVIEW
Taylor (1979) suggested that relevant Quality of working life concepts my vary
according to organization and employee group. Taylor more pragmatically
identified the essential conditions of working life basic extrinsic job factors of
wages, hours and working conditions, and the intrinsic job factors like, Individual
power, employee participation in the management, fairness and equity , social
support, use one’s present skills, self development. A meaningful future of work
or product, effect on extra work activities.Mirvis and Lawler (1984) suggested that
Quality of working life was associated with satisfaction with wages, hours and
working conditions, describing the “basic element of good quality of work life” as;
safe work environment, equitable wages, equal employment opportunities and
opportunities for advancement.Sirgy et al.; (2001) Suggested that the key factors in
quality of working life are: Need satisfaction based on job requirements, Need
satisfaction based on Work environment, Need satisfaction based on Supervisory
behavior; Organizational commitment. Che Rose. (2006) QWL programs will
benefit both faculty and management, by mutually solving work related problems,
building co-operative, improving work environments, restructuring tasks carefully
and fairly managing human resource out comes and payoffs. Rethinam (2008)
QWL is a multi-dimensional construct made up of a number of interrelated factors.
That need care-full consideration conceptualize and measure. It associate with job
satisfaction, job involvement, motivation, productivity, health, safety and well-
being job security competence development and balance between work and non
work life and also he conclude with QWL.Ajantha Dharmasiri (2008) studied
Influence of quality of work life on organizational commitment by investigated on
unsatisfactory level of commitment among workers in medium and large
organizations in the apparel industry in Sri Lanka. QWL is positively significant
relation with the commitment. Hosseini and Jorjatki(2010) concluded that the
career satisfaction, career achievement and career balance are not only the
significant variables to achieve good quality of work life but quality of work life
but Quality of work life or the quality of work system as one of the most
interesting methods creating motivation and is a major way to have job enrichment.
D. Chitra (2012) focused on Employees’ Perception on Quality of Work Life and Job
Satisfaction in manufacturing organization an Empirical study. The objective was to
find the perception of employee’s impact on Job satisfaction. There variables of
QWL were used such as meaningfulness, pessimism about organizational change
and self determination and job satisfaction.
292
Quality of work life Model
The salary structure of employees should be just, fair and equitable. It should
ensure reasonable wages to employees so that they can keep a desirable standard of
life. Payment of Wages Act, 1936 and Minimum Wages Act 1948 safeguard the
interests of the workers regarding payment of wages.
It should be clearly understood that for QWL, cash payment is not the only answer.
However, hefty salaries are being paid to the knowledge workers so as the meet
their basic and higher level needs for improving their QWL.
In India, Factories Act 1948 contains a number of provisions relating to safety and
health of employees. Employers are increasingly trying to provide better working
conditions to their workers as compared to their competitors. Flexi-hours of work,
zero risk physical conditions of work and safety against noise, pollution, fume,
gases etc. go a long way in effecting the quality of work life.
The QWL will be better if the jobs allow sufficient antonomy and control to its
employees. The workers must be given an opportunity to use their skills, abilities
and initiative in planning and implementing the work. The senior persons can keep
293
a watch and a constant control and also provide immediate feedback to the
workers. Corrective measures can be taken immediately in the light of this
feedback.
Certain employees are required to work for late hours or are frequently transferred
or have to do a lot of travelling as a part of their duty. This definitely affects their
QWL as they remain away from their families for a long period of time.
294
4. Adequacy of resources
• Match between resource availability & company objectives
• Lead to employee dissatisfaction
CONCLUSION
REFERENCE
1. Casio, W.F.(1998). Managing human resources: productivity, quality of work life, profits.
Irwin: McGraw Hill, Boston, MA.
2. Dolan, S. and Schuler, R.S. (1994). Human Resource Management: The Canadian
Dynamic. Nelson Canada
3. Mangaraj, S.(2008). Globalization and Human Resources Management. Excel Books,
Delhi.
4. Rao,P.S. (2007). Essentials of Human Resource Management and Industrial Relations.
Himalaya Publishing House, Mumbai.
295
5. Walton, R.E. (1980). Improving the QWL. Harvard Business Review, 19 (12), May-June,
1980, 11 - 24.
6. www.iosrjournals.org
7. http://www.ijmra.us/
296
35
Effective Organizational Communication As A
Facilitator Of Organizational Performance
Mr. Vineet Tomar
Research Scholar, Jiwaji University, Gwalior
ABSTRACT
INTRODUCTION
CONCEPTUAL FRAMEWORK
297
LITERATURE REVIEW
298
Daantje Derks (2010) in his research work titled “The Impact of E-mail
Communication on Organizational Life” analyzed the effect of E-mail
communication on organizational life by using regression analysis and found that
E-mail communication significantly help the organization to perform day to day
tasks with a great ease.
RESEARCH METHODOLOGY
The Study: The study was causal in nature & survey method was used to conduct
the study.
Sample Design:
Tools used for data collection: Self designed questionnaire were used for
evaluating Impact of Organizational communication towards Organizational
performance was collected on a 5 point likert scale where 1 stands for minimum
agreement and 5 stands for maximum agreement.
1. Reliability test
2. Factor analysis test
3. Regression analysis
Hypothesis
299
H01. There is no significant impact of Organizational communication on
Organizational Performance.
Reliability
Reliability test shows that the value of cronbach’s alpha is more than the standard
value 0.7 for both organizational communication (0.856) and organizational
performance (0.812) so we can say that all the statements in the questionnaire are
highly reliable.
Factor Analysis
Table No. 4
Principal component factor analysis with varimax rotation was applied to find out
the underlying factors of the questionnaire on organizational communication &
Organizational performance. Factor analysis of organizational communication
converged into 2 factors which were named as Communication flow,
Coordination/Knowledge sharing, and Factor analysis of organizational
communication converged into 3 factors which were named as Effectiveness of
communication, Team-work/Employee morale/Job satisfaction, Operational
efficiency and decision making.
Organizational Communication
Table No. 5
Description of Factors:
1. Communication Flow: This factor emerged as the first important determinant of
the the research with a total variance of 3.540 and Percentage of variance
explained was 13.856.
2. Coordination/Knowledge sharing: This factor emerged as the the next
important determinant of research with a total variance of 2.645 and percentage
of variance explained was 12.623.
ORGANIZATIONAL PERFORMANCE
Table No. 6
301
Factor Eigenvalue Variable Convergence/ Statement Loadings
Name Value
Total % of var.
Effectivenes 2.431 8.740 Most of the information I receive on a daily basis is .676
s of detailed and accurate.
communicat Most of the information I receive from my .672
ion manager is detailed and accurate.
Most of the information I receive from my Co- .775
workers is detailed and accurate.
Teamwork 2.254 6.471 Communication helps in improving teamwork 560
morale thus decreases grievances.
Communication boosts Employee moral thus .671
improving their job performance.
Communication improves job satisfaction thus
.615
improving organizational performance.
Description of Factors:
3. Operational Efficiency and decision making: This factor emerged as the the
next important determinant of research with a total variance of 1.127 and
percentage of variance explained was 4.356.
Regression
302
indicates that 21.7% of the variation in the response to organization performance is
explained by organizational communication.
Table No. 9
Coefficientsa
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) .793 .215 3.687 .000
Organizational .734 .049 .466 16.172 .000
communication
Dependent Variable: Organizational performance
1. Research Scholars can use the results of this study for supporting the results of
their studies with similar variable and relationship.
2. Students can use the reference for understanding the topic in detail and for
doing further studies in this area.
2. The study has been done in Gwalior region only so it is suggested to take larger
area or other region so that more appropriate results can be obtained.
3. The study resulted in the fact that there are some other factors also other than
Organizational communication which are affecting Organizational
performance. So similar kind of study can be done to evaluate the effect of other
variables on Organizational performance.
4. The study resulted in the fact that Organizational communication has impact
on Organizational performance; so it can be evaluated on other dependent
variables
CONCLUSION
In this study we found that communication is very important element for the
transmission of important information within the organization. Effective
communication leads to increase in the working efficiency of the organization as if
the timely information is provided then it becomes very easy to plan for the work.
A better communication system also enhances the mutual understanding of
employees. As whole, in this research paper we found that there is significant
impact of organizational communication on organizational performance and it is
suggested to all the companies to improve their communication systems which will
help them to increase their managerial efficiency.
REFERENCES
1. Derks, D., & Bakker, A. B. (2010). The impact of e-mail communication on organizational
life. Cyberpsychology: Journal of Psychosocial Research on Cyberspace, 4(1), 1.
2. Femi, a. f. (2014). the impact of communication on workers’ performance in selected
organisations in lagos state, nigeria. iosr journal of humanities and social science (iosr-jhss), 19(8),
75-82.
3. Hikmah, H. (2015). The Effect of Organizational Communication towards Employees’
Performance of the Badan Pendidikan Dan Pelatihan in Makassar City. Journal of Economics
and Behavioral Studies, 7(3), 119-126.
4. Husain, Z. (2013). Effective communication brings successful organizational change. The
Business & Management Review, 3(2), 43.
5. Inedegbor, M.U., Ahmed, K.O., Ganiyat, O.A., & Rashdidat. (2012). Impact of business
communication on organizational performance in Nigerian companies. Australian Journal of
Business and Management Research, 2(1), 16-26.
304
6. Kibe, C. (2014). Effects of Communication Strategies on Organizational Performance: A Case
Study of Kenya Ports Authority. European Journal of Business and Management, 6(11).
7. Nebo, C. S. (2015). The role of effective communication on organizational performance: A
Study Of Nnamdi Azikiwe University,Awka. Review of public administration and management,
4(8), 132-148.
8. Neves, P., & Eisenberger, R. (2012). Management communication and employee performance:
The contribution of perceived organizational support. Human Performance, 25(5), 452-464.
9. Rho, E. (2009, October). The impact of organizational communication on public and nonprofit
managers' perception of red tape. In delivery at the 10th National Public Management Research
Conference (PMRC).
36
305
Staff Welfare In Banking Sector: A Case Study Of
Central Bank Of India
ABSTRACT
It hardly needs emphasizing that the success of any enterprise heavily depends on staff
welfare schemes. Staff welfare schemes contribute to the productivity of employees and
subsequently of the enterprise. Welfare schemes are to raise the standard of living of workers
by indirectly reducing the burden on their purse. The term welfare suggests many ideas,
meanings and connotations, such as the state of well-being, health, happiness, prosperity
and the development of human resources. The concept of welfare can be approached from
various angles. Welfare has been described as a total concept. It is a desirable state of
existence involving physical, mental, moral and emotional well-being. All these four
elements together constitute the structure of welfare on which its totality is based. Thus, the
researcher can say that without welfare schemes any bank can not achieve predetermined
goal. This holds much truer in the nationalized banking sector and in particular the Central
Bank of India. There is hardly any intensive study related with staff welfare schemes of such
a nature undertaken so for. This further underlines the importance of the present study.
Finally, it can be said that the present study will be of great significance for the
management of Central Bank of India; other banking organizations of the country and also
for those who would be interested in the further research investigation.
RESEARCH METHODOLOGY
This is a case study of one of the Banks-Central Bank of India in the country. Its
sampling design, collection of data and analysis of data are as follows: All the
employees of Central Bank of India comprise the universe: Regional Office of
Varanasi and Zonal Office of Delhi have been selected for the survey on the basis of
convenience. An interview schedule was constructed with the questions according
to the objectives of the study. The respondents were contacted personally. A
purposive sample size of 542 respondents was drawn, from different levels of
respondents. Finally the researcher was able to get 387 complete responses, out of
which 335 were male and 52 were female respondents. Beside these, an extensive
discussion with the employees has been made covering almost all the aspect of staff
welfare. The perceptions of employees have also been incorporated to supplement
the study. Data required to conduct the research were of both the types i.e.
secondary as well as primary. The primary data were collected through the survey
using the questionnaires for different respondents, personal interviews and
306
discussion with the employees of the Central Bank of India. Questions in the
questionnaire were both open ended as well as closed ended. Interviews were
unplanned and unstructured. It was due to lack of time and highly busy schedule
of respondents. A structured questionnaire was administered to collect the data
personally from the respondents. The secondary data includes published official
records such as annual reports of Central Bank of India, annual report of RBI,
monthly magazine of Central Bank of India etc. The researcher has also gone
through different journals, books and thesis of human resource
management/human resource development and labour welfare etc. The researcher
has also collected data available on internet such as centralbankofIndia.co.in, and
banknet.com etc. Primary data gathered through the survey were analyzed
applying different analysis techniques. Sources of secondary data will be collected
from the various annual reports and other published materials in the bank. The
data thus, collected have been subsequently arranged, processed, tabulated and
analyzed according to objectives of the study. For this purpose researcher has used
some statistical techniques likes, percentage, ratios, mean, standard deviation and
coefficient of variation. To find out the level of satisfaction of employees, the
researcher has given weightage for each question such as 1 for dejected, 2 for
dissatisfied, 3 for indifferent , 4 for satisfied and 5 for delighted. In addition the
researcher has used descriptive analysis technique. The analytical part of the study
has been completed by comparing views of respondents. The inter comparisons
have also been made, wherever necessary.
DISCUSSION
Central Bank of India was the first Indian commercial bank which was wholly
owned and managed by Indians. Central Bank of India was founded by Sir Sorabji
Pochkhanawala, a great visionary, in the year 1911. The establishment of the bank
was the ultimate realisation of the dream of Sir Sorabji Pochkhanawala, founder of
the bank. Sir Pherozeshah Mehta was the first Chairman of a truly ‘Swadeshi Bank’.
In fact, such was the extent of pride felt by Sir Sorabji Pochkhanawala that he
proclaimed Central Bank as the ‘property of the nation and the country’s asset’. He
also added that ‘Central Bank lives on people’s faith and regards itself as the
people’s own bank. During the past 95 years of history the bank has weathered
many storms and faced many challenges. The bank could successfully transform
every threat into business opportunity and excelled over its peers in the banking
industry. Obviously, it has large and very well spread out network of branches
located over the length and breadth of the country. The bank is fortunate to enjoy
complete loyalty from its vast client base of over 98 million and the dedicated work
force. While there was a time when this bank was ranked as the topmost
nationalized bank in the country, subsequently it has gone through some lean
phase and since slipped into fifth position among the nationalized banks.
It hardly needs emphasizing that the success of any enterprise heavily depends on
staff welfare schemes. Staff welfare schemes contribute to the productivity of
employees and subsequently of the enterprise. Welfare schemes are to raise the
standard of living of workers by indirectly reducing the burden on their purse.
307
Thus, the researcher can say that without welfare schemes any bank can not achieve
predetermined goal.
This holds much more true in the nationalized banking sector and in particular the
Central Bank of India. There is hardly any intensive study related with staff welfare
schemes of such a nature undertaken so for. This further underlines the importance
of the present study. Finally, it can be said that the present study will be of great
significance for the management of Central Bank of India; other banking
organizations of the country and also for those who would be interested in the
further research investigation.
The main objectives of the present study are as follows: To study the genesis and
overall progress of Central Bank of India. To study the conceptual framework of
staff/labour welfare. To appraise staff welfare schemes in Central Bank of India. To
examine personnel practices in Central Bank of India. To what extent further
changes are required for the growth of staff welfare schemes in Central Bank of
India.
The study has been divided in six chapters. The first chapter is introductory dealing
with introduction of welfare, significance, objectives, scope, research methodology,
limitations and plan of the study. The second chapter is conceptual framework of
staff/labour welfare is deals with concept, definition, theories, principle, objectives,
importance and legal aspects of the staff/ labour welfare. The third chapter is
history and organizational structure of Central Bank of India is deals with an
overview of Central Bank of India and working of Central Bank of India. The fourth
chapter is staff welfare schemes in Central Bank of India and its appraisal is deals
with all the welfare schemes of Central Bank of India and its overall appraisal. The
fifth chapter is personnel management/practices in Central Bank of India is deals
with introduction, roles of personnel managers, L.R.P. process etc. in Central Bank
of India. Summary of findings and suggestions have been given in last chapter.
The limitations of the study may briefly be stated as follows:- The researcher visited
the head quarter plus some field organization for collection of information. In the
field organization it was very difficult to reach some remote locations, causing extra
hardship on the part of the researcher. It may be pointed out that it was very
difficult to meet the member of top management team such as, General Manager
and Deputy General Manager. It was also very difficult to collect informations such
as personnel attitude of officers and their comments on staff welfare schemes.
Many respondents were either hesitant or ambivalent in filling up the
questionnaires or in providing information or responding to the questions. As a
result, researcher could not get much information as desired from some of the
workers. Since the study has been carried out in a single bank, it can not be
expected to be a representative of all the banks in India as well as public sector in
the country. Therefore, such findings may mislead errors. Unfortunately at present,
the researcher could not get full co-operation from the Regional Branch of Central
308
Bank of India. The researcher has felt certain difficulties in acquiring some special
type of information because of the uncertain and hesitant nature of the
management and staff so as to what information is to disclose. Nevertheless, it is
my belief that whatsoever material collected is broadly and approximately correct
and useful to come up with conclusion. The opinion of the respondents could have
been biased due to their fear of displacement. However, the above mentioned
limitations have hardly any significant effect on the quality of the present study.
Central Bank of India provides various types of staff welfare schemes such as:
CONCLUSION
The overall analysis shows that more than 60% respondents are satisfied with all
staff welfare schemes although some of respondents are facing some problem from
the schemes and hence they are not satisfied but most of them have been benefited
in getting the reimbursement and availed the benefit of staff welfare schemes at
least 0-4 times and given their valuable suggestion related to welfare schemes. And
coefficient of variation is also below 50% in all staff welfare schemes. Finally it can
be said that these all analyses reflect positive sign for Central Bank of India. Thus,
finally it is also found that the term personnel management has rightly been
defined as the science with definite principles and which deals with the problems
and development of labour-force in all respect and which is primarily concerned
309
with the human relationship within the organization. In the CBI which is a labour
intensive personalized banking service industry, great responsibility lies on the
shoulders of the personnel department. Staff and personnel functions are regarded
as an area of specialization and separate department are required to manage
people. Personnel department not only advises the management in most of the
matters but also interprets policies and procedures to the different levels of
management. After re-organisation, the personnel department underwent a change
and the department is now manned by general manager (Personnel HRD) working
under the direct control of chief general manager (Planning). Manpower planning
occupies an important place in the function of the personnel department in which
long range planning methods are made use of. Thus, implementation of H.R.D.
programmes anal the use of L.R.P. techniques has made the bank to adopt a
futuristic approach to promote the status and welfare of the personnel.
REFERENCES
1. Abraham E.S.J. (1988). HRD Climate in Bank , Oxford and IBH Publishing Co., New
Delhi, pp. 49-65.
2. Agarwal Ashok and Udai Pareek (1997). The Role of HRD in Service Sector, in D.M.
Silvera, C.M. Srivastava, R. Vidyasagar and T.V. Rao (eds.), HRD in the New
Economic Environment; Tata McGraw Hill, Publishing Company, New Delhi, 190-198.
3. Agarwal, Taniya (2002). HRM-The Emerging Trends, Tata McGraw Hill, Publishing
Company, New Delhi, 315-328.
4. Amsa , P. and Aithal, K.N. (1989). Effectiveness and Leadership behaviour of
Regional managers in a Public sector Bank, Oxford Publication, New Delhi, 118-137
5. Beatty, R. W., & Schneier, C. (1977). Personnel administration. Reading, Mass.
6. Garg, S. and S. Handa (1996). Excellence Through People, Arihant Publishing House,
Jaipur, 5-11.
7. Pareek, U., Dayal, I., Sahgal, P., Jain, R., Gupta, P., & Sen, A. K. (1996). Successful
Applications of HRD: Case Studies of Indian Organisations.
310
37
Human Approach to Separation – The Tata Way
Narendra Singh
Assistant Professor, Symbiosis Center for Management Studies, Noida
Bharat Bhushan
Senior Assistant Professor
Symbiosis Center for Management Studies, Noida
INTRODUCTION
Tata’s Philosophy
Tata Steel founded by J.N. Tata in 1907 is Asia’s first integrated private sector steel
plant. It stands among the top ten global steel companies with an annual crude steel
capacity of 30 million tonnes per annum.Tata steel is world’s second most
diversified steel producer with its turnover of Rs. 139,504 in FY 2015.It operates in
more than 26 countries and employing near about 80000 employees worldwide.
Tata Steel is known for its ethos which is an integral part of its corporate culture
and serves as a guiding force for the entire organisation. Tata Code of conduct acts
as an ethical roadmap which reflects the legacy and belief of its Founder J.N. Tata.
He believed that a business must be conducted in such a manner which not only
respects the stakeholders’ rights but also proves beneficial to the society. Tata steel
firmly believes that integrity, transparency and accountability are the foundation
stones for business conduct in any every sphere. Tata steel has an unbeatable
corporate reputation and has earned a respect as affair and caring employer
protecting human rights both within and outside the workplace. It is continuously
evolving its best practices as a part of its corporate governance.
The corporate culture created/evolved on the value based guiding principles which
underpin every business decision binds together the entire Tata steel family
globally. Tata Steel is an organisation which had pioneered a host of employees’
benefits that would later come through government mandatory regulations not
only in India but abroad also.
Tata Steel which had not only nurtured its relationship with its people and but has
also touched every aspect of its employees life with the history of zero
retrenchment. It had employed second and third generation employees, where the
sons were guaranteed with the jobs when their fathers retired.
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Challenge For Tata Steel
It was early 1990’s when the Tata Steel was facing huge complications with the
saddled workforce of 78000 with the plant on the verge of obsolescence. It was
difficult to accommodate such a large work- force for Tata. The people were
reluctant to accept the change. Amidst the rising competition and need to cater to
the globalization challenges, Tata Steel was not left with any other option other
than parting away its excess workforce. It was important for the Tata Steel to right
size its organisation to sustain and survive in the future.
It was not an easy task for the Tata Steel to downsize and slashing the workforce
due to its ethos and the relationship it cherished with its people. But the economic
scenario of the modern times cannot be neglected. It was not about the question of
saving costs; but the survival of Tata Steel which was depended on cutting its
workforce. The legacy of the founder is carried out and has become the philosophy
of the entire organisation. It is very much evident from the statement given by the
founder. “Once you got the best people, the people who shared our values and
ideals, we left them free to act on their own. We do not fetter them. We encourage
them and give them opportunities for leadership.”J.R.D. Tata Chairman, Tata Sons
(1938 – 1991).
In 1993, Tata Steel decided to take up the arduous task of pruning its workforce to
the 40,000 of today. Tata Steel initiated its Early Separation Schemes (ESS)
maintaining the humaneness and effectiveness while downsizing. It has set an
example for large corporate business houses such as Maruti-Suzuki and National
Thermal Power Corporation which imitated Tata Steel’s voluntary retirement
concepts.
Tata Steel started its process which lasts for a year with convincing the people
about the need of ESS via communication campaign by holding joint departmental
meetings and individual sessions at different levels in the organisation. In this
process workers union was integral part of the consultative process to smoothen
the move of ESS.
In 1994, Tata Steel launched its first voluntary retirement scheme where only 1000
workers opted for the same. The company felt the need to think out of the box with
an aim to make the move more successful.
Internal survey was conducted to unearth the workers expectations. On the basis of
the survey, it was revealed that people want to stay connected with the company.
Tata Steel came up with an idea to introduce a pension scheme. The ESS allowed
employees to get the current level of their salary (basic + DA) or more, every month
till they reach the age of superannuation. The employees were provided with an
annuity of 1.2 to 1.5 times of their salary(along with DA) depending on their age.
The former employee’s family would be continually getting money, even in case of
his/her pre-mature death.
Tata Steel’s engrossment didn’t end up with financial settlement. It went beyond it.
The employees who opted for ESS were allowed to access the company’s medical
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benefits. Moreover, Tata Steel provided with a three year extension for families to
vacate their accommodation in company’s township.
Tata Steel continued its patronage towards its employee’s welfare and its
commitment to serve the interest of the society and responsible business entity.
This is very much visible from the words mentioned below of the founder of Tata
group.
“We do not claim to be more unselfish, more generous or more philanthropic than
other people. But we think we started on sound and straightforward business
principles, considering the interests of the shareholders our own, and the health
and welfare of the employees, the sure foundation of our success.”
Tata Steel take one step further by providing employee family benefits. Tata Steel
helped the employees children by imparting them training through RD Tata
Technical Institution to upgrade their skills and making them more employable.
Tata Steel conducted a survey to identify the small businesses which separated
employees could set up after leaving the company. A single window system was
opened to settle the dues which also reduced paper work and botheration of the
employee’s. An ESS Employees’ Association was set up to that offered assistance to
the employees for supply or housing projects.
Tata Steel also provided the financial counselling to employees who opted for ESS
and helped them in how and where to invest their money. Tata Steel has
implemented 40 ESS schemes so far, with more than 20,000 people had opted for
the same. The company has maintained its status quo without comprising on their
ethics and had given a dignified exit to its employees.
Tata Steel had lead by an example in its own way that organisation rightsizing can
be done in a people oriented and civilized manner without spattering blood all
around. It has raised the bar for its counter parts and had given a message to entire
corporate entity to follow the suite.
The Tata’s move had not only gained the trust of the people but also had put it in a
different league by initiating a new era in the field of human relations.
REFERENCES
1. www.tatasteel.com/corporate/tata-steel-group.asp
2. Tata Code of Conduct, 2015 adapted from www.tatasteel.com/corporate/ethics.asp,
3. Saloni, Meghani. (2004). Shades of Separation. Adapted from
http://www.tata.com/article/inside
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