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i
 GLOBAL ADVANCEMENTS IN HRM:
INNOVATIONS AND PRACTICES

Chief Editor

Dr. S. S. Bhakar

Editors

Chanda Gulati

Dr. Garima Mathur

Dr. Ravindra Pathak

Published by

Prestige Institute of Management, Gwalior, MP, India

And

Bharti Publications, New Delhi, India

ii
 Copyright © Prestige Institute of Management, Gwalior

All rights reserved, no part of this publication may be

reproduced or transmitted, in any form or by any means,
without permission. Any person who does any unauthorized
act in relation to this publication may be liable to criminal
prosecution and civil claims for damages.

First Published, 2016

ISBN: 978-93-85000-96-6

Online Published in India:

Prestige Institute of Management

Opp. Deen Dayal Nagar,

Airport Road, Gwalior, MP - 474020, India

And

Bharti Publications

4819/24, 3rd Floor, Ansari Road,

Darya Ganj New Delhi - 110002, India

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

Dr. Garima Mathur

Dr. Ravindra Pathak

Organizing Team, 2nd National HR Seminar, 2016

iv
 PREFACE

Managing human resources have become very complex because of social,

cultural and linguistic diversity; technological complexity; decreased
productivity of human resources because of increase stress due to
complexities at workplace and personal lives; and highly interconnected
functional processes. Developments in ICT have, however, helped HR
executives manage the diversity and complexity and thus have acted as
enabler in revolutionizing the human resource management function in last
three decades. Data collection, data processing, data analysis and informed
decision making have all been facilitated by developments in ICT. Social
networking websites have provided a plate form for sharing human
resource requirements with people seeking job directly on hand and
complete bio-data of suitable job seekers on the other hand.

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.

Convincingly, Enterprise resource planning is a hot topic in the field of

human resource management. The organizational systems are becoming
intelligent and all the information is available at the click of mouse. The
companies are integrating software for managing people and customers.
However, working on them is a challenge for organizations. A proper
training system need to be incorporated or a trained staff must be acquired.
The challenges continue in retaining talented people in cross cultural
environment. The challenge also lies in managing emotions. All this
enormously increased the need of behavioral and technical trainings. These
training programs must be oriented towards instilling knowledge and skills.
This is a driver for strategic HRM system. For any department it requires to
bring about lot of changes to become strategic. Consequently, strategies
cannot be made in vacuum. The whole organization is involved in the
process. However, being strategic to face challenge is the biggest challenge

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.

This edited book is an effort to throw light on the advancements in the

Human Resource Management in current challenging environment. It is
intended to be useful for all those who are interested to gain knowledge
about latest innovations and practices taking place at global level.

vii
 TABLE OF CONTENTS

Section I: Behavioral Science

1. Gender Differences in Emotional Intelligence Among Employees of
Information Technology Sector at Chennai
M Vanishree

2. Perception of MBA Students Towards HR Specialization: A Study of

Management Institutes Of Gwalior
Abhijeet Singh Chauhan, Priyanka Sisodia

3. Effect of Psychological Empowerment on Job Satisfaction

Dr. Garima Mathur, Kajal Sharma, Harvinder Kaur

4. Importance of Emotional Intelligence in Enterprises

Madhavi Dhingra

5. Role Stress and Parental Responsibility: An Empirical Study

Dr. Shilpa Sankpal, Anshu Jain, Khushboo Jain

6. Relationship Between Financial Literacy and Choice of Financial Products

Among Executives
Dr.Tarika Singh Sikarwar, Abhay Singh Chauhan, Neha Maheshwari and Anjali Jain

7. Customer’s Psychology With Respect to E-Commerce in India

Anant Kumar Upadhyay, Dr. Sarita Maxwell

8. Emotional Expressions and Impression Management in Banking Industry

Dr.Richa Banerjee, Sanjeet Yadav and Saksham Kukreja

9. Impact of Employee Engagement on Job Satisfaction and Motivation

Dr. Gaurav Jaiswal, Dr. Ravindra Pathak, Dr. Shib Kumari

10. Association Between EVA and CSR: A Study of Family Owned Business
Companies In India
Dr. Navita Nathani, Shubham Rathod, Simran Rohira

11. Role Perceptions and Job Satisfaction of Management College Faculty

Swapna Nigam, Dr. R. C. Gupta
viii
12. Effect of Role Stress on Job Satisfaction in Banking Sector
Chanda Gulati, Ankit Parashar

13. Effect of Brand Image on Customer Loyalty with respect to Mobile phones.
Pranshuman Parashar, Rohit Kumar, Jyoti, Brahmanand Sharma

14. Web Marketing Issues in Corporate World

Amrita Parashar, Vivek Parashar

15. Understanding the Customer Psychology in Automobile Industry

Dr. Chetna Narendra Mehta, Ms. Disha Suri

16. The Analytical Study of Mondelez International Qualitative productivity

and Marketing
Rajkumar Singh Tomar

17. Employee Motivation is a Function of Leadership

Shiv Kumar Sharma, Ankit Parashar

18. Impact of Work Environment on Job Satisfaction

Himani Saxena, Gurpreet Kaur

Section 2: HRD & OD

19. Coherence of Organizational Practices Through Green HRM

Dr. Sameera A. Raees, Dr. Smriti A Pathak

20. Linkages Between Organizational Culture and Employee Engagement:

Review of Literature
Dr. Shefali Nandan, Ms. Jyoti

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, Dr. Sarup Prasad Ghose

22. Talent in Store... Hit Bulls eye with Coaching

Hemant Gajpal, Dr. Sangya Shrivastava

ix
23. Green HRM Existence in the Establishment of Ethico – Spirituality in the
Work Life & Private Life
Rinki Mishra, Dr.Sarup Prasad Ghosh

24. Technical Education in an Era Of Global Competition

Pradeep Pandey, Dr. Sangya Shrivastava

25. Managing Organizational Culture: Human Resource Management

Framework
Vikram Singh

26. Profiling of Organizational Culture Using OCAI and Competing Values

Framework in Axis Bank
Shravasti Jain, Konika Sharma

27. Women Entrepreneurship Development: The Catalytic Role of NGO’s

Jaya Gupta, Dr. Sangya Shrivastava

28. Competitive Advantage Through Competency Based Management A

Critical Review
Ashish Kumar Gwal

Section 3: Human Resource Practices

29. Study on Grievance Handling: A Comparison Between Public and Private

Sector Manufacturing Organizations
Dr. Neeraj Singh, Dr. Sumit Kishore Mathur

30. Talent Retention: Ways to Improve It

Dr. Parsanjeet Kumar, Dr. Gunjan Singh

31. Training Programmes for Cabin Attendants: Highway for Employee

Orientation Towards Customer
Konika Sharma

32. Stress Management Theories-Its Impact And Coping Mechanisms

Aarti Saini

x
33. A Study of Work-Life Balance of Women Teachers in District Gaya (Bihar)
Ashish Kumar Barnwal, Chhatradhari Prasad

34. Quality of Work Life – A Conceptual Framework

Prof. (Dr) Rajeshkumar P. Patel

35. Effective Organizational Communication as A Facilitator of Organizational

Performance
Vineet Tomar, Abhijeet Singh Chauhan

36. Staff Welfare In Banking Sector: A Case Study of Central Bank of India
Dr. Bireshwar Pandey

37. Human Approach to Separation – The Tata Way

Narendra Singh, Bharat Bhushan, Dr. Shiva Durga

xi
 List of Contributors
 Aarti Saini Assistant Professor, Sahid Bhagat Singh College,
University of Delhi

 Abhay Singh Chauhan Assistant Professor, Prestige Institute Of Management,

Gwalior(M.P).

 Abhijeet Singh Chauhan Student, Prestige Institute of Management, Gwalior

(M.P)

 Anjali Jain Alumna, Prestige Institute Of Management,

Gwalior(M.P).

 Amrita Parashar Assistant Professor, Amity University, Madhya Pradesh

 Anant Kumar Research Scholar, Department of Commerce & Business

Upadhyay Administration, University of Allahabad.

 Ankit Parashar Student, Prestige Institute of Management, Gwalior

 Anshu Jain Alumnus, MBA, PIMG

 Ashish Kumar Barnwal Research Scholar, Magadh University, Bodh-Gaya

 Ashish Kumar Gwal Assistant Professor, Dept. of Management, AISECT

University, Raisen (M.P)

 Bharat Bhushan Senior Assistant Professor, Symbiosis Center for

Management Studies, Noida

 Brahmanand Sharma Assistant Professor, Prestige Institute of Management,

Gwalior

 Chanda Gulati Assistant professor, Prestige Institute of Management,

Gwalior

 Chhatradhari Prasad Research Scholar, Magadh University, Bodh-Gaya

 Debasish Pal Chaudhuri Ph.d Scholar (Management/Humanities and Social

Science) Techno India University, Kolkata

 Disha Suri Student (MBA), Amity School Of Business, Amity

xii
 University, Gwalior MP

 Dr. Bireshwar Pandey Post-doctoral Research Scholar, University of Delhi

 Dr. Chetna Narendra Assistant Professor, Amity School Of Business, Amity

Mehta University, Gwalior MP

 Dr. Garima Mathur Associate Professor, Prestige Institute of Management,

Gwalior

 Dr. Gaurav Jaiswal Assistant Professor, Prestige Institute of Management,

Gwalior

 Dr. Gunjan Singh Assistant Professor, Mangalmay Institute of

Management & Technology, Greater Noida.

 Dr. Navita Nathani Associate Professor, Prestige Institute of Management,

Gwalior (M.P)

 Dr. Neeraj Singh Professor and Vice Principal, Faculty of Management,

VNS Group of Institutions, Bhopal

 Dr. Parsanjeet Kumar Principal, Mangalmay Institute of Management &

Technology, Greater Noida.

 Dr. R. C. Gupta Professor & Head (Management), M.L.B. Govt. College

of Excellence, Gwalior.

 Dr. Ravindra Pathak Assistant Professor, Prestige Institute of Management,

Gwalior

 Dr.Richa Banerjee Assistant professor, Prestige Institute of Management,

Gwalior

 Dr. Sameera A. Raees Assistant Professor, Symbiosis Centre for Management

Studies, Pune

 Dr. Sangya Shrivastava Director, Manav Sampada & Associates, Raipur (CG)

 Dr. Sarita Maxwell Assistant Professor, Department of Commerce &

Business Administration, University of Allahabad.

 Dr. Sarup Prasad Ghose Dean (Academics) , Techno India University

xiii
 Dr. Shefali Nandan Assistant Professor, Department of Commerce and
Business Administration, University of Allahabad

 Dr. Shib Kumari Visiting faculty, School of Studies in Economics, Jiwaji

University, Gwalior

 Dr. Shilpa Sankpal, Assistant Professor, Prestige Institute of Management,

Gwalior

 Dr. Shiva Durga Assistant Professor, GLA, Mathura

 Dr. Smriti A Pathak Assistant Professor, Symbiosis Centre for Management

Studies, Pune

 Dr. Sumit Kishore Associate Professor, Faculty of Management, VNS

Mathur Group of Institutions, Bhopal

 Dr.Tarika Singh Associate Professor, Prestige Institute Of Management,

Sikarwar Gwalior(M.P).

 Gurpreet Kaur Student, Prestige Institute of Management, Gwalior

 Harvinder Kaur Student, Prestige Institute of Management, Gwalior

 Hemant Gajpal Research Scholar, Rai University, Ranchi (Jharkhand)

 Himani Saxena Assistant Professor, Prestige Institute Of Management,

Gwalior(M.P).

 Jaya Gupta Research Scholar, Rai University, Ranchi (Jharkhand)

 Jyoti Research Scholar, Department of Commerce and

Business Administration, University of Allahabad

 Jyoti Alumna, Prestige Institute of Management, Gwalior

 Kajal Sharma Student, Prestige Institute of Management, Gwalior

 Khushboo Jain Alumnus, MBA, Prestige Institute of Management,

Gwalior

 Konika Sharma Research Scholar, The IIS University, Jaipur

xiv
 M Vanishree Assistant Professor, Ethiraj College for Women, Chennai

 Madhavi Dhingra Assistant Professor, Amity University, Gwalior

 Narendra Singh Assistant Professor, Symbiosis Center for Management

Studies, Noida

 Neha Maheshwari Alumna, Prestige Institute Of Management,

Gwalior(M.P).

 Pradeep Pandey Research Scholar, Rai University, Jharkhand, Ranchi

(Jharkhand)

 Pranshuman Parashar Assistant Professor, Prestige Institute of Management,

Gwalior (M.P)

 Priyanka Sisodia Student, Prestige Institute of Management, Gwalior

(M.P)

 Prof. (Dr) Rajeshkumar Arts & Commerce College, Olpad, Surat, Gujarat
P. Patel

 Rajkumar SinghTomar Research Scholar, SOS in Management, Jiwaji

University, Gwalior (M.P.)

 Rinki Mishra PhD Scholar, Techno India University,Kolkata

 Rohit Kumar Alumnus, Prestige Institute of Management, Gwalior

 Saksham Kukreja Student, Prestige Institute of Management, Gwalior

 Sanjeet Yadav Student, Prestige Institute of Management, Gwalior

 Shiv Kumar Sharma Assistant Professor, Amity university, Rajasthan, Jaipur

 Shravasti Jain Research Scholar, The IIS University, Jaipur

 Shubham Rathod Alumna, Prestige Institute of Management, Gwalior

 Simran Rohira Student, Prestige Institute of Management, Gwalior

xv
 Swapna Nigam Research Scholar, Jiwaji University, Gwalior (M.P.)

 Vikram Singh Assistant Professor, Department of Social Work, Guru

Ghasidas University, Chhattisgarh

 Vineet Tomar Research Scholar, Jiwaji University, Gwalior

 Vivek Parashar Assistant Professor, Amity University, Gwalior

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.

Keywords: Emotional intelligence, gender, WPQEI

INTRODUCTION

Gender has been a significant variable in measuring the differences in

psychological aspects such as abilities, lifestyle behaviors, personality and the
reaction towards stressful situation. Furthermore, it is also one of the variables that
highly influence in terms of emotional intelligence. Studies have proven that the
variable gender has differentially influenced emotional intelligence. There is a
strong stereotype that there are gender differences in emotional responding. Most
of them believe that women are more emotional than men .More over individuals
from a various cultural background hold the same belief of women are more
emotional than men. Women are emotionally responsive than man is a general
stereotype and once if it is removed gender differences in emotional intelligence
tend to disappear.

OBJECTIVE OF THE STUDY

The purpose of the study is to examine the gender differences in seven

competencies of emotional intelligence namely self- awareness, innovation,
intuitive, empathy, motivation, social skills and emotions.

REVIEW OF LITERATURE

Gender and innovation

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

Gender and self awareness

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.

Gender and intuition

According to Steve (2013) Intuition is thinking without proper thinking which is

otherwise called as gut feelings. Women tend to be better than men at these kinds
of intuitive skills because the female’s brain connections link the left hemisphere
that is associated with logical thinking with the right hemisphere which is
associated with intuition. Men outperform women in spatial tasks and motor skills
while women outperform men in memory tests and social cognition tests that try to
measure empathy

Gender and social skills

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.

Gender and empathy

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.

Gender and motivation

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.

Gender differences in emotional intelligence

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.

Table 1: Means & Std. Deviation

EMOTIONAL_INTELLIGENCE
Gender Mean N Std. Deviation
MALE 2.9270 54 .22077
FEMAL 3.0382 46 .21453
E
Total 2.9781 100 .22386
Multivariate analysis of variance (MANOVA) was conducted to analyze the gender
differences in emotional intelligence. Manova is a more powerful tool than ANOVA
for detecting group differences. One- way MANOVA was used to determine the
gender differences in self-awareness, intuition, empathy, motivation, social skills,
innovation, emotions and emotional intelligence.

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.

TABLE 2 Multivariate Tests

Effect Value F Hypothesis Error Sig.
df df

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.

Table 3: Tests of Between-Subjects Effects

Source Dependent Variable Type Df Mean F Sig.
III Square
Sum of
Square
s
Corrected INNOVATION .220a 1 .220 1.920 .169
Model SELF_AWARENESS .590 b 1 .590 4.670 .033
INTUITION 17.558c 1 17.558 78.378 .000
EMOTIONS .002d 1 .002 .009 .923
MOTIVATION .145e 1 .145 1.296 .258
EMPATHY 1.190 f 1 1.190 6.515 .012
SOCIAL_SKILLS 2.013g 1 2.013 7.933 .006
EMOTIONAL_INTE .307h 1 .307 6.468 .013
LLIGENCE
Intercept INNOVATION 823.69 1 823.69 7203.3 .000
5 5 57
SELF_AWARENESS 850.62 1 850.62 6733.2 .000
1 1 15
INTUITION 1036.3 1 1036.3 4626.3 .000
75 75 44
EMOTIONS 968.63 1 968.63 5124.9 .000
9 9 43
MOTIVATION 787.87 1 787.87 7027.3 .000
1 1 63
EMPATHY 830.44 1 830.44 4547.1 .000
3 3 38
SOCIAL_SKILLS 902.59 1 902.59 3557.9 .000
7 7 31
EMOTIONAL_INTE 883.88 1 883.88 18611. .000
LLIGENCE 1 1 134
gender INNOVATION .220 1 .220 1.920 .169
SELF_AWARENESS .590 1 .590 4.670 .033
INTUITION 17.558 1 17.558 78.378 .000
5
 EMOTIONS .002 1 .002 .009 .923
MOTIVATION .145 1 .145 1.296 .258
EMPATHY 1.190 1 1.190 6.515 .012
SOCIAL_SKILLS 2.013 1 2.013 7.933 .006
EMOTIONAL_INTE .307 1 .307 6.468 .013
LLIGENCE
Error INNOVATION 11.206 98 .114
SELF_AWARENESS 12.381 98 .126
INTUITION 21.954 98 .224
EMOTIONS 18.522 98 .189
MOTIVATION 10.987 98 .112
EMPATHY 17.898 98 .183
SOCIAL_SKILLS 24.861 98 .254
EMOTIONAL_INTE 4.654 98 .047
LLIGENCE
Total INNOVATION 838.26 100
2
SELF_AWARENESS 872.68 100
2
INTUITION 1060.9 100
53
EMOTIONS 993.19 100
0
MOTIVATION 805.80 100
2
EMPATHY 859.95 100
0
SOCIAL_SKILLS 928.43 100
4
EMOTIONAL_INTE 891.88 100
LLIGENCE 4
Corrected INNOVATION 11.426 99
Total SELF_AWARENESS 12.971 99
INTUITION 39.512 99
EMOTIONS 18.524 99
MOTIVATION 11.133 99
EMPATHY 19.088 99
SOCIAL_SKILLS 26.874 99
EMOTIONAL_INTE 4.961 99
LLIGENCE

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

Arnania-Kepuladze, T. (2010). Gender stereotypes and gender feature of job motivation:

differences or similarity. Problems and Perspectives in Management, 8(2), 84-93.

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.

Fagenson, E. A. (1990). Perceived Masculine and Feminine Attributes Examined as a

Function of Individuals’ Sex and Level in the Organizational Power Hierarchy: A Test of
Four Theoretical perspectives. Journal of Applied Psychology, 75(2),14-27.

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.

Keywords: Student’s perception, 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

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.

Student’s perception towards HR specialization

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

Bwana, J. M. (2013) in their research tested the relationship between

entrepreneurship education and students choice and intention for choosing it as a
specialization with the help of regression analysis and t test and found that
specialization in entrepreneurship education is more effective in promoting
personality traits and entrepreneurial attitudes and intentions than non-
specialization, regardless of the nature of entrepreneurial career.

Tareq L. Mukattash, K. Q. (2015) in their research aimed to establish a baseline

understanding of the career aspirations, motivations and expectations of students
within undergraduate pharmacy education with the help of chi square test and
fisher exact test and found that students studying pharmacy seem to have
optimistic aspirations of their future career and a positive image.

Abidin, D. M. (2012) in their research aimed at evaluating students’ attitudes

towards learning English in terms of the behavioral, cognitive and emotional
aspects with the help of one way ANOVA analysis test and t test and found that
students have negative attitude towards English and they are not well aware of the
importance of English and learn it as a compulsory subject.

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.

Agheorghiesei, V. N. (2010) in their research aimed to find out the perception of

students specializing trade, tourism and services on the importance of the concept
of sustainable development in commercial activities with the help of statistical
9
interpretation program SPHINX PLUS, presenting only the initial results, without
the extended analysis of the result found that there is a positive perception of
students towards specializing trade, tourism and services and are concerned about
the sustainable development.

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.

OBJECTIVES OF THE STUDY

 To design, develop and standardize the measures to evaluate M.B.A student’s

perception towards HR specialization.
 To find out underlying factors of student’s perception towards HR
specialization.
 To measure the differences between male and female student’s perception
towards HR specialization.
 To give directions for further research.

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

H01: There is no significant difference in male and female student’s perception

towards HR specialization.

RESULTS AND DISCUSSION

Reliability

Scale: Students perception Towards HR specialization

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:

Table No. 1: Reliability Statistics

Cronbach's Alpha No. of Items
.784 29

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.

KMO AND BARTLETT’S TEST OF SPHERICITY

KMO and Bartlett’s Test for Students perception towards HR specialization

Table No. 2 : KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .839
Bartlett's Test of Sphericity Approx. Chi-Square 185.100
Df 15
Sig. .000

Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy is an index used to

evaluate the appropriateness of factor analysis. High values (between 0.5 and 1.0)
indicate factor analysis is appropriate. Values below 0.5 imply that factor analysis
may not be appropriate.
The Kaiser-Meyer-Olkin Measure of Sampling Adequacy value for Investor
perception towards Insurance policy was 0.839, indicating that the sample was
adequate to consider the data suitable for factor analysis.

Bartlett’s Test of Sphericity: Bartlett’s Test of Sphericity is a test of statistics that

was used to examine the null hypothesis that the population correlation matrix is
an identity matrix. The Bartlett’s Test of Sphericity was tested through Chi-Square
value represented in the table significant at 0.00 level of significance. Therefore, the

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

Total % of Variance Cumulative % Total % of Variance Cumulat

Component ive %
1 3.540 13.856 13.856 2.358 15.722 15.722
2 2.645 12.623 37.265 1.908 12.718 28.439
3 2.431 8.740 45.304 1.746 11.643 40.083
4 2.254 6.471 52.282 1.474 9.827 49.910
5 1.127 4.356 59.025 1.367 9.115 59.025

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.

2. Student’s comparison of HR course with other business courses: This factor

emerged as the next important determinant of research with a total variance
of 2.645 and percentage of variance explained is 12.623.

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.

4. Student’s Interest in HR: This factor emerged as the next important

determinant of research with a total variance of 2.254 and percentage of
variance explained is 6.471.

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

H01: There is no significant difference in male and female student’s perception

towards HR specialization.

Table No 5 : Group Statistics

GENDER N Mean Std. Deviation Std. Error Mean
Perception_ Male 90 20.0111 3.02237 .31859
towards_ HR Female 60 19.8764 2.86761 .30397

Table No 6: Independent Samples Test

Levene's Test T-test for Equality of Means
for Equality
of Variances
F Sig. T Df Sig. (2- Mean Std. Error 95% Confidence Interval
tailed) Difference Difference of the Difference
Lower Upper
Equal .762 .384 2.596 296 .010 10.21587 3.93450 17.95900 2.47273
variances
assumed
Equal 2.612 244 .010 10.21587 3.91135 17.92016 2.51157
variances
not
assumed

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.

IMPLICATIONS OF THE STUDY

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.

3. Students can use the standardized questionnaire for Students perception

Towards HR specialization developed in the study for doing studies in
similar areas.

SUGGESTIONS AND RECOMMENDATIONS

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.

LIMITATIONS OF THE STUDY

1. One of the limitations of this study is that it only focused on Perceptions of

MBA students towards HR specialization. Thus, the study left out student’s
perceptions towards other specializations.

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

1. Abidin, D. M. (2012). EFL Students’ Attitudes towards Learning English Language:

The Case of Libyan Secondary School Students. Asian Social Science , 119-134.
2. Agheorghiesei, V. N. (2010). The perception of the students specializing trade,
tourism and services on the importance of the concept of sustainable development
in commercial activities . Amfiteatru Economic , 67-82.
3. Bwana, J. M. (2013). Specializing in Entrepreneurship Field of Study on
Entrepreneurial of University Students. Journal of Education and Practice , 116-127.
4. Cristea viorela- georgiana, o. A.-c. (2009). Marketing research on students’
perception regarding economic engineering in transports specialization . Constanta
Maritime University Annals , 217.
5. Hosein, N. Z. (2012). Measuring Chinese students’ attitudes toward the marketing
program . Journal of Management and Marketing Research , 1-16.
6. KHALED, A. F. (2013). Jordanian students attitudes toward social studies education
. The Journal of International Social Research , 227-236.
7. Tareq L. Mukattash, K. Q. (2015). Students’ Perceptions of Pharmacy as a
Specialization and their Future Career, a Cross Sectional Study of Final Year
Pharmacy Students in Jordan . Jordan Journal of Pharmaceutical Sciences , 195-205.

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.

Keywords: Psychological Empowerment, Competence, Self-Determination and Impact, Job

Satisfaction.

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.

Scientists trust that strengthening is a multifaceted issue and can't be inspected in

view of a particular idea. They trust that strengthening is the procedure of self-
inspiration and errands relegated to workers and are showed in administrations of
psychological elements like Effectiveness, skill important, and decision.

Strengthening of representatives in the work put gives them chances to settle on

their own choices concerning their errands. These days more supervisors and chiefs
are honing the idea of strengthening among their subordinates to give them better
open doors. Thomas A. Potter field (1990) remarked that worker strengthening has

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.

Barbara Solomon (1976, 1985) accentuated strengthening as a strategy for social

work with abused Afro-Americans. Subside Berger and Richard Neuhaus (1977)
proposed strengthening as a method for enhancing the welfare benefits by method
for intervening social organizations. Julian Rappaport (1981) built up the idea
hypothetically and displayed it as a world-view that incorporates a social strategy
and a way to deal with the arrangement of social issues coming from weakness.

Zimmerman (1984) has expressed that affirming a solitary meaning of

strengthening may make endeavors to accomplish it equation based or remedy like,
negating the very idea of strengthening. Be that as it may, for wellbeing
advancement specialists, making strengthening operational in wellbeing
advancement settings is a vital issue.

Empowerment, in its most broad sense, alludes to the capacity of individuals to

increase comprehension and control over individual, social, financial and political
powers keeping in mind the end goal to make a move to enhance their life
circumstances (Israel et al., 1994). It is the procedure by which people and groups
are empowered to take power and act successfully in increasing more noteworthy
control, viability, and social equity in changing their lives and their surroundings
(Solomon, 1976; Rappaport, 1981, 1985; Minkler, 1992; Fawcett et al., 1994; Israel et
al., 1994).

Empowerment will be characterized as the contribution of representatives in the

basic leadership handle (Mitchell, 1973; Vroom and Jago, 1988; Cole et al., 1993),
welcoming the individuals from the association to think deliberately and to be
actually mindful of the nature of their assignments (Bowen and Lawler, 1995),
energizing, supporting and compensating that workers carry on dependably as
they consider more appropriate to fulfill clients (Bowen and Lawler, 1992) and to
enhance the association's working (Hermel, 1990). Be that as it may, strengthening
does not reject an underlying supervision to arrange, prepare and manage
representatives, and also certain restraint (Geroy et al., 1998; Lawler, 1993).

The idea of empowerment is of expanding enthusiasm to scientists, experts and

natives worried about psychological well-being issues. In a few regards,
strengthening is another trendy expression. As Edelman (1977) has noted in
connection to dialect and the legislative issues of human administrations, now and
then new dialect is utilized to portray a similar old practices. Others trust that
strengthening dialect can really prompt to brought issues to light (Rappaport,
1986). In any case, a developing number of individuals are seeking to comprehend
the importance of strengthening and ways it can be utilized to change their settings
and lives.

Empowerment can start to be comprehended by looking at the ideas of force and

weakness (Moscovitch and Drover, 1981). Power is characterized by the Cornell
Empowerment Group as the "limit of a few people and associations to create
17
planned, anticipated and unanticipated impacts on others" (Cornell Empowerment
Group, 1989, p.2). There are numerous wellsprings of force. Identity,
property/riches, and persuasive associations have been distinguished by Galbraith
(1983) as basic wellsprings of influence in the last some portion of this century.
Others have called attention to that the class-ruled nature of our general public
implies that a little number of individuals have limitless monetary or political
power, while the greater part have close to nothing or none (Moscovitch and
Drover, 1981)

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.

Regardless of impressive enthusiasm for the investigation of job satisfaction and

disappointment our comprehension of these marvels has not progressed at a pace
similar with research endeavors. It is contended that a noteworthy explanation
behind this absence of advance is the verifiable origination of causality
acknowledged by generally therapists. It is known as the strategy of "correlation
without explanation". The present way to deal with the theme of occupation states
of mind accentuates a more applied way to deal with the issue.

Psychological empowerment alludes to an arrangement of mental states that are

important for people to feel a feeling of control in connection to their work. As
opposed to concentrating on administrative practices that impart energy to
representatives at all levels, the mental point of view is centered around how
workers encounter their function. This point of view alludes to empowerment as
the individual convictions that workers have about their part in connection to the
association (Spreitzer, 2007). As per Spreitzer the four measurements of
Psychological empowerment are as per the following: Meaning includes a fit
between the necessities of one's work part and one's convictions, qualities and
practices (Hackman and Oldham, 1980). Ability alludes to self-adequacy particular
to one's work, or a faith in one's capacity to perform work exercises with expertise
(Gist, 1987; Bandura, 1989, refered to in Spreitzer, 2007).

Arsiah (2006) talks about an assortment of implications, ideas and structure of

psychological empowerment that have been investigated and gotten from past
researchers and practitioner‟s inquires about, for example, from Bandura (1986)
who verbalized strengthening as develop as far as self-adequacy; Conger and
Kanungo (1988) who alludes empowerment to a procedure whereby an
individual‟s confidence in their self-viability is improved; Konczak et.al (2000) who
looked for empowerment through the leader‟s conduct; Thomas and Velthouse
(1990) characterized empowerment as expanded inherent inspiration while
Spreitzer (1995) has amplified it at the work environment; Corsen and Enz (1999)
analyzed the effect of psychological empowerment of administration specialists as
far as support-based connections; and Menon (2001) characterized empowerment

18
as a mental state showed in saw control, skill and objective; just to give some
examples.

LITERATURE REVIEW

Saif,N.I.,et. al. (2013) on the point "Psychological Empowerment and Job

Satisfaction in Jordanian Hospitals" established that Psychological Empowerment
has an expressive part in numerous administration associations, including healing
facilities. The present study examined the impact of worker Psychological
Empowerment on employment fulfilment in Jordanian private healing centres.
Four measurements were utilized to survey worker Psychological Empowerment:
which means, fitness, self-assurance and effect. Usage of the discoveries of this
study can help directors in comprehending work changes that require a powerful
clinic environment that is receptive to representative and client needs.

George, E. (2013) analysed the empowerment of representatives in the managing an

account segment. It likewise broke down the relationship between psychological
empowerment, work fulfilment and occupation related push among
representatives working in banks. The relationship between every one of the
measurements of psychological empowerment and job satisfaction were likewise
explored in the study. The discoveries of the study are accounted for beneath.

1) There exists a positive relationship between Psychological Empowerment and

Job Satisfaction among bank representatives and thus Job Satisfaction increments
with increment in psychological empowerment.

2) There exists a negative relationship between Psychological Empowerment and

Job Related Stress among bank representatives and thus when Psychological
Empowerment expands, Job Related Stress diminishes.

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.

4) All the measurements of Psychological Empowerment, Meaning, Competence,

Impact and Self-assurance have a huge and positive relationship with Job
Satisfaction.

5) Job Satisfaction halfway intervenes the connection between Psychological

Empowerment and Job Related Stress.

Ambad , S.N.A. (2012) worked on the measurements of empowerment and if any of

the measurement is missing, then the experience of empowerment is restricted. For
instance, if individuals have carefulness to decide (i.e., self-assurance) however
they don’t think about the sorts of choices they can make (i.e., they do not have a
feeling of importance), they won't feel engaged. On the other hand, if individuals
trust they can have an effect however don’t feel like they have the right stuff and
capacities to carry out their occupation well (i.e., they do not have a feeling of
fitness), they won't feel engaged too (Spreitzer, 2007). It is recommended by
Thomas and Velthouse (1990) that engaged worker ought to perform superior to
19
anything the individuals who are generally less enabled. Spreitzer (1995a) contends
that engaged workers are probably going to be viewed as successful in light of the
fact that they proactively execute their obligation. This is on the grounds that they
consider themselves to be equipped and ready to impact their employments and
workplaces in significant ways (Dewettinck et al., 2003).

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.

Tuuli, M.M., and Rowlinson, S. (2009) dissected the relationship between

psychological empowerment and employee performance. The researchers
additionally attempted to see whether inspiration, capacity and chance to perform
intervened amongst empowerment and execution. The study demonstrated that
empowerment had immediate and constructive outcome on representative
execution, which furthermore was intervened by inherent inspiration, chance to
perform and capacity to perform. The study showed that enabled workers
displayed positive execution practices, and thus psychological empowerment is an
important hotspot for associations to seek after their fancied results.

Rawat, P.S. (2011) conducted a study on psychological empowerment which

fundamentally impacted each of the three types of responsibility, while focussing
on the effect of sub measurements of empowerment on responsibility
measurements it can be seen that all variables together impacted duration and full
of feeling duty and not standardizing responsibility. Since psychological
empowerment prompts to sentiment being empowered from inside (as a
consequence of culture, and administration hones) continuation responsibility gets
to be solid. Empowerment additionally gives force of basic leadership to
representatives. This outcomes in representatives owning their work which causes
both full of feeling and duration responsibility.

Hypothesis

H0: There is no impact of psychological empowerment on job satisfaction.

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.

Measures: A set of questionnaires were employed in this study, combining 7 Likert

type scale measuring psychological empowerment, job satisfaction, competence,
self-determination. The Psychological Empowerment Scale created by Spreitzer
(1995) was utilized to quantify psychological empowerment. It is a self-report

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.

RESULTS AND DISCUSSIONS

Reliability test for Psychological Empowerment

A reliability test was carried out by using IBM SPSS 21 software. Wherein
Cronbach’s alpha reliability test was applied to check the reliability coefficient,
which was computed for the entire statement used in the questionnaire of
Psychological Empowerment.

TABLE 1: Reliability Statistics

Cronbach's Alpha N of Items
.876 10

Reliability test for Job Satisfaction

A reliability test was carried out by using IBM SPSS 21 software. Wherein
Cronbach’s alpha reliability test was applied to check the reliability coefficient,
which was computed for the entire statement used in the questionnaire of Job
Satisfaction.
TABLE 2: Reliability Statistics
Cronbach's Alpha N of Items
.779 10

Regression

Linear Regression: Regression Analysis of effect of psychological Empowerment

on job satisfaction.

The Regression was calculated by taking the total of effect of Psychological

empowerment on Job satisfaction by using SPSS software. In this Psychological
Empowerment is an Independent variable and job Satisfaction is Dependent
Variable was Calculated by taking dependent and independent variable.

The linear regression was applied between psychological empowerment

(independent variable) and Job Satisfaction (Dependent Variable). The results of
regression indicates that independent variable have significant impact on
dependent variable. Psychological empowerment has an impact signified by beta
value of (β1=.421, p= .000).

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.

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education, service records and employment type.
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22
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leadership and empowerment on employee job stress.Business and Economics Journal.
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Multidisciplinary Management Studies, 2(4), 36-48.
16. Laverack, G. (2001). An identification and interpretation of the organizational
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17. Lincoln, N. D., Travers, C., Ackers, P., & Wilkinson, A. (2002). The meaning of
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32. Sjöberg, S., Rambaree, K., & Jojo, B. (2015). Collective empowerment: A comparative
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38. Ugboro, I. O., & Obeng, K. (2000). Top management leadership, employee
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40. Zimmerman, M. A. (2000). Empowerment theory. In Handbook of community
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24
 4
Importance of Emotional Intelligence in Enterprises
Madhavi Dhingra
Amity University, Gwalior

ABSTRACT

Emotional Intelligence is going to keep on becoming much more critical in the

business world later on than it is today. In an economy described by rare work, it
will turn out to be progressively vital to clutch the great representatives. In the
meantime, rivalry for the best representatives is going to end up significantly more
wild, and great labourers who feel they aren't dealt with decently at work will have a
simple time discovering job somewhere else. The most ideal approach to clutch the
representatives that you need to keep is to consolidate emotional intelligence into
your own and authoritative administration reasoning. Emotional intelligence is still
not totally saw, but rather what we do know is that feelings assume an exceptionally
basic part in the general nature of our own and expert lives. While devices and
innovation can help us to learn and ace data, nothing can supplant our capacity to
learn, oversee, and ace our feelings and the feelings of people around us. This paper
discusses the importance of emotional intelligence at workplace.

Keywords: EQ, Emotional Intelligence

INTRODUCTION

Emotional intelligence information is typically factored into the everyday

conclusions employers make, such as hiring, firing and promoting
employee. Many hiring managers work candidates’ emotional intelligence
by asking specific inquiry during the hiring process , in order to identify
those who have a higher degree of emotional intelligence. They also analyze
the emotional intelligence of their flow employee to determine leaders
potential. In addition, when promotions and pay wage hike are being
considered, emotional intelligence is typically factored into the decision. The
right academic scope , professional experience and corroboration are
obviously necessary to land a higher post . Emotional intelligence, however,
can be the Key to further winner, particularly when moving into direction
berth. Employers say emotionally intelligent managers pace higher in chore
satisfaction and lower in layers of turnover. If your career design include a
leadership position, emotional intelligence can help you develop teams who
are happier and more productive in their work, and more likely to stay in
their attitude. It is widely accepted that soft skill such as active listening
greatly affect how people look and respond to their party boss and senior
25
management. If they feel valued, appreciated, and heard, they are engaged
and motivated to achieve goals set out by leadership. Great leadership is, in
fact, servant leadership: attending to team members with empathy and
helping them succeed. Emotional intelligence deepens our empathy—a
mental ability to sense the 6 senses of feeling of others. Our power to use soft
skills determines our level of emotional intelligence. However, a recent
Harvard Business Review article reports that the quality that most senior
executives deficiency is empathy. For this reason, it is requirement that all of
us understand emotional intelligence.
The four main skills of emotional intelligence are:
• self-awareness – our ability to perceive our emotions and understand our
tendencies to act in certain ways in given situations
• social awareness – our ability to understand the emotions of other people
(what others are thinking and feeling)
• self-management – our ability to use awareness of our emotions to stay
flexible and direct our behavior positively and constructively
• relationship management – our ability to use our awareness of our own
emotions and those of others to manage interactions successfully.

IDENTIFICATION OF PEOPLE IN ORGANIZATIONS HAVING MORE

EMOTIONAL INTELLIGENCE

In my experience, the most productive organizational cultures are those

with women active in senior management. In fact, women generally score
higher on self-management, social awareness, and relationship
management, while the scores on self-awareness tend to be equal between
men and women.
Also, women’s relationship skills build trust and collaboration. For this
reason, I strongly believe that business leadership is most effective when
shared between women and men. We have different natural leadership
strengths, and combining our talents significantly strengthens our business
cultures.
Think this is important? You bet it is. Yet, most companies continue to be
run predominantly by men. I absolutely know that financial results in this
economy would improve substantially with shared leadership.
Recent research by TalentSmart, a recognized leader in the emotional
intelligence field, shows that 85 percent of business people do not feel
respected and valued by their employer. This has a massive negative effect
on our organizational cultures.

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.

MOTIVATING EMOTIONAL INTELLIGENCE

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.

NEGATIVE IMPACT OF LACK OF EMOTIONAL INTELLIGENCE ON

PROFESSIONAL CAREER

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

Emotional intelligence is the single best predictor of performance in the

workplace and the strongest driver of leadership and personal excellence.
And when we increase our effective use of emotional intelligence, we will
increase our ability to develop more solid, trusting kinship in our business
organization arena. Relationships are so important to our succeeder in
business—and not just our relationships with clients. Our internal
relationships, the ones we have with our colleagues and team members, are
equally important. They can brand or breakout us! And the caliber of our
internal relationships determines the effectiveness of our organizational
cultures. Indeed, our reason of emotional intelligence will vastly improve
our internal relations and deepen our sense of personal fulfillment and
professional achievement . And stronger internal relations mean a stronger
bottom line. High Combining weight leaders vastly improve the
performance of our companies. I hope we will accept the importance of
emotional intelligence, and shuffling it a high priority to increase yours.

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.

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 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.

Keywords: Role Stress, Female Academicians, Parental Responsibility

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.

Stroud, Salovey and Epel (2002) conducted an experiment to measure stress

responses as predicted by sex of respondents. They hypothesized that men would
indicate greater response to achievement stressors and women would respond
more to social rejection stressor. Their experiment appeared to confirm their
hypothesis. They found that women had greater reactivity to rejection stress, and
that could contribute to heightened rate of affective disorders in them. Gender does
interestingly play out in the perception of stress and reactivity to the same.

For example, female subjects perceived interpersonal concerns and situations

involving them far more stressful, while males were far more stressed in situations
of performance anxiety and intellectual challenges (Eisler and Skidmore 1987;
Gillespie and Eisler 1992). On a study of stress responses, Taylor et al (2000)
proposed that while men favour fight or flight strategy, but women rely on social
networks to cope with the stress.

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.

OBJECTIVES OF THE STUDY

1) To re-standardize the measure developed for evaluating role stress.

2) To identify the role stress and compare amongst female academicians with
respect to parenting status.
3) To open further avenues of research.

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.

RESULT AND DISCUSSION

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

Items Item total correlation

1- My role tends to interfere with my family life? .541
2- I am afraid I am not learning enough in my present role for .352
taking up higher responsibility.
3- I am not able to satisfy the conflicting demands of various .396
people above me.
4- My role has recently been reduced in importance. .392

5- My workload is too heavy .384

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.

8- I have to do things, in my role, that are against my better .542

judgment.

9- I am not clear on the scope and responsibilities of my role. .517

10- I do not get the information needed to carry out .445

responsibilities assigned to me.
11- I have various other interests (social, religious, etc) which .346
remain neglected because I do not get time to attend to these.
12- I am too preoccupied with my present role responsibility to .373
be able to prepare for taking up higher responsibilities.

13- I am not able to satisfy the conflicting demands of my peers .480

and juniors.

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.

24- I would like to take on more responsibility than I am handling .330

at present.

25- I have been given too much responsibility. .445

26- I wish there was more consultation between my role and .327
others’ roles.
27- I have not had the right training for my role. .399
28-. The work I do in the organisation is not related to my .365
interests.

29- Several aspects of my role are vague and unclear. .369

30- I do not have enough people to work with me in my role. .459

31- My organizational responsibilities interface with my extra .522

organizational roles.

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

35- There is a need to reduce some parts of my role. .510

36- There is no evidence of several roles (including mine) being .467
involved in joint problem solving or collaboration for planning
action.

37- I wish I had prepared myself well for my role. .346

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

43- I am bothered with the contradictory expectations different .476

people have from my role.
44- I wish I had been given more challenging tasks to do. .306

45- I feel overburdened in my role. .467

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

The reliability measure of questionnaire was computed by using SPSS software.

Cronbach alpha reliability coefficients were computed to calculated reliability of all
items in the questionnaire.

TABLE 2
Reliability Statistics

Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items

.925 .926 50

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

Principal component factor analysis Varimax rotation and Kaiser Normalization

was applied.

TABLE 3
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .761

Bartlett's Test Approx. Chi-Square 2758.062

of Sphericity
Df 1225

Sig. .000

The factor analysis resulted in 15 factors. The Kaiser-Meyer-Olkin Measure of

Sampling Adequacy was 0.761 and the value of Bartlett's Test of Sphericity was
2758.062 at significance level of .000.

TABLE 4

Factor name Total % of Items converged Factors

Eigen variance loads
values
9- I am not clear on the scope and .759
responsibility of my role.

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.

42- I feel stagnant in my role. .651

15- The amount of work I have to do .586

interfere with the quality I want to
maintain.
45- I feel overburdened in my role. .767
32- There is very little scope for personal .598
growth in my role.
35- There is a need to reduce some parts of .536
my role.
3. Role Variety 3.152 6.303
43- I am bothered with the contradictory .503
expectations different people have from my
role.

28- The work I do in the organisation is not .787

related to my interests.
4.Role 2.703 5.406 27- I have not had the right training for my .588
Isolation role.
49- I am not clear what the priorities are in .532
my role.
2- I am afraid I am not learning enough in
5.Scope for 2.693 5.387 my present role for taking up higher .736
Advancement responsibility.
1- My role tends to interfere with my family .655
life?
46- . Even when I take the initiative for .667
discussions or help, there is not much
response from the other roles.
6.Inter-Role 2.547 5.094 31- My organisational responsibilities .650
Chasm interface with my extra organisational roles.
25- I have been given too much .618
responsibility.

12- I am too preoccupied with my present

7. Role Clarity 2.201 4.403 role responsibility to be able to prepare for .738
taking up higher responsibilities.

14- Many functions that should be a part of .683

my role has been assigned to some other
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.

13. Role Scope 1.766 3.533 5- My workload is too heavy. .754

14.Role 1.658 3.316 26- I wish there was more consultation
Interaction between my role and others’ roles. .758
15.Role 1.579 3.158 47- I need more training and preparation to .773
Preparation be effective in 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).

One Way ANOVA

H01: There is no significant difference between the different female

academicians on the basis of their parenting status.

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.

An interesting perceptual study can be on changes in role stress amongst young

father versus those who are married but have no children as yet.

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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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).

Prof.Abhay Singh Chauhan

Assistant Professor, Prestige Institute Of Management, Gwalior(M.P).

Ms Neha Maheshwari and Ms. Anjali Jain

Alumni, 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.

Keywords: Investment, 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.

Beal and Sarth (2001) demonstrated a study on widespread financial illiteracy

among the US population, particularly among specific demographic groups. The
main objective of the study was to emphasize on financial literacy and its impact on
financial decision making and by using Standardized questionnaire, Factor analysis
and regression analysis came to the conclusion that there is a positive impact of
financial literacy on financial decision making and also added that it is impossible
to live and operate efficiently in the past without being literate, i.e., knowing how
to read and write so it is very hard to live and operate efficiently today without
being financially literate.

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.

Quatty and Finn (2000) demonstrated a study on systematically varying consumer

satisfaction and its implications for product choices with the main objective to link
consumer satisfaction with repeat purchase behavior and with the help of
secondary data collected from the previous researches came to the conclusion that
there is a positive relationship between repeat purchase behavior and consumer
satisfaction.

Friese and Wanke (2006) made a relationship between implicit consumer

preferences and their influence on product choice the main objective of their study
was to measure implicit attributes that are easily adaptable to different context and
by using secondary data from previous researches made by various authors came
to the conclusion that when choices had to be made under time pressure implicit
preferences play a larger role as expected and under time pressure participants
whose implicit and explicit preferences are diverged were likely to choose the
explicit preferred goods.

Alpert (2013) made a relationship between personality and determinants of a

product choice the main objective f their study was to find whether there is a
relationship between personality and relative importance a buyer places upon
various product attributes and by using correlation analysis. Reliability test and
Canonical analysis came to the result that there is a significant relationship between
personality and relative importance a buyer places upon various product attributes.

OBJECTIVES OF THE STUDY

To design, develop and standardize a measure to evaluate financial literacy.

To design, develop and standardize a measure to evaluate financial product choice.

To find out the underlying factors of financial literacy and financial product choice.

To evaluate the cause and effect relationship between financial literacy as

independent variable and financial product choice as the dependent variable.

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

1. Reliability coefficients based on internal consistency such as, Cronbach’s Alpha

has been used to ascertain reliability of the measures.

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

There is no significant effect of financial literacy on financial product choice.

RESULTS AND DISCUSSION

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:

Table 1(a): Reliability Statistics for Financial Literacy

Cronbach's Alpha N of Items
.780 11

Table 1(b): Reliability Statistics for Financial Product Choice

Cronbach's Alpha N of Items

.708 8

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 and Bartlett's Tests results

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(a): KMO and Bartlett's Test for Financial Literacy

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .787

Bartlett's Test of Approx. Chi-Square 593.546
Sphericity Df 55
Sig. .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

The Kaiser-Meyer-Olkin Measure of sampling adequacy value for Financial

Literacy and Financial Product Choice was .78 and .73 respectively indicating that
the sample size was adequate to consider the data as normally distributed .The
Bartlett’s Test of Sphericity, tested through Chi-Square Value was 593.546 and
257.977 significant at 0% level indicating that the inter-item correlation matrix was
not an identity matrix and therefore the data was suitable for factor analysis.

Table 3(a): Financial Literacy: Factor Details

Factor Eigen Factor Variable Statement % Loadin

No. Value Name No. Variance gs
Explained
1 2.703 Tax 8 The different ways to reduce tax 24.575 .795
payment.
7 How to fill out tax return. .728
1 The difference between a debit card .655
and a credit card.
6 The difference between stock & .642
mutual funds.
10 Which types of insurances are .550
required by law.
2 2.007 Interest 5 How to figure compound interest on 18.247 .850
and account.
Banking 3 How to balance checkbook. .700
4 How to get a deferment on a loan. .578
2 How to dispute a credit card error .521
and the right way to cancel a card.
3 1.759 Insuranc 11 What is the use of health insurance. 15.994 .864
e 9 How to set up a personal budget. .820

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

Tax is defined as an involuntary fee levied on corporations or individuals that are

enforced by a level of government in order to finance government activities. This
factor has got the highest eigen value of 2.703 and percentage of variance explained
was 24.575.

2. Interest and Banking

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

A contractor policy in which an individual or entity receives financial protection or

reimbursement against losses from an insurance company. This factor has got the
lowest eigen value of 1.759 and percentage of variance explained was 15.994.

Table 3(b): Financial Product Choice: Details of Factors

Factor Eigen Factor Variabl Statement % Load

No. Value Name e No. Variance ing
Explained
1 1.859 Risk in 5 Willing to accept some risk 23.241 .860
investement of money if investment
gives profit in long run.
7 Willing to take substantial .634
risks to realize substantial
financial gains from
investments.
2 Need help selecting savings .516
and investment products
2 1.635 Investment 3 Feel qualified to make my 20.438 .857
Decisions own investment decisions.

1 My household knows how .627

to choose the financial
products.
4 Important to have both .559
guaranteed interest rate and
insurance on savings.
3 1.539 Competen 6 It is wise to put some 19.235 .813
cy for portion of savings in
decisions uninsured investments to
get a high yield.
8 I consider myself a .610
sophisticated investor.

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.

3. Competency for Decisions

Competency for decision making is defined as the well-informed, effective and

timely decisions even when data is limited or solution produce unpleasant
consequences. This factor has got the lowest eigen value of 1.539 and percentage of
variance explained was 19.235.

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

Table 4(a): Model Summaryb

Model R R Square Adjusted R Square Std. Error of the

Estimate
1 .568 .323 .319 3.92969
a

a. Predictors: (Constant), financial literacy

b. Dependent Variable: financial product choice

Table 4(b): ANOVAb

Model Sum of Squares Df Mean Square F Sig.

1 Regression 1384.082 1 1384.082 89.268 .000a
Residual 2903.186 188 15.442
Total 4287.268 189
a. Predictors: (Constant), financial literacy
b. Dependent Variable: financial product choice
49
 Table 4(c): Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) 12.210 1.612 7.576 .000
financialliteracy .395 .042 .568 9.467 .000
a. Dependent Variable: financialproductchoice

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.

Increasing consumer financial literacy improves welfare through better decision

making. Although a financial literacy measure can be used to forecast financial
behaviors but it does not necessarily involve that individuals will behave in a
particular way they would deem optimal. Other characteristics such as
impulsiveness, behavioral biases, unusual preferences or external circumstances
also contribute to what may appear to be poor financial decision making. Access to
financial services plays chief role in individual development outcomes by
smoothening consumption and easing credit constraints.

50
REFERENCES

1. Alpert, M. (1972). Personality and the Determinants of Product choice. Journal of

Marketing Research , 89-92.
2. Angela a. Hung, a. M. (2009). Defining and Measuring Financial Literacy. Journal of Labor
and Population, 1-20.
3. Beal, D. J. (2001). Financial literacy among Australian university students. Journal of
Social Research, 7-20.
4. Faoziah Haji Idris, K. S. (2013). Relationship between financial literacy and financial
distress among youths in Malaysia - An empirical study. Malaysian Journal of Society and
space, 106-117.
5. Finlayson, A. (2009). Financialisation, Financial Literacy and Asset-Based Welfare. British
Journal of Politics and International Relations, 400-421.
6. Hassan Al-Tamimi, H. A., & Anood Bin Kalli, A. (2009). Financial literacy and
investment decisions of UAE investors. The Journal of Risk Finance, 10(5), 500-516.
7. Huang, J. H. (2006). Herding in Online Product Choice. Journal of Psychology and
Marketing, 413-428.
8. Lusardi, A. (2008). Financial Literacy: A tool for informed consumer choice. Journal of
Joint Center for Housing Studies, 1-26.
9. Mitchell, A. L. (2006). Financial Literacy and Retirement Preparedness: Evidence and
Implications for Financial Education Programs. Journal of US Social Security
Administration, 1-20.
10. Mitchell, A. L. (2009). How ordinary consumer makes complex economic decisions.
Center for Research on Pensions and Welfare policies, 1-35.
11. Mitchell, A. L. (2010). Financial Literacy among the young. Journal of Consumer Affairs, 1-
29.
12. Nancy Jo Blacky, A. L. (2002). Modelling consumer choice of distribution channels: an
illustration from financial services. Emerald International Journal of Bank Marketing, 161-
173.
13. Puto, J. H. (1983). Marketing Boundaries and Product Choice. Journal of Consumer
Research, 31-44.
14. Seth, P., Patel, G., & Krishnan, K. K. (2010). Financial literacy and & investment decision
of Indian investors–A case of Delhi & NCR.
15. Shaun McQuitty, A. F. (2000). Systematically Varying Consumer Satisfaction and its
Implications for Product Choice. Academy of Marketing Science, 1-16.
16. Thilakam, C. (2012, September). Financial literacy among rural masses in India. In The
2012 International Conference on Business and Management, 67.
17. Wanke, M. F. (2006). Implicit consumer preferences and their influence on product
choice. Journal of Wiley Interscience, 727-740.
18. www.investopedia.org retrieved on 29th August 2013.
19. www.wikipedia.org retrieved on 29th August 2013.

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.

Dr. Sarita Maxwell

Assistant Professor, 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.

Keywords: E-Commerce, Customer’s behavior, Psychological factors.

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.

Customer behavior is influenced by internal as well as external factors. Internal

factors are those which arise into customers mind, whereas external factors are
52
usually depend on its environmental conditions. There are many factors which
influence consumer’s behavior. According to Warner, the external factors could be
divided into five sectors: Demographics, socio-economics, technology and public
policy, culture, sub-culture, reference groups, and marketing. The internal
influences are variety of psychological processes, which include attitudes, learning,
perception, motivation, and self image.

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

Customer’s psychology depends upon the social environment as well as peoples

mind. Since, all learning of the customer does not take place as a result of repeated
trials. This can be discussed as under:

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.

November 6, 1997, Paris, in world e- commerce conference it is said that “E-

Commerce refers to the realization of electronic trade. From the technical point of
view, it can be defined as; a collection of multi-technology, including the exchange
of data (such as electronic data, email, images of the product), access data (shared
databases, electronic bulletin boards) and automatically captured data (bar code)
etc.
Leen and lin (2005) suggested that trust in e-commerce encourages online
purchasing and affects customer attitudes towards purchasing from e-retailers.
Loyalty contributes to the ongoing process of continuing maintaining a valued and
important relationship that has been created by trust [Chaudhari and Holbrook
2001].[4]
53
Lee (2005) carried out a study to learn the five stages of consumer decision making
process in the example of china. The researcher focuses on the facts that affect the
consumer decision making process on purchasing imported health food products,
in particular demographic effects such as gender, education, income and marital
status. Analysis of five stages of consumer decision making process indicate that
impact of family members on the consumer decision making process of purchasing
imported health food products was significant.[5]

George N. Lodorfos, Tom A. Trosterud, Chris Whitworth (2006) in his research

paper, “E-Consumers Attitude and Behaviour in The Online Commodities Market”
Concluded that there are a number of factors determining consumers intent to re-
purchase within the online commodity market, specifically these factors are
consumers experience with an e-brand and beliefs concerning the importance of
convenience, trust and security when purchasing. and suggested that managers
and marketers in order to acquire and retain consumers in the online environment
should understand and develop strategies based on e-consumers attitudes towards
re-purchasing related to convenience – with concern about ease of use and product
information – trust and security.[6]

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]

Pahwa, Bhumika (2015) in her research paper; “A Review of Consumer Online

Buying Behaviour” has studied that consumer buying behavior when they use e-
commerce exist but not specifically towards fashion and personal care industry,
and also found that study of consumer behavior towards e-commerce is also
missing. Studies regarding it discuss the factors that affect the e-commerce growth
viz. ease affordability and availability along with other advantages of online
shopping.[9]
Hooda, Sanjay and Aggrawal, Sandeep (2015) in his research paper entitled;
“Consumer Behavior towards E-Marketing; A Study of Jaipur Consumer” has
concluded that Indian consumers have hesitations to using e-commerce (online
shopping) due to various reason such as security, lack of physical approach
towards product offered, delay in delivery, etc. and suggested that there is a good
potential to grow e-commerce, and only needs a proper boosting to be done at both
consumer as well as producer level besides government efforts.

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.

According to American pundits, Rowe Kara Dakota and Winston, electronic

commerce, is just a modern business method. As electronic-commerce (e-
commerce) grows and further exploits the attributes of the internet, it will likely
have significant effects on national economies and industry structure.

IMPLICATIONS OF COGNITIVE LEARNING THEORY IN E-COMMERCE

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.

Sudden learning is also a reality. In certain cases, consumer‘s behavior is not

predetermined, they act according to the environment available to them. This is an
opportunity for the marketers. For example, a customer visited online on a
particular website to see a price of a product and he finds that the price of the
product is not affordable to him, and suddenly he finds that the price of a similar
product is affordable for him, and he purchased it. It is clear that sometimes sudden
learning may also be practical.

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).

Information processing depends on both the complexity of the information to be

processed and the consumer’s cognitive ability. If Information provided to online
consumer is complex, then the intention to long-term storage of information can’t
be fulfilled. It becomes the most important factor specially, when we are studying
in the context of India.

COGNITIVE LEARNING FRAMEWORK:

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.

Customers buying behavior is a psychological factor which influences the e-

marketers to offer their product and services in such a manner that can be
understood easily, and consumer friendly. With the increasing availability of
internet around the world, online consumers are also increasing in India.
Companies are investing heavy amounts in promotion of their products & services
via, internet. Studying buying behavior, motives and intention along with the
attitude of the online consumer helps the marketer to deliver a complete package of
value that seems relevant to create, satisfy and sustain customers in a competitive
environment.

REFERENCES

1. Sheth, J. N. (1983). An integrative theory of patronage preference and behavior. In:

Darden WR, Lusch RF, editors. Patronage behavior and retail management. Orlando
(FL): Elsevier, 9-28.
2. Azen, I. and Fishbein, M. (1980). Understanding Attitude and predicting social
behavior. Prentice-Hall, Inc., Englewood Cliffs, NJ.
3. Leon G Schiffman Leslie Lazar Kanuk. The consumer as an individual. Consumer
Behavior, 202.
4. Chaudhuri, A. and Holbrook, M. (2001).The Chain of Effects from Brands Trust and
Brand Affect to Brand Performance: The Role of Brand Loyalty. Journal Of
Marketing, 65 (2), 81-93.
5. Kacen. J. J. and Lee. J. A., (2002). The Influence of culture on consumer impulsive
buying behavior. Journal Of Consumer Psychology. 12(2), 163-174.
6. www.businessperspectives.org/journal_free/im/2006/im_en2006_03_trosterud.pdf.
05.10.2016.

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.

According to social identity theory, the Individuals tend to associate themselves as

the part of certain social groups on the basis of their Interests, nature, workplace
and other demographic and social-economic factors. A person can only become the
part of these social groups when he/she possess certain qualities (Interests) which
found suitable or matching the norms of that particular group (Hogg & Terry,
2001).The human tend to change himself depending upon the situation. He adapts
the qualities of the environment they exist so that they can project a good and
desired image of themselves in the perception of others. However, Emotional
expressions also plays vital role defining the interpersonal characteristic of any
individual in an organisation. It defines the character, psychology and nature of a
person reprinted through verbal or nonverbal expressions defining the thinking
and state of mind of that person. Wikipedia definedEmotional expressions as
psychological observable verbal and nonverbal behaviours that communicate an
internal emotional or affective state.Hochschild in 1983 defined emotional
expression as expressing desired emotions during service transactions.In simple
terms, it can be defined as the process where people tries to develop a kind of
image of themselves in front of others. It can also be associated with the basic
tendency of human beings where he/she also try to project a positive and good
image and try to influence others for the benefit of his/herself (Leary & Allen,
2011).

Emotional expression refers to how one conveys emotional experience through

both verbal and nonverbal behaviour (Gross, 1998b, 1999). Emotional expression
should be distinguished from emotional experience in that it is possible to
experience emotions without expressing them. Emotional expression is an
important part of emotion regulation and can affect health outcomes. Emotional
expression is embedded in the broader domain of emotion regulation, which is
defined as how individuals, either consciously or unconsciously, influence,
experience, and express emotions (Gross, 1999). Emotion regulation unfolds over
time in a given situation either before emotional experience, during emotional
experience, or in response to emotional experience (Gross, 1998a).

LITERATURE REVIEW

Zhou (2011) researched Impression management, Performance rating and

Customer perception and concluded that employee impression management on the
objectivity of supervisor rating as well as customer perceptions. Gandapur and
Khan (2012) found a positive correlation between the role of interpersonal
relationship, stress healing and job performance except for variables of relationship
with close relatives where there is an inverse correlation was found. Aggarawal and
Krishnan (2012) ensured that the impression management tactics affects
transformational leadership in a positive manner.

Grandey (2000) analysis a study for Pennsylvania with emotional regulation,

conceptualization and emotional labor as a variable. And in their study they use
Hypothesis as a study and they found the emotional labor continues to expand in
accord with the recognition that not only do emotions exists in the workplace, but
they greatly impact the workplace and the employees.
59
Sorana and Balkan (2013) accomplish a study for Turkey using Emotional
expression, impression management, feeling, and emotions as variables. And they
use mean and standard deviation method in the study. And in this study it shows
that one positive impression management factor had a positive effect on positive
expression. Besides one negative impression management factor had a positive
effect on negative expression. It recommended that further researches can be
conducted on difference sector and also in difference countries for generalizability
of the result.

The possibility of impression management is normal in the exchange of business

movement. Impression management is said to be critical to organizations and
people, and to people both inside their associations and in contact with
authoritative customers (Provis, 2010). Impression management scholars
recommend that an essential human thought process, both inside and outside
associations is to abstain from being assessed adversely (Jain, 2012). Impression
management is characterized as a course to influence the view others have around
oneself, by checking the self-reflected data. Goffman (1959) started the enthusiasm
into the investigation of impression management by presenting a dramaturgical
system depicting the way one presents them and how others may see that
presentation (Cole, Rozelle, 2011). Generally, a performing artist intentionally picks
a conduct to present to the gathering of people in suspicion of a coveted impact.
Expecting the gathering of people reacts in the way that the performing artist
proposed, the on-screen character will keep on using the specific methodology. Key
to this procedure is the comprehension of the methodology utilized, the individual
inspiration driving the system decision, the particular target gathering of people
and the situational considers the earth where The impression management
happens. This hypothesis gives a direct connection of association between the on-
screen character and the authoritative group of onlookers (Cole, Rozelle, 2011).
When we meet somebody, both sides consequently or potentially deliberately
frame a judgment about the other party. This impression arrangement movement,
in view of exceptionally constrained prompts, is a vital and all-inclusive drift for
everybody (Taylor, 1997). Therefore, we can state that, dealing with these
impressions others will have around one is an imperative, intentional, alert, key
process, which influences one's life profoundly (Sallot, 2002). Specialists propose
there is a requirement for those for hierarchical settings to comprehend the
fundamental components or develops required in impression management (Crane,
and Crane, 2004).

As it is valid in different settings, people attempt to design their connections in

authoritative settings too. Impression management ends up being a constant
movement among newcomers, utilized as a part of request to be acknowledged by
the association, and among the individuals who have developed with the
association, utilized as a part of request to be powerful (Demir, 2002). Other than
the conceptualization of impression management, numerous have proposed
objective hypothesis with respect to impression management. For a few, the
utilization of impression management strategies has the particular objective of
seeming appealing or loved (Cole, Rozelle, 2011). This, indeed, is the thing that
most research spotlights on. Another hypothesis, offered by Jones and Pittman
(1982), recommends that the fundamental objective of the methodologies utilized as
a part of impression management needs to do with the insurance and upkeep of
force. This power, kept up or expanded using impression management procedures,
60
turns into the impact utilized for control as a part of a man's social environment
(Cole, Rozelle, 2011).

There are two principle approaches in impression management; general and

numerous logical approaches. The general approach has been looked into from
decades and spotlights on a man showing to be an individual performer. It promote
incorporates nitty gritty examination, concentrating on impression management in
a culture freed environment. Despite what might be expected, various logical
methodologies talks about the framing of a specific impression with various
settings including general conventions what's more, societies; gathering financial
and demographic uniqueness and particular circumstances and conditions and
hierarchical distinction, for example, administrative parts and working classes and
statuses (Nayar, Raja, 2012).

Impression management techniques are an ordinary piece of regular day to day

existence, its effect on an association's way of life and execution is critical (Gardner,
1992). Jones and Pitman (1982) advertised five techniques of impression
management: ingratiation, self-advancement, representation, terrorizing
furthermore, supplication. Utilization of a specific technique relies on upon what
attribution the individual is looking for from the gathering of people. Also, it ought
to be noticed that the systems displayed don't need to exist or be utilized
autonomously of each other (Jones and Pittman, 1982). This would mean
performing artists can utilize one or any number of the procedures to impact their
group of onlookers' sentiments and impression of the circumstance. The intimidator
tries to persuade his objective that he is perilous (Jones and Pittman, 1982).
Terrorizing is an impression management technique intended to build the validity
of ones dangers and thusly improve the likelihood that the objective will consent to
the performing artists’ requests for understanding (Tedeschi and Riess, 1981).
Another method for expressing it is that “the intimidator promotes his accessible
energy to make inconvenience or a wide range of psychic pain"(Jones and Pittman,
1982). Jones (1990) called attention to that singular utilizing terrorizing attempt to
look wilful and unyielding. Nonetheless, these methodologies have danger of being
seen unfavourable. The general population required in terrorizing are probably
going to be seen determined and commanding people. They are inclined to the
danger of getting an unfriendly response of their intense conduct (Arif, 2011). Being
preferred is as opposed to the objectives of an intimidator. Fear, created as a feeling
in others, helps the intimidator utilize their accessible energy to pressure another
vigorously or accommodation (Cole, Rozelle, 2011).

The strategy of ingratiation is an arrangement of connected greedy impression

management strategy that have as their shared objective making the individual
more preferred and alluring to others. It could as it were likewise be called
“fascination management". The errand and test of the ingratiatory is to discover
what the group of onlooker’sfinds attractive in and individual and after that give it
to them (Schlenker, 1980). Tedeschi and Melburg (1984) conceptualized four
impression management strategies, and they characterized Ingratiation as " a
gathering of intense strategies with the point of picking up the reverence of a crowd
of people.

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).

OBJECTIVE OF THE STUDY

1. To restandandardise the measures for Emotional Expression and Impression

Management.
2. To identify the underlying factors of Expression and Impression
Management.
3. To evaluate the relationship between Expression and Impression
Management.

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.

Tools Used For Data Analysis

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

RESULTS AND DISCUSSIONS

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

Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy: The Kaiser-Meyer-

Olkin (KMO) measure of sampling adequacy is an index used to examine the
appropriateness of factor analysis. High values (between 0.5 and 1.0) indicate
factor analysis is appropriate.. The Kaiser - Meyer - Olkin Measure of Sampling
Adequacy value for the both the measures was higher than 0.5 indicating that the
sample was adequate to consider the data suitable for factor analysis.

Bartlett's test of Sphericity: Bartlett's test of sphericity is a test statistic used to

examine that the population correlation matrix is an identity matrix; each variable
correlates perfectly with itself but has no correlation with the other variables . The
63
Bartlett’s Test of Sphericity was tested through Chi-Square value having a value
which was significant at 0% level of significance. Therefore, the above hypothesis is
rejected, indicating that the data was suitable for factor.

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

you Do personal favours for your

colleagues to show them that you .639
or education.
you Talk proudly about your .519
experience or education
Pretendin 1.902 14.633 you Act like you need assistance so .783
g people will help you out .
you Pretend to know less than you .765
can avoid an unpleasant
assignment.
you Pretend not to understnd .614
something to gain someone help .
you try to gain assistance or .428
sympathy from people by
appearing needy in some areas.
you do personal favours for your .612
colleagues to show them that you
are friendly.
Getting 1.119 8.611 you Act like you know less than .822
help you do so people will help you out

Factor Total Eigen values % of Items converged Factor

Name varianc s
e loads
Positive 2.193 31.328 People can tell from your 0.766
Emotional facial expression how you are
Expression feeling.

When you are angry people 0.756

around you usually know.

you often laugh so hard that 0.6

your eyes water or you cheeks
ache.

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

you often touch friends 0.585

during conversation.
you laugh a lot. 0.549

Description of Factors

1. Self- Promotion

This first factor include active participation (3.978)(30.597).inCompliment

your colleagues so they will see you as likable (.852). Make people aware of
your talents or qualification (.786). Praise your colleagues for their
accomplishment so they will consider you a nice person (.781). Let others
know that you are valuable to the organization (.750). Do personal favors for
your colleagues to show them that you or education (.639). Talk proudly
about your experience or education (.519).

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).

4. Positive Emotional Expression

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

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .717

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.

Empathy 1.414 10.102 14. Never interrupt other people’s .739

conversations.
10. See things from the other person’s .641
viewpoint.
Managing 1.360 9.712 5. Calm others in stressful situations. .807
emotions 4. We know how own feelings impact own .610
performance.
8. In bad situation we can reframe quickly. .534

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.

TABLE 4: Regression analysis

R square 0.863
F 142.963 0.000
66
 Beta 0.093
t 7.999 0.000

The coefficient of determination is 0.863; therefore, about 86.3% of the variance in

emotional expression can be explained with the help of what kind of impression
management tactics are used. The regression equation appears to be useful for
making predictions since the value of r 2 is higher. It means there was a significant
effect is made on emotional expression by impression management tactics.

The model having emotional expression as dependent variable and impression

management as independent variable has good fit as indicated by F-test value
which is 142.963 significant at 0.000 level of significance. The result of regression
from the coefficient table indicates that emotional expression has direct relationship
impression management having beta value of 0.093 tested through t-test having t-
value of 7.999 which is significant at 0.000% level of significance.

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

1. Buford, B. A. (2001). Management effectiveness, personality, leadership, and emotional

intelligence: A study of the validity evidence of the Emotional Quotient Inventory (EQ-
i). Unpublished doctoral dissertation, University of Iowa, Iowa City, IA.
2. Delaney-Klinger, K. A. (2005). Impression Management in the Employment Interview:
Translating a Desired Image Into Desirable Behaviors.
3. Gallagher, V. C. (2000). Situational and dispositional antecedents and consequences of
impression management tactics: The role of political skill. Florida State University.
4. Grayson, K. (1998). Customer responses to emotional labour in discrete and relational
service exchange. International Journal of Service Industry Management, 9(2), 126-154.
5. Ho, Y. F., Lien, Y. H., & Ay, C. R. (2013). DRAMATURGY IN EMOTIONAL LABOR
STUDIES: USE OF METAPHOR ANALYSIS. International Journal of Organizational
Innovation (Online), 6(2), 127.
6. http://www.ihhp.com/emotional-intelligence-training/
7. http://www.inquiriesjournal.com/articles/553/impression-management-considering-
cultural-social-and-spiritual-factors
8. https://en.wikipedia.org/wiki/Impression_management
9. https://www.mindtools.com/pages/article/newLDR_45.htm
10. https://www.theguardian.com/careers/2015/aug/20/emotional-intelligence-why-
managers-should-show-a-softer-side
11. Jain, A. K. (2012). Does Emotional Intelligence Predict Impression Management?. Journal
of Organizational Culture, Communication and Conflict, 16(2), 1.
12. Liu, Y., Liu, J., & Wu, L. (2012). Strategic emotional display: an examination of its
interpersonal and career outcomes. Career Development International, 17(6), 518-536.

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13. Merkl-Davies, D. M., Brennan, N. M., & McLeay, S. J. (2011). Impression management
and retrospective sense-making in corporate narratives: A social psychology
perspective. Accounting, Auditing & Accountability Journal, 24(3), 315-344.
14. Morris, J. A., & Feldman, D. C. (1996). The dimensions, antecedents, and consequences of
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.
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continuum of extrinsic and intrinsic causes of emotional expression and control. New
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 9
Impact Of Employee Engagement On Job Satisfaction And
Motivation
Dr. Gaurav Jaiswal
Assistant Professor, Prestige Institute of Management, Gwalior

Dr. Ravindra Pathak

Assistant Professor, Prestige Institute of Management, Gwalior

Dr. Shib Kumari

Visiting Faculty, School of Studies in Economics, Jiwaji University, 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.

Keywords– Employee Motivation, Employee Commitment, Job Satisfaction and Employee

Engagement

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”.

Frank et al (2004) defined employee engagement as emotional and intellectual

commitment to the organization or the amount of discretionary effort exhibited by
employees in their job. This is a behavior which employees exhibited when they are
at job. It’s also defined as employee’s positive and negative attachment with the job,
other employees and work. The positive attached employees may depict the
positive outcome like high motivation and satisfaction. A negative attached
employee may exhibited lower motivation and lower satisfaction level. This study
has been attempted to find out the possible relationship of employee engagement
with Job Satisfaction and Motivation in the Indian organizations.

LITERATURE REVIEW

Crant (2000) in his study explained the Employee Engagement as a range of

constructs that are present in the organizational mentality (psychology). Kahn
(1990) implies that, if the people like and dislike their work, that it affects the
engagement of employees.

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.

Harter et al (2002) and wangenheim et al (2007) studied that Organizations that

wants to improve their customer satisfaction must be concerned about some
internal issues related to employee’s satisfaction and view their employees as
customer too.

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.

OBJECTIVES OF THE STUDY

The following are the specific objectives of the study:

1. To develop and standardize a measure to evaluate employee engagement,

motivation and Job Satisfaction.
2. To study the underlying factors of job engagement, job satisfaction and
motivation.
3. To study the relationship between employee engagement, job satisfaction and
motivation.
4. To identify the difference between the male and female respondent towards
the Employee Engagement, Job Satisfaction and Motivation.
5. To identify avenues for further research.

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.

RESULT AND DISCUSSION

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

Measures Cronbach alpha value

Employee Engagement .708
Job Satisfaction .782
Motivation .747

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.

Table 2: KMO and Bartlett’s Test of Sphericity

S. Variable Name KMO Bartlett’s Test of Sig

No Sphericity
1 Employee .627 394.940 .000
Engagement
2 Job Satisfaction .684 625.277 .000
3 Motivation .775 313.171 .000

Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy: The Kaiser-

MeyerOlkin (KMO) measure of sampling adequacy is an index used to examine the
appropriateness of factor analysis. High values (between 0.5 and 1.0) indicate factor
analysis is appropriate. Values below 0.5 imply that factor analysis may not be
appropriate. The Kaiser - Meyer - Olkin Measure of Sampling Adequacy value for
the all the measures above was higher than 0.5 indicating that the sample was
adequate to consider the data suitable for factor analysis. Bartlett’s Test of
Sphericity: Bartlett’s test of sphericity is a test statistic used to examine the
hypothesis that the variables are uncorrelated in the population. In other words, the
population correlation matrix is an identity matrix; each variable correlates
perfectly with itself (r = 1) but has no correlation with the other variables (r = 0).
The Bartlett’s Test of Sphericity was tested through Chi-Square value having a
value which was significant at 0% level of significance. Therefore, the above
hypothesis is rejected, indicating that the data was suitable for factor analysis.

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.

Factor analysis of Employee Engagement-

Principle component factor analysis with varimax rotation was applied to find out
the underlying factors of the Employee Engagement. Factor analysis converged on
3 factors after iterations.

Table 3. Factor analysis of Employee Engagement-

Eigen Value
Loadin
% of Variable convergence
Total g Value
Factors Name variance

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

Factor analysis of Job Satisfaction-

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.

Table 4. Factor analysis of Job Satisfaction

Factor Eigen Value Variable Convergence Loadi

Name Total % of ng
variance Value
1.Job 3.448 34.476 7. My wages are good .834
requiremen 8. All my talent and skills are used at work .815
t 6.On the whole, I believe work is good for my physical
health .666
10. I feel good about my job .547
2.Working 1.522 15.219 1. I receive recognition or a job well done .818
environme 2. I feel close to the people at work .787
nt 9. I get along with my supervisors .569
3.Reputatio 1.320 13.198 5. I believe management is concerned about me .811
n of 3. I feel good about working at this company .773
company 4. I feel secure about my job .587

Factor analysis of Motivation-

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.

Table 5. Factor analysis of Motivation

Factor Name Eigen Value Variable Convergence Load

ing
Total %of Valu
Variance e

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

1. Impact of Employee Engagement on Job Satisfaction

Table 6. Regression Table

Independent Dependent F Sig Beta T Sig Adjusted R Sq/ R

Variable Variable Sq

Employee
Job Satisfaction 38.000 .000a .401 6.164 .000 .161
Engagement

H01 : There is no impact of Employee engagement on Job satisfaction

Regression was applied taking Employee Engagement as independent variable and

job satisfaction as dependent variables.

Y = a + bX
Y(Job Satisfaction) = 18.884 + .615x(Employee Engagement) + Error

Model having Employee Engagement as independent variable and job satisfaction

as dependent variable was having a good fit as indicated F test value from the
ANOVA table that is 38.000 significant at .000 level of significance. Employee
Engagement was having a significant cause and effect relationship with job
satisfaction as indicated by beta value from coefficient table that is .401 tested
through T Test values .614 significant at .000 level of significance. The model
summary table indicated that independent variables Employee Engagement were
explaining 16.1% variance in dependent variable job satisfaction since the r square
value from the table is .161 therefore null hypothesis was rejected and significant
cause & effect relationship found between Employee Engagement and Job
Satisfaction.

75
2. Impact of Employee Engagement on Motivation

Table 7. Regression Table

Independent Variable Dependent Variable F Sig Beta T Sig Adjusted R Sq/ R Sq

Employee Engagement Employee 2.278 .133a .107 1.509 .133 .011

Motivation

H02 : There is no impact of Employee engagement on Employee motivation.

Regression was applied taking Employee Engagement as independent variable and

Employee Motivation as dependent variables.

Y = a + bX

Y(Employee Motivation) = 18.884 + .615x(Employee Engagement) + Error

Model having Employee Engagement as independent variable and Employee

Motivation as dependent variable was having a no good fit as indicated F test value
from the ANOVA table that is 2.278 insignificant at .133 level of significance.
Employee Engagement was having an insignificant cause and effect relationship
with Employee Motivation as indicated by beta value from coefficient table that is
.107 tested through T Test values of 1.509 insignificant at .133 level of significance.
The model summary table indicated that independent variables Employee
Engagement were explaining 1.1% variance in dependent Employee Motivation
since the r square value from the table is .011 therefore null hypothesis was not
rejected and no significant cause & effect relationship found between Employee
Engagement and Employee Motivation.

T - Test

An independent- sample t-test is used when we want to compare the score, on

some continuous variable, for two different groups of subjects. In this study, we are
comparing the level of employee engagement, Job satisfaction and motivation
between male and female respondent.

Table 7. Group Statistics Table

GENDER N Mean Std. Deviation Std. Error Mean
EE dimension1 MALE 122 33.2213 3.71842 .33665
FEMALE 76 31.6316 3.71965 .42667
JS dimension1 MALE 122 39.2541 5.62985 .50970
FEMALE 76 38.4605 6.08482 .69798
MOT dimension1 MALE 122 35.9508 5.77806 .52312
FEMALE 76 36.1711 4.05097 .46468

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 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

H03: There is no difference in responses of employee engagement between male

and female faculties.

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.

H04: There is no difference in responses of Job satisfaction between male and

female faculties.

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

This study was conducted in the faculty members of Indian educational

institutions. The educational institutes in India, generally used the traditional
management practices which results into the lower involvement of employees in
organizational work. Employee engagement is one phenomenon which is only
going to develop when employees are more involved in their work. Satisfaction of
employees have relationship with the Employee Engagement as denotes by the
result of this study but study explained that Employee Engagement have no
relationship with the Employee Motivation. One of the possible reasons of this
negative relationship is lower involvement of worker. The study also explained that
there is a gender difference in the opinion of faculty members for Employee
Engagement and Employee Motivation but no difference was found for Job
Satisfaction.

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 10
Association Between EVA And CSR: A Study Of Family
Owned Business Companies In India

Dr. Navita Nathani

Associate Professor, Prestige Institute of Management, Gwalior

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.

Keywords: EVA, Corporate Social responsibility, Family owned business

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

Economic value added

In recent years maximizing shareholder value has become the new and widely
accepted corporate paradigm. Studies by Stern et al. (1991) and Stewart (1991, 1994)

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.

EVA = NOPAT adjusted- CMPC *CT adjusted or,

EVA = CT adjusted * (adjusted return of the capital - CMPC)

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

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.

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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.

The parameters of corporate governance were classified as,

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

Economic Value Added (EVA) and Corporate Social Responsibility (CSR)

According to Current State of CSR Research, although the topic of Corporate

Social Responsibility is actually nothing new; it has become a frequently used
buzzword especially in the last decade. The CSR is strongly supported by some
extraordinarily important institutions. In terms of Europe, this trend is represented
by the European Commission and its Renewed Strategy for Corporate Social
Responsibility. In fact, even the European Commission declared its affirmative
attitude to CSR in the Green Paper from 2001.

Blenheim, (2011) identified Classical approaches to CSR research include the

instrumental approach and the ethical approach. The instrumental approach to CSR
holds the position that companies engage in CSR only when their underlying
motivation is the attainment of financial performance, while the ethical approach to
CSR states that companies engage in CSR because it is ‘the right thing to do’
according to some ethical pathway.

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.

CSR is a company's commitment to responsible for any negative effects caused by

the operation of the company (Carroll, 1991; Jones et al., 2009). The first modern
debate on corporate social responsibility was conducted among legal scholars
Adolf A. Berle and E. Merrick Dodd in 1931–1932 and was related to the issue,
whom business managers should serve. As the oldest modern sources the article [9,
p. 269] mentions the books from the 1930s and 1940s – Chester Barnard: The
Functions of the Executive (1938), John Maurice Clark: The Social Control of
Business (1939), and Theodore Kreps: Measurement of the Social Performance of
Business (1940). Furthermore, it mentions that already in 1946 some chief executive
officers were asked about their social responsibility by the Fortune magazine.

Reason& Bradbury, (2006) combined descriptive analysis with normative

assumptions about the preferred institutional order and about corporate
responsibility. This perspective is in line with an action research methodology,
where researchers work with others to propose new courses of action to help
communities improve their practice.

WBCSD, (2002) CSR as ‘the continuing commitment by business to behave

ethically and contribute to economic development while improving the quality of
life of the work force.

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.

Kotonen (2009) highlighted that companies understand responsibility as a duty to

act responsibly towards their stakeholders and CSR reporting as a response to
stakeholders’ expectations and demands. Studies by Stern et al. (1991) and Stewart
(1991, 1994) studied that EVA stands well out in the crowd as the single best
measure of value creation for an organization on a continuous basis.

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.

OBJECTIVES OF THE STUDY

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.

Tools used for data collection

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.

Ho1- There is no relationship between EVA and CSR.

RESULTS AND DISCUSSIONS

Multiple Regressions Model

Linkage Between Eva And Csr: In Family Owned Business

Table 1: Regression Analysis For Evaluating The Linkage Between Eva And Csr
For The Year 2009

MP1 MP2 NMP1 NMP2 NMP3 NMP4 NMP5 NMP6

Beta Value -.203 .011 .198 .536 .466 .321 -.429 -.552
Value of F 1.555 1.55 2.427 2.427 2.427 2.427 2.427 2.427

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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

MP1 MP2 NMP1 NMP2 NMP3 NMP4 NMP5 NMP6

Beta Value -.378 .113 .198 .536 .436 .321 -429. -.552
Value of F 1.339 1.339 1.453 1.453 1.453 1.453 1.453 1.453
Significance .294a .294a .283a .283a .283a .283a .283a .283a
Value of T -1.542 -.462 .269 1.331 1.681 1.009 -.824 1.806
Significance 14.6% 65.2% 54.3% 21.9% 12.4% 33.7% 42.9% 10.1%
R square .161 .161 .466 .466 .466 .466 .466 .466

Table 3: Regression Analysis for evaluating the linkage between EVA and CSR
FOR THE YEAR 2011

MP1 MP2 NMP1 NMP2 NMP3 NMP4 NMP5 NMP6

Beta Value -.378 .113 -.086 .391 .532 .333 -.160 -.574
Value of F 1.959 1.959 1.632 1.632 1.632 1.632 1.632 1.632
Significance .178a .178a .238a .238a .238a .238a .238a .238a
Value of T -1.828 -.657 .315 1.142 2.160 1.122 -.575 -2.086
Significance 8.9% 52.2%% 54.3% 21.9% 12.4% 33.7% 42.9% 10.1%
R square ..219 .219 .493 .493 .493 .493 .493 .493

Table 4: Regression Analysis for evaluating the linkage between EVA and CSR
FOR THE YEAR 2012

MP1 MP2 NMP1 NMP2 NMP3 NMP4 NMP5 NMP6

Beta Value -.420 -.226 -.047 .195 .494 .373 -.091 -.495
Value of F 2.184 2.184 1.228 1.228 1.228 1.228 1.228 1.228
Significance .149a .149a .347a .347a .347a .347a .347a .347a
Value of T -1.796 -.967 -.162 .538 1.896 1.188 .308 -1.702
Significance 9.4% 35.0% 54.3% 21.9% 12.4% 33.7% 42.9% 10.1%
R square ..238 .238 .435 .435 .435 .435 .435 .435

 Mandatory Independent Variable

 MP1 Discloser
 MP2 CEO certification
 Non- Mandatory Independent Variable

 NMP1 TENURE OF INDEPENDENT DIRECTORS (independent variable)

 NMP2 Remuneration committee (independent variable)
 NMP3 DECLARATION OF HALF YEARLY FINANCIAL PERFORMNCE
(independent variable)
 NMP4 REGIME OF UNQUALIFIED FINANCIAL STATEMENT
(independent variable)

85
 NMP5 TRAINING OF BOARD MEMBERS (independent variable)
 NMP6 EVALUATION OF NON-EXECUTIVE BOAED MEMBERS
(independent variable)

Dependent Variable

Economic Value Added (EVA)

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.

MODEL OF EVA V/S MANDATORY AND NON MANDATORY FOR THE

YEAR 2009

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.

MODEL OF EVA V/S MANDATORY AND NON MANDATORY FOR THE

YEAR 2010

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.

MODEL OF EVA V/S MANDATORY AND NON MANDATORY FOR THE

YEAR 2011

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.

MODEL OF EVA V/S MANDATORY AND NON MANDATORY FOR THE

YEAR 2012

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.

LIMITATION OF THE STUDY

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.

REFERENCES
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.

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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.

Keywords: Role Perceptions, Full-time faculty, Role Conflicts, Job Satisfaction,

Community College.

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.

It is important to consider the satisfaction with their roles. Satisfied faculty

members provide a source of strength and identity to the college atmosphere.
Abraham (1994) found that instructors with high and medium levels of job
satisfaction were more effective than those with low job satisfaction. Job satisfaction
was independent of length of service and related solely to an individual’s attitude
toward his or her job. Additionally, satisfied faculty perceived their roles as more
instrumental in helping students expand their educational goals.

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

91
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.

The following questions guided the group meetings:

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

The descriptive data from the questionnaires are reported in frequency

distributions and percent of responses. Responses were analyzed, interpreted, and
described across ethnic groups and genders. Analysis of variance (ANOVA) was
used to determine any group differences as well as correlations to determine the
strength of the relationship between variables of interest. Additionally, regression
analyses were performed to determine the contribution of predictor variables.

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
92
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),
93
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.

SUMMARY AND CONCLUSION

A Quantitative & Qualitative Integration

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.

Furthermore, there is consensus in the perceived difficulty to reach some of the

students who need help the most, especially black males. Many of the faculty also
expressed frustration with the administrative process and administrative members
because they perceived them as barriers to assisting the students. Spanning each
group was a tone of frustration with a bureaucratic system and uncooperative
administration for denying them additional opportunities to reach students whom
they already felt were in precarious educational positions. Even with these
perceived setbacks, the smaller successes with individual students tends to
outweigh the more numerous and regular failures that faculty experience.

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.

Practical Implications & Future Directions

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.

Additionally, the different coping mechanisms cited by different faculty members

should be further explored both quantitatively and qualitatively. It is worth
investigating why different faculty members (based on ethnicity and gender) cited
different coping mechanisms for dealing with student failure/retention. It is also
worth investigating why some of these options may not even be considered by
certain faculty members. Such information would further enhance our
understanding of how different faculty members perceive their roles. For some
faculty members, their perceived duties may end with teaching in the classroom. It
would, therefore, be useful to examine the differences in faculty that perceive their
roles to expand beyond the contractual obligations of the job to better understand
those who take on additional responsibilities at their own personal choice, and
often, expense.

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

1. Abraham, A. (1994). Job satisfaction and teacher effectiveness: A study on college

teachers. Indian Journal of Psychometry & Education.
2. Altbach, P. G., & Lomotey, K. (Eds.). (1991). The racial crisis in American higher education.
SUNY Press.
3. Hudson Institute. (1990). Preparing for Work in the Next Century: A Workforce 1000 Report.
Washington, DC: Department of Labor.
4. Koeske, G. F., & Koeske, R. D. (1993). A preliminary test of a stress-strain-outcome
model for reconceptualizing the burnout phenomenon. Journal of Social Service
Research, 17(3-4), 107-135.
5. Koeske, G. F., Kirk, S. A., Koeske, R. D., & Rauktis, M. B. (1994). Measuring the Monday
blues: Validation of a job satisfaction scale for the human services. Social work
research, 18(1), 27-35.
6. Leedy, P. (1997). Practical Research: Planning & Design. Columbus, OH: Prentice Hall.
7. Lomotey, K. (1993). African-American Principals Bureaucrat/Administrators and Ethno-
Humanists. Urban Education, 27(4), 395-412.
8. Miller, L. S. (1995). An American imperative: Accelerating minority educational advancement.
Yale University Press.
9. Payne, R. D. (1985). Characteristics, activities, and role perceptions of Black female faculty in
state and state-related Pennsylvania institutions of higher education.
10. Polite, V. C., Mcclure, R., & Rollie, D. L. (1997). The Emerging Reflective Urban Principal
The Role of Shadowing Encounters. Urban Education, 31(5), 466-489.
11. Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role conflict and ambiguity in complex
organizations. Administrative science quarterly, 150-163.
12. Sarbin, T. R., & Allen, V. L. (1969). Role Theory. In G. Lindsey & E. Aronson (Eds.) The
Handbook of Social Psychology. Reading, Mass.: Addison-Wesley, 488-567.
13. Spann, J., & Swoboda, M. J. (1990). Retaining and promoting women and minority
faculty members, problems and possibilities.
14. Thomas, G. E., & Asunka, K. (1995). Employment and quality of life of minority and
women faculty in a predominantly White institution.
15. Toman, J. (1995). Roles and self-perceptions of community college faculty.

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.

Keywords: Role Stress, 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’.

The Relation between Role Stress and Job Satisfaction

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
100
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.

Weiss and Cropanzano (1996) Job satisfaction represents a person's evaluation of

one's job and work context. This definition is still being debated. It focuses the very
popular view that JS is an evaluation and represents both belief and feelings.
Luthans (1989) stated that job satisfaction is a pleasurable, or positive emotional
state resulting from the appraisal of one's job, or job experience, and is the result of
the employee's perception of how well the job provides those things which are
viewed as important. Kahn et al., (1964) explained that stress becomes problematic
and potentially harmful when they challenge teachers face outpaces their perceived
ability to cope, or when they perceive that their important needs are not being met.
Miles and Perrault (1976) stresses that the interpersonal relationships within the
department and between the departments create qualitative difficulties within the
organization to a great extent resulting into several role conflict like Inter sender
role conflict, Person- role conflict. and Role overload. This research is an attempt to
explore the stress and job satisfaction linkages in banking sector.

OBJECTIVES OF THE STUDY

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.

RESULTS & DISCUSSIONS

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

Ho (Null hypothesis): There is no effect of Role Stress on Job Satisfaction.

TABLE 2: Model Summaryb
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .461a .213 .208 3.36680
a. Predictors: (Constant), Role Stress
b. Dependent Variable: job satisfaction

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

Residual 1677.635 148 11.335

Total 2131.473 149

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

a. Dependent Variable: job satisfaction

The contribution of individual independent variable was evaluated through

computation of β value for the independent variable role stress was 0.461 with the
T-Test value of 6.328 which was significant at 0.000, indicating that role stress
contribute significantly to the job satisfaction. Therefore, the Null Hypothesis was
rejected, indicating that there is strong positive cause and effect relationship
between role stress and job satisfaction.
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 Hierarchical Regression

TABLE 5: Model Summaryc

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .461a .213 .208 3.36680
2 .462b .213 .203 3.37748
a. Predictors: (Constant), RoleStress
b. Predictors: (Constant), Rolestress, Positionlevel
c. Dependent Variable: JS

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.

REFERENCES

1. Ahsan, et. al. (2009). A Study of Job Stress on Job Satisfaction among University Staff in
Malaysia: Empirical Study. European Journal of Social Sciences, 8 (1), 1-2.
2. Bashir,U. & Ramay, M. I. (2010). Impact of Stress on Employees Job Performance: A
Study on Banking Sector of Pakistan. International Journal of Marketing Studies, 2(1), 122-
126.
3. Beheshtifar, M., Hoseinifar,H. & NekoieMoghadam, M. (2011). Effect Procrastination on
Work-Related Stress. European Journal of Economics, Finance and Administrative Sciences,
38, 60.
4. Caplan, et. al. (1964). Managing Stress among Banking Sector Employees in Bhopal.
IRC’s international journal of multidisciplinary research in social & management science, 2, 44-
45.
5. Douglas.(1980). Stress Management With Special Reference To Public Sector Bank
Employees In Chennai, International Journal of Enterprise and Innovation Management
Studies (IJEIMS), 1 (3), 34.
6. Griffith et al. (1999). An investigation of coping strategies associated with job stress in
teachers. British Journal of Educational Psychology, 69: 517-531.
7. Halkos and Bousinakis. (2010). The effect of stress and satisfaction on productivity.
International Journal of Productivity and Performance Management,59(5), 415-431.
8. Hendel, D., and Horn, A., (2008). The Relationship Between Academic Life Conditions
and Perceived Sources of Faculty Stress over Time. Journal of Human Behavior in the Social
Environment, 17(1/2), 61-68.
9. Herzberg, F., Mausner, B. & Snyderman, B. B.(1959). The Motivation to Work. 2nd edition
Wiley International Edition, (John Wiley & Sons, Inc., New York), 113.
10. Ho, et. al. (2009). Effects of job rotation and role stress among nurses on job satisfaction
and organizational commitment. BMC Health Services Research, 9(8), 1-10.
11. Jawahar, et. al. (2007). Role Conflict and Burnout: The Direct and Moderating Effects of
Political Skill and Perceived Organizational Support on Burnout Dimensions.
International Journal of Stress Management, 14 (2), 142–159.
12. Jayashree, R. (2010). Stress management with special reference to public sector bank
employees in Chennai. International Journal of Enterprise and Innovation Management
Studies, 1(3), 34-35.
13. Judge & Bono (2001), Best & Thurston (2004). Do Job Rotation and Role Stress Affect Job
Attitudes? A Study from Egyptian Context. American International Journal of Social Science,
94-9.
14. Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964).
Organizational stress: Studies in role conflict and ambiguity, New York: John Wiley.
15. Kahn, R.L., and Quinn.R.P. (1970). Managing Stress among Banking Sector Employees in
Bhopal. IRC’s international journal of multidisciplinary research in social & management
science, 2, 44-45.
16. King, W. (1988). A Study of Job Satisfaction and Its Impact on the Performance in the
Banking Industry of Pakistan. International Journal of Business and Social Science, 174-176.

104
17. Kinman, G., & Wray, S. (2013). Higher stress: A survey of stress and well-being among
staff in higher education. University and College Union (UCU). Retrieved December, 1, 2014.
18. Locke, E. (1976).The nature and causes of job satisfaction. In Handbook of Industrial and
Organisational Psycholog, M Dunnette, ed, Chicago: Rand McNally, 1297-1350.
19. Luthans, F. (1989). Organisational Behaviour. New York, McGraw-Hill, 5th edition, 176-
185, 264-283.
20. Miles, and Perreault. (1976). Managing Stress among Banking Sector Employees in
Bhopal. IRC’s international journal of multidisciplinary research in social & management
science, 2, 44-45.
21. Mitchel, & Larsel, H. (1935). Impact Of Job Satisfaction And Organiational Commitment
On Empolyee Loyalty. International Journal of Social Science & Interdisciplinary Research
IRJC, 1(8), August 2012, 26-27.
22. Piko B. (2006). Chang, et al. (2009). Burnout, Role Conflict, Job Satisfaction and
Psychosocial Health Among Hungarian Health Care Staff: A Questionnaire Survey.
International Journal of Nursing Studies, 43, 311-318.
23. Robbins, and Sanghi, (2006). Paper on job satisfaction of SBI EmployeesJob Satisfaction
of Public Sector Bank Employees (A Case study of Udaipur and Rajsamand Districts
S.B.I.) IOSR Journal of Business and Management (IOSR-JBM), 16 (1) , 44-52.
24. Selye. (1974). Stress Management with Special Refrrence To Public Sector Bank
Employees In Chennai. International Journal of Enterprise and Innovation Management
Studies (IJEIMS),1(3).
25. Sharma¸ R. R. (2007). Indian Model of Executive Burnout¸ Vikalpa. Journal of Indian
Institute of Management¸ Ahmedabad, 32(2)¸ 23-38.
26. Spector. (1997). Factors influencing job satisfaction of banking sector employees in
Chennai, India. Journal of Law and Conflict Resolution, 3(5), 76-79.
27. Weiss, D.J., Dawis, R.V., England, G.W., Lofquist, L.H. (1967). Manual for the Minnesota
satisfaction questionnaire. Industrial Relations Center, University of Minnesota,
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Organisational Behaviour, 18, 191-214.

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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.

Keywords: Brand Image, Customer Loyalty

INTRODUCTION

Conceptual Framework

Brand Image

Keller (1993) defined brand image as summation of brand associations in the

memory of the consumer which leads him towards brand perception and brand
association including brand attributes, brand benefits and brand attitude.

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

106
making. Favorable brand information positively influences perceived quality,
perceived value, and consumers' willingness to buy (Dodds, Monroe &Grewal,
1991; Monroe and Krishnan, 1985).

According to Park, Jaworski and MacInnis (1986), brand image is the

understanding consumers derive from the total set of brand-related activities
engaged in by the organization. Brand image may be described as a holistic
impression of the relative position of a brand by its users, compared with that of its
perceived competitors (Coop, 2004: 1).

Customer Loyalty

Customer loyalty is a buyers' overall attachment or deep commitment to a product,

service, brand or organization (Oliver, 1999). Customer loyalty as a specific desire
to continue a relationship with a service provider (Oliver, 1999; Kim et al., 2004).

Tarus&Rabach (2013) defines customer loyalty as repeat patronage (i.e. repeat

purchases) as measured based on the number of times a customer chooses the same
product or service in a specific category compared to the total number of purchases
made by the buyer in that category

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.

According to Bloemer& Kasper (1995), loyalty is interpreted as true loyalty rather

than repeat purchasing behavior, which is the actual re-buying of a brand
regardless of commitment.

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.

Markovic, Raspor, Segaric (2010), defined customer loyalty is usually defined as a

commitment to re-buy or re-patronize a preferred product or service, thereby
causing repetitive same-brand purchasing, despite situational influences and
marketing efforts having the potential to cause switching behavior.

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.

107
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.

Marković, Rasporet.al.(2010), found in study which conducted on hotel customer

and with purpose of to check relationship between customer satisfaction and
customer loyalty and finding that of this study that high level of customer
satisfaction in respective to hotel attributes drives a high level of customer loyalty.
Further they check effect of gender and found that both male and female equally
satisfy with hotel attributes. There were also no statistical changes in significant
difference in satisfaction levels among different age groups, Purpose of visit, and
duration of staying at a hotel. Thus high level of customer satisfaction means high
level of customer loyalty.

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 Hsu Huang (2013),Moreover, most of the effect of customer loyalty

can be attributed to the mediating role played by the customer satisfaction.
Although, not large, this finding is notable, as this opens up for new consideration
the likelihood that customer satisfaction may function in a mediating capacity
under franchising beverage store circumstances that are yet to be recognized.

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

108
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.

According to Sabir, Irfan et. al. (2013), study in telecommunication industry

customer gives more importance to service quality. Study reveals that customer
satisfaction and customer loyalty programs have positive and significant effect on
customer 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.

According to Bahaedin Mousavi(2012), research which is based on check that what

is the interrelationships between Relationship Quality and Customer Loyalty. And
the finding of this study is quite similar with previous researches and the finding is
that customer satisfaction, trust, commitment, and customer loyalty have a positive
correlation thus the major dimension of relationship quality (satisfaction, trust, and
commitment) influenced customer loyalty.

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 Srivastava and Rai (2014),Study there is positive and strong

relationship in between service quality and customer loyalty but in this study
researcher also check that there are some factors which have moderate relation with
service quality and customer loyalty and researcher take the example of insurance
insurance industry and said that corporate image of insurers positively moderates
the service quality–customer loyalty relationship. And study further reveal that
Trust as a significant predictor of customer loyalty and found to be
havingnegligible and insignificant moderating effects on service quality– customer
loyalty relationship. And in addition study indicates that life insurance customers
take switching costs as an inherent component of life insurance services, and thus,
do not consider them as an important factor while making a decision to continue or
cease the relationship with their life insurance company. Thus, life insurers need to
concentrate on improving quality of their service in order to retain their customers
as merely increasing the switching costs is not going to serve the purpose of
enhancing customer loyalty.

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
109
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.

Researcher Aghdaie Khatami (2013), studies shows that customer shopping

behavior or specially tactics in causing customer loyalty and it study further
examine that satisfaction of customer is one of the factors which affected shopping
behavior of customer. In additional the researcher examine that correlation of
brand trust, brand value and customer satisfaction on customer loyalty and the
result shows that these all variables have significant and positive correlation. It
means the producers and people who are increase the satisfaction and customer
loyalty and influence customer shopping behavior positively so they should more
attention on above mention factors.

According to the study of Al-Zoubi (2013), which conducted on telecom sector in

Jordanian and the main objective of this study to analyze the service quality effects
on customer loyalty of IT and MIS university students? After analyze all the factors
the result of this study indicated a positive and strong correlation in between
service quality and customer loyalty in Jordanian telecom industry. And this study
also found that service quality had significant impact on customer loyalty in
Jordanian telecom market.

According to McMullan and Gilmore (2008), study which focus on establishing

individuals’ levels of loyalty and what sustains and develops their customer
loyalty. The finding of the paper highlighted the importance of identifying,
understanding and managing the mediating effect for development of customer
loyalty. The finding of this study further highlight the importance of understanding
how customer differing in development of loyalty. So the research said that if
organization able to understand customer then loyalty can be enhanced easily.

The main objective of Dölarslan(2014), research to determine the relative effects of

customer satisfaction and perceived value on customer loyalty behavior The
empirical findings of this study show that the satisfaction of customer and
perceived value both directly influenced the customer loyalty this study in addition
reveal that the association in between customer satisfaction and customer loyalty

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 Emari, Jafariet. al.(2012), brand loyalty play an important role of

development of brand equity and brand loyalty is the key construct in explaining
brand equity, The brand loyalty is also important for the relationship of brand
association with the concept of brand equity.And Brand attitude is particularly
important in brand loyalty and brand equity formation.

Researcher Fakharmanesh, Miyandehi (2013), indicates Iranian consumers have

tendency to buy foreign apparel, if they either do not have feeling of ethnocentrism
or do not have sense of animosity toward the origin country of the brand, brand
image and consumer ethnocentrism and animosity on Iranian foreign purchase
intention.

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.

According to Sallam(2014), consumers purchase decision is built through the

consumer brand love and it is idea about the mediating role of WOM between
brand love and consumer's purchase decision making.

According to ChienHsiung (2011), for Catering industry brand image pay an

important role for the customers benefit brought by the brand which is delivered to
the customer, through the catering industry brand image is to gradually established
and catering industry is also studying on customer satisfaction, it could be apply
for the brand image established also for meet customer satisfaction.

According to Ahmadineja, Karampour (2014), there are no significant relationship

has been reported between perceived risk and perceived quality of service. But
nosignificantrelationship has been reported between Perceived quality of service
and purchase Intention of private brand.

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.

According to Ayesha Riaz (2015), Consumer buying behavior related to brand

image and consumer awareness is more influencing towards consumer perception
and there are very huge different between and different perception of different
people towards brand .and female are less conscious rather than male .

According to Kumaravel, Kandasamy (2003), Consumer preference has a bias on

the brand equity or the result of attributes. And also have relation or connection
between brand, image or consumer purchase decision and brand image has a
significant role in buying product and service.

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 Bian, Moutinho, (2011), Brand personality plays a more important

role to know the consumer behavior, or purchase intention of consumer behavior
purchase rather than the other factors. And involvement or knowledge is not
important for influence on counterfeit purchase intention. Involvement as a
moderator does not exist. And brand image is affected by the involvement and
knowledge on purchase intention.

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.

Objective of the study

1. To standardize and re-standardize measures for evaluating brand image and

customer loyalty.
2. To identify the underlying factors of brand image and customer loyalty.
3. To identify the impact of gender, age and brand on brand image and customer
loyalty.
3. To evaluate cause and effect relationship between brand image and customer
loyalty.

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.

Results and Discussions

Reliability Test of Brand image

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.

TABLE 1: Reliability Statistics

Cronbach's Alpha N of Items
.749 7
The result of above mentioned table indicates that the value of reliability was found
.749 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.
Reliability Test of Customer Loyalty
The PASW statistics 18.0 software was used to compute the reliability in the
current study in respect of Customer loyalty in the area of mobile phone.

113
 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.

3.3 Factor Analysis

Factor Analysis for Brand image

TABLE 3: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .774
Bartlett's Test of Sphericity Approx. Chi-Square 216.639
Df 21
Sig. .000

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.

Exploratory 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.

Exploratory 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

Univariate Analysis of variance- Brand image

TABLE 7: Tests of Between-Subjects Effects

Dependent Variable:T1
Source Type III Sum of df Mean F Sig.
Squares Square
Corrected Model 308.767a 17 18.163 .878 .601
Intercept 16444.066 1 16444.066 794.49 .000
Gender 8.284 1 8.284 .400 .528
Age 46.882 3 15.627 .755 .521
Brand 31.327 3 10.442 .505 .680
gender * age 4.388 2 2.194 .106 .899
gender * brand 30.396 3 10.132 .490 .690
age * brand 65.325 4 16.331 .789 .534
gender * age * 4.400 1 4.400 .213 .646
brand

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 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.

Post hoc Test – Brand image

TABLE 8 : Multiple Comparisons

T1 Tukey HSD
(I) (J) brand Mean Std. Error Sig. 95% Confidence Interval
brand Difference (I-J) Lower Upper Bound
Bound
samsu Microma -.5381 1.03851 .955 -3.2406 2.1645
ng x
Sony -.1825 1.11319 .998 -3.0793 2.7144
Other -1.1413 .94799 .625 -3.6083 1.3256
micro samsung .5381 1.03851 .955 -2.1645 3.2406
max Sony .3556 1.28027 .992 -2.9761 3.6872
Other -.6033 1.13956 .952 -3.5688 2.3622
Sony samsung .1825 1.11319 .998 -2.7144 3.0793
microma -.3556 1.28027 .992 -3.6872 2.9761
x
Other -.9589 1.20801 .857 -4.1025 2.1847
Other samsung 1.1413 .94799 .625 -1.3256 3.6083
microma .6033 1.13956 .952 -2.3622 3.5688
x
Sony .9589 1.20801 .857 -2.1847 4.1025
Based on observed means.
The error term is Mean Square(Error) = 20.697.

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

TABLE 9 : Tests of Between-Subjects Effects

Dependent Variable:T2
Source Type III Sum Df Mean Square F Sig.
of Squares
a
Corrected Model 156.703 17 9.218 .783 .710
Intercept 12003.075 1 12003.075 1019.560 .000
Gender 3.880 1 3.880 .330 .567
Age 13.670 3 4.557 .387 .763
Brand 44.669 3 14.890 1.265 .289
gender * age 3.999 2 1.999 .170 .844
gender * brand 5.674 3 1.891 .161 .923
age * brand 45.125 4 11.281 .958 .433
gender * age * brand 4.311 1 4.311 .366 .546
Error 1542.236 131 11.773
Total 87667.000 149
Corrected Total 1698.940 148
a. R Squared = .092 (Adjusted R Squared = -.026)

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.

Post hoc Test- Customer loyalty

TABLE 10: Multiple Comparisons

T2
Tukey HSD
(I) (J) Mean Std. Error Sig. 95% Confidence Interval
brand brand Difference (I- Lower Upper
J) Bound Bound
samsu micro -.2037 .78323 .994 -2.2420 1.8345
ng max
Sony .6472 .83956 .867 -1.5376 2.8320
Other .0009 .71497 1.000 -1.8597 1.8615
micro samsu .2037 .78323 .994 -1.8345 2.2420
max ng
Sony .8509 .96557 .815 -1.6618 3.3636
Other .2046 .85944 .995 -2.0319 2.4412
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 Sony samsu -.6472 .83956 .867 -2.8320 1.5376
ng
micro -.8509 .96557 .815 -3.3636 1.6618
max
Other -.6463 .91107 .893 -3.0172 1.7246
Other samsu -.0009 .71497 1.000 -1.8615 1.8597
ng
micro -.2046 .85944 .995 -2.4412 2.0319
max
Sony .6463 .91107 .893 -1.7246 3.0172
Based on observed means.
The error term is Mean Square(Error) = 11.773.

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.

Linear Regression Analysis

Impact of Brand image on 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.

TABLE 12: ANOVAb

Model Sum of df Mean Square F Sig.
Squares
1 Regression 94.317 1 94.317 11.276 .001a

Residual 1237.956 148 8.365

Total 1332.273 149
a. Predictors: (Constant), VAR00001
b. Dependent Variable: VAR00002

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

The result of coefficients table indicated the contribution of independent variable

on dependent variable. Beta value was found to be .266. The t value was found to
be 3.358 at 0.001 level of significance. Hence, the hypothesis which was developed
in the current study was rejected indicating that there is significant cause and effect
relationship between brand image and customer loyalty.

Implications and Suggestions

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

WEB MARKTING ISSUES IN CORPORATE WORLD

Amrita Parashar
Assistant Professor,Amity University, Madhya Pradesh

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.

Keywords: Web Marketing, Social Media, Internet, Corporate World.

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.

TYPES OF WEB MARKETING

a) Display Advertising:– The use of banner ads and other graphical

advertisements to market products online.

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.

c) Search Engine Optimization:– A free and organic way for companies to

improve their visibility on search engines.

d) Social Media Marketing:– Using sites like Face book and Twitter to connect
with customers.

e) Email Marketing:– Communicating with customers through the use of carefully

designed emails.

f) Referral Marketing:– Using internet channels to encourage consumers to

recommend products to their friends and families.

g) Affiliate Marketing:– Working with other businesses to make it easier for

consumers to shop for products online.

h) Inbound Marketing:– Boosting the value of a company's web presence by

adding unique content like blogs, games, and tutorial videos.

i) Video Marketing:– Using web videos for promotional purposes.

APPLICATION OF WEB MARKETING

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.

IMPLEMENTATION AND DEVELOPMENT OF WEB MARKETING

Web marketing combines a wide range of marketing strategies, requiring

traditional marketing comprehension and an understanding of emerging
technologies. Marketers must understand the strengths and weaknesses of various
online marketing efforts as they develop their marketing strategy, analyzing these
aspects by creating a marketing plan. The marketer must understand what they are
selling and who their target customer is. Different advertising strategies appeal to
different segments of the population. Social media, for instance, is widely used by
young people, while older Internet users are more dependent on email. An
extensive analysis of market research reveals telling information about what
customers want and where they gather.

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.

LATEST DEVELOPMENT AND STRATEGIES

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.

a. Segmentation: more focus has been placed on segmentation within webl

marketing, in order to target specific markets in both business-to-business and
business-to-consumer sectors.

b. Influencer marketing: Important nodes are identified within related

communities, known as influencers. This is becoming an important concept in
digital targeting. It is possible to reach influencers via paid advertising, such as
Face-book Advertising or Google Ad words campaigns, or through sophisticated
sCRM (social customer relationship management) software, such as SAP C4C,
Microsoft Dynamics, Sage CRM and Sales force CRM. Many universities now
focus, at Masters level, on engagement strategies for influencers.

To summarize, Pull web marketing is characterized by consumers actively seeking

marketing content while Push web marketing occurs when marketers send
messages without that content being actively sought by the recipients.

1. Online behavioural advertising is the practice of collecting information about a

user’s online activity over time, “on a particular device and across different,
unrelated websites, in order to deliver advertisements tailored to that user’s
interests and preferences.

2. Collaborative Environment: A collaborative environment can be set up between

the organization, the technology service provider, and the digital agencies to
optimize effort, resource sharing, reusability and communications. Additionally,
organizations are inviting their customers to help them better understand how
to service them. This source of data is called User Generated Content. Much of
this is acquired via company websites where the organization invites people to
share ideas that are then evaluated by other users of the site. The most popular
ideas are evaluated and implemented in some form. Using this method of
acquiring data and developing new products can foster the organizations
relationship with their customer as well as spawn ideas that would otherwise be
overlooked. UGC is low-cost advertising as it is directly from the consumers and
can save advertising costs for the organisation.

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.

4. Remarketing: Remarketing plays a major role in digital marketing. This tactic

allows marketers to publish targeted ads in front of an interest category or a
defined audience, generally called searchers in web speak, they have either
searched for particular products or services or visited a website for some
purpose.

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.

INEFFECTIVE FORMS OF DIDGITAL MARKETING

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.

 Prioritizing Clicks:- Prioritizing clicks refers to display click ads, although

advantageous by being ‘simple, fast and inexpensive’ rates for display ads in
2016 is only 0.10 percent in the United States. This means one in a thousand click
ads are relevant therefore having little effect. This displays that marketing
companies should not just use click ads to evaluate the effectiveness of display
advertisements.

 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.

 Understanding Mobiles: Understanding mobile devices is a significant aspect of

digital marketing because smart phones and tablets are now responsible for 64%
of the time US consumers are online. Apps provide a big opportunity as well as
challenge for the marketers because firstly the app needs to be downloaded and
secondly the person needs to actually use it. This may be difficult as ‘half the
time spent on smart phone apps occurs on the individuals single most used app,
and almost 85% of their time on the top four rated apps’. Mobile advertising can
assist in achieving a variety of commercial objectives and it is effective due to
taking over the entire screen, and voice or status is likely to be considered
highly; although the message must not be seen or thought of as intrusive.
Disadvantages of digital media used on mobile devices also include limited
creative capabilities, and reach. Although there are many positive aspects
including the users entitlement to select product information, digital media
creating a flexible message platform and there is potential for direct selling.

 Cross-platform measurement: The number of marketing channels continues to

expand, as measurement practices are growing in complexity. A cross-platform
view must be used to unify audience measurement and media planning. Market
researchers need to understand how the Omni-channel affects consumer’s
behaviour, although when advertisements are on a consumer’s device this does
not get measured. Significant aspects to cross-platform measurement involves
de-duplication and understanding that you have reached an incremental level
with another platform, rather than delivering more impressions against people
that have previously been reached. An example is ‘ESPN and comScore
partnered on Project Blueprint discovering the sports broadcaster achieved a
21% increase in unduplicated daily reach thanks to digital advertising’.
Television and radio industries are the electronic media, which competes with
digital and other technological advertising. Yet television advertising is not
directly competing with online digital advertising due to being able to cross
platform with digital technology. Radio also gains power through cross
platforms, in online streaming content. Television and radio continue to
persuade and affect the audience, across multiple platforms.

 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.

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 15
Understanding the Customer Psychology in
Automobile Indusrty
Dr. Chetna Narendra Mehta
Assistant Professor, Amity School Of Business,
Amity University, Gwalior (MP)

Ms. Disha Suri

Student (MBA), 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.

Keywords: Customer Psychology, Customer Preference, Product Preference

INTRODUCTION OF HONDA COMPANY

Honda Cars India Ltd., (HCIL) is a fundamental maker of premium automobiles in

India. The association was set up in 1995 with a promise to give Honda's latest
voyager auto models and developments, to the Indian customers. The association is
a reinforcement of Honda Motor Co. Ltd., Japan.

Objective Of The Study

Main Objective: The study of Honda Marketing Organization and Marketing
Process & Improvement methods for Sales increment of New Model.

1. To study Automobile Passenger car industry.

2. To study of Dealership Organization & Process.
3. To collect Customer Feedback on Honda BR-V.
4. To know the expectation of Honda Customers.

Hypothesis

H0 - There is a no significant relationship between cost of the product and owner

of product.

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RESEARCH METHDOLODGY

Data collection approach

To carry out this research, primary data and secondary were collected.

Primary sources

Systematic collection of information directly from respondent’s.This data was

collected for the descriptive research. The survey data collected during the study
includes the data collected through questionnaire with customer to know about the
consumer behavior & collecting the feedback from the consumers.

Secondary sources

The initial phase in information gathering methodology is to search for optional

information. Normally it is the information created for some reason other than for
taking care of the current issue. Auxiliary information are gathered through Honda
EDGE Honda pamphlet, magazines, diaries, and so forth. These sources comprise
of officially variable information as proclamations, and reports, which may
incorporate tangible report, item’s component, deals process, promoting
methodology, and soon.

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

Looks of the car in the Ad 13

Price mentioned in the Ad 1
Word of mouth 0
Car features mentioned in the Ad 3
Honda Brand 3
Family requirement 7 seater 5

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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

3. Do you find the cost of this product is?

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

1. Huge Brand Recall 1. Automotive version not

2. Excellent quality, performance and available in diesel engine
service 2. No rear parking sensor, camera
3. Higher ground clearance, projector 3. No touchscreen dashboard
headlamps
4. Sporty and Bold Look
5. 7 Seater
OPPORTUNITIES THREATS

1. Expanding SUV segment 1. Over price felt by the

customers sometimes
2. Stiff competition by Hyundai
Creta and Renault Duster

Hypothesis Testing
Ho – There is a no significant relationship between number of car sales and their
cost.

Table 2 Table 3 Correlation Coefficient

10 5
0 12 0.42677
1 8
2 0
9 0
3 0

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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.

Findings And Analysis

 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.

Limitations of The Study

 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.

 In light of the bustling timetable respondents might not have

addressed appropriately, which may not remain constant in such cases
they ought to have parcel of time to reply.

 The newly launched Honda BR-V have no past trend data.

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Recommendations

Publicizing and Promotion Strategy

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.

Untapped Potential in Luxury Segment

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

The Marketing Management is relevant to all kinds of organizations including industrial

firms, hospitals, educational institutions, commercial banks, insurance companies and
government organization. It is no longer restricted to just hiring and firing of people. Its
scope has been widened to include resource development (HRD), human relations,
leadership, motivation, performance of appraisal system Marketing Management of change,
etc.

Keywords: Relevant, Institutions, Hiring, Resource Motivation, Appraisal

system

INTRODUCTION

In fact, the field of Marketing Management encompasses an integration of social

Marketing management such as psychology, anthropology economics,
management and public administration as they affect human resources in the
organization.

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.

The Mondelez is an American multinational confectionery, food, and Beverage

Company based in Illinois which employs about 107,000 people around the
world.”3 It consists of the global snack and food brands of the former Kraft Foods.
The October 2012 has spin-off of its North American grocery operations.

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.

It is a implementing several such initiatives around the world to capitalize on

growing demand. It is reducing costs and improving productivity." The Mondelēz
International’s supply-chain reinvention plan is expected to deliver $3 billion in
gross-productivity savings, $1.5.

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

The Marketing Management is responsible for establishing and maintaining

adequate internal control over financial reporting. It is defined in Rules 13a-15(f)
and 15d-15(f) under the Exchange Act. Our internal control over financial reporting
is a process designed by, or under the supervision of, our CEO and CFO.

It is persons performing similar functions, and effected by the Company’s Board of

Directors. The Marketing management and other personnel to provide reasonable
assurance regarding. It is reliability of financial reporting and the preparation of
financial statements for external purposes.”7

It is accordance with generally accepted accounting principles. Our internal control

over financial reporting includes those written policies and procedures that:

 It is pertain to the maintenance of records that, in reasonable detail, accurately

and fairly reflect the transactions and dispositions of assets;

 It is provide reasonable assurance that transactions are recorded as necessary to

permit preparation of financial statements in accordance with accounting principles
generally accepted in the United States of America;

 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”).

The material weakness is a deficiency, or a combination of deficiencies, in

internal control over financial reporting.”9 There is a reasonable possibility that a
material misstatement of our annual or interim financial statements will not be
prevented or detected on a timely basis.

The Security Ownership is Certain Beneficial Owners and Marketing Management

and Related Stockholder Matters. The number of shares to be issued upon exercise
or vesting of awards issued under, and the number of shares remaining available
for future issuance under, our equity compensation plans at December 31, 2013
were:
Table No.-1: Equity Compensation Plan Information
Number of Weighted Number of Securities
Securities to be Average Remaining Available
Issued Upon Exercise Price for Future Issuance
Exercise of of Outstanding under Equity
Outstanding Options, Compensation Plans
Options, Warrants Warrants and (excluding securities
and Rights (1) Rights reflected in column
(a) (2)

Equity compensation (a) (b) (c)

plans approved by
security holders 63,728,884 21.96 27,614829

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.

A large consumer goods company wanted to increase the amount of certified

sustainable cocoa.

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

1. Cadbury India – Cadbury Schweppes Profile – History of Cadbury India".

Iloveindia.com. 21 July 2007. Retrieved 21 December 2010.
2. Cadbury, Deborah (2010). Chocolate Wars: The 150-Year Rivalry between the
World's Greatest Chocolate Makers. Public Affairs. pp. 269–70.
3. Cadbury Chocolate Factory Hobart. Retrieved 2 September 2009.
4. Cadbury Schweppes Confectionery Plant. Packaging Gateway. Archived from the
original on 22 November 2008. Retrieved 5 January 2010.
5. Cadbury Krafts Tang India plan. The Hindu Business Line. 19 November 2010.
Archived from the original on 22 November 2010. Retrieved 21 December 2010.
6. Michael J. De La Merced (March 21, 2012). Kraft, 'Mondelez' and the Art of
Corporate Rebranding. The New York Times. Retrieved August 18, 2013.
7. Namazi, N. Kraft: Plans to make it big in India with confectionery. Business Review
India. Retrieved June 23, 2010.
8. Singh, Namrata (19 June 2010). Cadbury India puts in place new top brass". The
Times of India. Retrieved 21 December 2010.
9. Storm, Stephanie (2012-05-23). Mondelez Is New Name for Kraft's Snack Foods
Company. California: NYTimes.com. Retrieved 2015-08-25.
10. Todd Stitzer Profile". Forbes.com. Forbes. Retrieved 13 August 2009.

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 17
Employee Motivation Is A Function Of Leadership

Shiv Kumar Sharma

Assistant Professor,
Amity university, Rajasthan, Jaipur

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.

Keywords: HR, Motivation, Function, Leadership.

INTRODUCTION

Obviously level of motivation is a dependent variable of the style of leadership.

However, in this dynamic world, employee’s motivation throughout his/her career
is influenced by the changes in ambitions, age, and the style of leadership he/she
works with or interact in his/her personal or social life. Because of technological
development and explosion of information, demand of creative and productive
employees has increased. In such a case, developments in technology and
knowledge need employees who can adapt easily to the frequent changes taking
place. Hence, most of the organizations can play a very important role in nurturing
and preparing qualified human resources. It will help educational institutions, like
universities to provide a quality education process and to make them able to create
quality human resources as well. It not only requires the Professors & researchers,
but also the operational part of the university (Ficke H. Rawung, 2013), among
others, human resources. The availability of motivated human resource acts as a
support system through the work, talent, creativity, encouragement, and a real role.
Without the motivated human resource in the higher education institutes or
university, the organization may not be able to move and headed as desired. In four
141
ways leadership affects motivational level of an employee: Aura of leader, Influence,
Knowledge stimulation and individual consideration.

Aura of leader: It is in the centre to the transformational process because it develops

a connection between leaders and employees and their common mission. It consist
respect, trust gaining and confidence of others on.
Individualized consideration: Attention paid by the leaders to subordinate’s needs and
delegate tasks with guidance, mentoring and coaching.
Influence: Leaders Influence by communicating the values of the organization with
fluency and confidence in a positive manner.
Knowledge stimulation: Subordinates get the opportunity to perform their work
autonomously. The latter use their creativity, innovation and experience to achieve
their tasks.

REVIEW OF LITERATURE

Basically, Kontodimopoulos, Paleologou & Niakas (2009) has considered

Motivation as the driving force for pursuing and satisfying one's needs. It is
something that affects behavior in pursuing a specific result. Robbins, Judge,
Odendaal & Roodt (2009) have defined motivation as the process by which an
individual direction, persistence and passion of effort toward attaining a goal,
meaning result of an individual and a situation interaction. Motivation focuses on
and includes the processes that guide the general strength and direction of a
person’s action over time. Leadership has been defined in many different ways
over time. In the late 1970s Burns introduced transformational and charismatic
leadership (Yukl, 2002). Transformational leadership (Riggio, 2006) had four
components: Inspirational Motivation (in which leader communicates high
expectations to followers and inspires them to share in the vision), Charisma or
Idealized Influence (followers identify with, trust and seek to be like the leader),
Individualized Consideration (Leaders act as developmental mentors considering
each subordinate as an individual) and Intellectual Stimulation (leaders stimulate
subordinates to think in new ways about old problems) (Bass, 1985). Smith and
Rupp (2003) stated that performance is a role of individual motivation; resistance
to change and organizational strategy and structure is an empirical role relating
motivation in the organization. Likewise, Malina and Selto (2001) conducted a case
study by using balance score card (BSC) method and found out that organizational
outcomes would be high if employees are with positive motivation. Garg and
Rastogi (2006) identified practice to motivate employees’ performance and the key
issues of job design research and found that a dynamic managerial learning
framework is required to improve employees’ performance to reach global
challenges. Vuori and Okkonen (2012) have discussed that motivation also helps to
share knowledge through an intra-organizational social media platform which can
help the organization to achieve its goals and objectives.

RESEARCH METHODOLOGY

Questionnaire Design and Data Collection

With the aim of analyzing numerical data to exploring the effects of leadership
styles on employee motivation, the quantitative approach was reasonably adopted.
Also, because the objective of this research was finding the important leadership
styles that impacted on employee motivation in the academic institutions, so the
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sample size can be medium to ensure the true representation of this research.
Therefore, 109 questionnaire copies were conveniently and directly sent to
employees of an academic institute in Jaipur.
Questionnaire design: A structured questionnaire was designed based on the main
concepts as well as important variables which were drawn from literature in the
field of motivation and leadership. Most of the questions in the questionnaire used
the five point Likert scale in which 5 shows maximum agreement and 1 shows
minimum agreement.

RESULT & DISCUSSION

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:

Effect of leadership on Motivation Respondents

Type of Type of Basis of motivation Productivity Number Percentage
leadership motivation
Dominating Negative Earning for livelihood Very low 78 71.55%
Or, Autocratic
Neutral Low Better Career aspiration Low 67 63.81%
Participative Team Reward Moderate 81 74.31%
motivation Opportunity
Supportive Internal and Career goals Very High 93 85.32%
Or, Democratic External

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

1. Rawung, Ficke H. (2013). The Effect of Leadership on the Work Motivation of Higher
EducationAdministration Employees: Study at Manado State University. OSR Journal of
Business and Management (IOSR-JBM), 15 (1), 28-33. e-ISSN: 2278-487X, p-ISSN: 2319-7668.
2. Bernard, L.C. Mills, M., Swenish, L. & Walsh. R.P.( 2005). An Evolutionary theory of
motivation. Genetic, Social, and General Psychology Monography, 131(2),129-184.

143
3. Kontodimopoulos, N. Paleologou, V. & Niakas, D. (2009). Identifying important
motivational factors for professionals in Greek Hospitals. BMC Health Services Research,
9(164), 1-11.
4. Robbins, S.P., Judge, T.A., Odendaal, A. & Roodt, G. (2009). Organisational Behaviour:
Global and South African Perspectives. 2nd ed.Cape Town: Pearson Education Inc.
5. Bass, B.M. & Riggio, R.E. (2006). Transformational Leadership. Mahwah NJ:
LawrenceErlbaum.
6. Bell, B.S. & Kozlowski, S.W.J. (2002). A typology of virtual teams: Implications for
effective leadership. Group & Organisation Management, 27(1),14-49.
7. Beranek, P.M. & Martz, B. (2005) Making virtual teams more effective: improving
relational links. Team Performance Management, 11(5/6), 200-213.
8. Clark, R.E. (2003). Fostering the work motivation of individuals and teams. Performance
Improvement, 42(3).
9. Clark, R.E. (2005). Research-tested team motivation strategies. Performance Management,
44(1), 13-16.
10. Cummings, J.N. (2008). Leading groups from a distance: how to mitigate consequences
of geographic dispersion. In Weisband, S. (ed.). Leadership at a Distance: Research in
technologically-supported work.New York, NY: Lawrence Erlbaum.
11. Davis, D.D. (2004). The Tao of Leadership in Virtual Teams. Organisational Dynamics,
33(1) 47-62.
12. Driskell, J.E., Radtke, P.H., & Salas, E. (2003). Virtual teams: Effects of technological
mediation on team performance. Group Dynamics, 7 (4), 297-323.
13. Aguinis, H., Joo, H., & Gottfredson, R. K. (2013). What monetary rewards can and
cannot do: How to show employees the money. Business Horizons, 56(2), 241–249.
14. Garg, P., & Rastogi, R. (2006). New model of job design: Motivating employees’
performance.Journal of Management Development, 25(6), 572–587.
15. Smith and Rupp. (2003). An examination of emerging strategy and sales performance:
Motivation, chaotic change and organizational structure. Marketing Intelligence and
Planning, 21(3), 156–167.
16. Vuori, V., & Okkonen, J. (2012). Knowledge sharing motivational factors of using an
intra-organizational social media platform. Journal of Knowledge Management, 16(4), 592–
603.
17. Malina, M. A., & Selto, F. H. (2001). Communicating and controlling strategy: An
empirical study of the effectiveness of the balanced scorecard. Journal of Management
Accounting Research, 13, 47–90.

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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.

Keywords: Human Resources, Working Environment, Job satisfaction

INTRODUCTION

Human resource is an essential component to achieve the success of any

organisation. The performance and quality of work of an organisation are highly
depends on the performance and satisfaction of employees. Satisfied Employees is
one of the biggest assets of any organisation. Employees satisfaction is build on
various factors and work environment is one of these factors. To meet the standards
of work, employee needs a sound working environment that allows them to work
efficiently. Work environment includes all aspects which act & react on physical as
well as mental level of an employee. In organisational psychology, the physical,
mental and social environment highly affects the job satisfaction of employees.
Work place environment can influence positively and negatively both. A positive
work place environment leads to feeling of satisfaction among employees whereas
negative environment creates dissatisfaction and reduce work efficiency. The aim of
this study is explore the factors of working environment which increases job
satisfaction and find out the effect of working environment on Job satisfaction of
employees.

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

Growth & Development, relationship with co-workers and management, working

hours etc. For efficient and effective growth of any organisation it is very necessary
that employees of that organisation must be satisfied with their job.

Work environment

Work environment refers to that environment and conditions in which the

employee does his work. Employees work performance highly affects by work
place environment. In other words it can be said work place environment and job
satisfaction go hand to hand. A good working environment may increase the
satisfaction which leads to better performance of employees and on the other hand
a bad working environment may decrease the productivity of employees in
organisation which increases dissatisfaction. A Change in environment of
workplace provide organisation with opportunities as well as a numerous of
challenges. Work environment is an integrated set of working conditions, growth
opportunity, management style, organisation culture etc. Work includes all the
characteristics of job which has to be performed. Working environment comprises
physical working condition and social working conditions. Pitaloka & Sofia (2014)
concluded in their study that a good environment significantly affect job
satisfaction. Good communication channel, clearly defined goals, relationship with
colleagues and superior, fair remuneration will make employees valued and they
feel sense of responsibility and they perform well. Spector (1997) observed that if
businesses ignore the working environment within their organization resulting in
an adverse effect on the performance of their employees. According to him,
working environment includes job security, safety to employees, good relations,
recognition and appreciation for performing well and involvement in the decision
making process of the organisation. He further elaborated that once employees
realize that the firm considers them important, their satisfaction level goes high.
Organisation believes that happier the employees are more delightful the customers
will be (Mehboob & Bhatto 2012).

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 .

Akhtar et al. (2016) investigated the impact of HR practices on job satisfaction of

employees who work in public and private sector schools & colleges and the study
aims to analyse the relationship between human resource practices like (
supervisor ,intent to leave ,co-workers or compensation )and job-satisfaction and
they used SPSS to analyze the data the findings of the research shows that
supervision & compensation has important positive relationship with job
satisfaction and on the other side co-worker and intent to leave has no important
impact on job satisfaction.

Oswald (2012) examined the effect of working environment on the performance of

reproductive and child health care providers in Tarime district & the indicators of
performance are availability, competence, productivity and responsiveness. The
objectives of the study is to check the effect of office building space on availability
performance of reproductive and child health care provider ,to evaluate that how
health provider interaction with fellow worker affects workers health productivity
performance, to explore the availability of equipment in relation to competence

147
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.

Saravanan examined the identification of factors which shows the level

satisfaction of job of female labour force who work in the Hosiery Units and the
objectives of the study is to discuss the socio economic factors, to trace out the
women workers opinion on working conditions ,to examine the relationship
between women job satisfaction and socio-economic factors, to evaluate the inter-
linkages between the level of job satisfaction of the sample women workers and the
opinion on work environment and to provide suggestions for improving the level
of Job Satisfaction of employees in Hosiery units. results shows that women have to
face discrimination at work place or they are not satisfied with the amount of
wages given by them through management & hosiery unit don’t have any welfare
centres for workers and some female workers have family issues and their status in
socio economic has not improved so much hence the women folk are not
treated on par with men in the labour market.

Chandrasekar (2011) examined the analyses of working environment at public

sector organisation and to understand employees performance level due to work
environment and the objectives of the study is to understand the relationship
between employees & their work environment ,to analyse whether work place
factors affecting the employees performance or not and to suggest the measures to
improve the working conditions for better performance and the findings of the
study shows that public sector organisation providing a good work place
environment to their employees which doesn’t effect their performance so they are
satisfied with work place environment .

Bojadjiev et al.(2015) Investigated the effects of the perceived work environment

on public employee job satisfaction and to the relationship between personal and
job characteristics & job satisfaction and the result indicates that the age of
employees is the most powerful predictor of job satisfaction or the perception of
workplace environment can be modified, managers of public administration
employees should pay more attention to providing promotion & professional

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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.

Andreassi et al.(2014) investigated the impact of high-performance human

resource practices on job satisfaction across four cultural regions which are Asia,
Europe, North America, and Latin America. High-performance human resource
practices were used to predict job satisfaction for each region and it is compare to
determine significant differences and As a basis for structuring hypothesized
differences across cultural regions Hofstede’s cultural dimensions were employed.
and tools used for data analyses are regression analysis and comparison testing
across models. Findings shows that there are important relationship between job
satisfaction & job characteristics or there are significant relationships between job
characteristics and job satisfaction across all regions of the world, although job
characteristics effect job satisfaction across all regions of the world and there are
significant differences in the importance of job characteristics on job satisfaction
which is consistent with Hofstede’s cultural dimensions.

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.

Objectives of the Study

1. To redesign and standardized a questionnaire to evaluate the job satisfation

150
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.

Tools for Data Analysis

 Reliability test was applied to check the reliability of questionnaires
 Factor analysis was applied to find out the underlying factors of work
environment and job satisfaction
 Multiple Regression test was applied to impact of work environment on job
satisfaction.

RESULTS & DISCUSSIONS

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 -

Table 1: Cronbach’s Alpha Reliability Test

Reliability Statistics
Variables Cronbach's Cronbach's Alpha Based on N of
Alpha Standardized Items Items
Work Environment .787 .786 20
Job Satisfaction .746 .745 5

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.

Kaiser Meyer Olkin and Bartlett’s Test of Sphericity

KMO (Kaiser-Meyer-Olkin) and Bartlett’s Test of sphericity was calculated using

PASW 18 to identify sampling adequacy as well as sphericity in the data collected
on the measure.
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 Table 2: Kaiser Meyer Olkin and Bartlett’s Test
Variable Name Kaiser Meyer Measure of Bartlett’s Test of Sphericity
Sampling Adequacy
Approx. chi-Square df Sig.
Work Environment .644 507.924 190 .000
Job Satisfaction .675 1492.387 666 .000

KMO measure of Sampling Adequacy

The Kaiser Meyer Olkin (KMO) measure of sampling adequacy is an index to

examine the appropriateness of factor analysis. High value (between 0.5 and 1.0)
indicates factor analysis is appropriate. Values below 0.5 imply that data used for
factor analysis may not be appropriate. The Kaiser Meyer Olkin measure of
sampling Adequacy value for work environment and job satisfaction were .644 and
.675 indicating that the sampling size was adequate and consider the data suitable
for factor analysis.

Bartlett’s Test of Sphericity

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.

1. Factor Analysis Work Environment

Principle component factor analysis with varimax rotation was applied. The factor
analysis converged on 7 factors. The details about factors, factor name variable
number, variable convergence and their eigen value is given in the table given
below:
Table 3 : Factor Loading for Work Environment
S.No. Factor Name Eigen % of Item Converged Item
Value Variance Loading
explained
2. Recognition 2.023 10.114 1. My contributions are .785
valued by the members of my
department
2. I am satisfied with the .832
received recognition or praise
for doing good work.

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.

6 Training & 1.970 9.850 4. Information about job .582

Development vacancies within the
Organization is readily
available
5. My department offers the
appropriate training or .784
education that I need to
prosper in my job.
6. I have received the .722
necessary training to do my
job well.

8 Salary 1.805 9.025 18. My supervisor deals .572

effectively with poor
performance.

19. I am satisfied and fairly .784

paid for what I do.
20. My salary rate is a .735
significant factor in my
decision to stay at the
Organization.

9 Team 1.719 8.595 12. I am consistently treated .697

with respect by my co-
workers.

14. My colleagues and I work .811

as a team.
11 Relationship 1.297 3.507 11. I respect my co-workers .627
with and I trust them.
Colleagues 13. I can count on my co- .695
workers to help me out when
needed.
12 Good feeling 1.416 7.080 9. I have a strong .733
about commitment to the
organisation Organization.
8. I feel strong sense of .792
belonging to the organisation

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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

Null Hypothesis (H0): There is no significant effect of work environment on job

satisfaction.

TABLE 4 : Model Summary

Model R R Adjusted R Std. Error of Durbin-
Square Square the Estimate Watson
dimension0 1 .799a .639 .607 1.89035 1.881

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

The overall cause and effect relationship between work environment as

independent variable and job satisfaction as dependent variable indicating through
adjusted R square was found to be .670. Regression model summary includes the R,
R-squared and adjusted R-squared for the model, and the standard error of the
estimate. Table shows the adjusted R-square 60.7% of the variance in job
satisfaction taken as dependent variable has been significantly explained by
working environment as independent variable
The model having Recognition, supervision, training, salary, team work,
relationship with co-workers and commitment factors of working environment as
independent variable and job satisfaction as dependent variable has good fit as
indicated by F-test The F statistics is the mean square divided by the residual mean

154
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.

Regression equation showing the relationship between Working environment and

job satisfaction

Y= a+ b1X1+ b2X2+b3X3+b4X4+b5X5+b6X6+b7X7+e

Here, Y=Dependent Variable, X= Independent variable, b=beta value of X, a=

constant and e=Standard error
Hence, the null hypothesis that there is no significant effect of working
environment on job satisfaction is rejected and indicating significant effect of
working environment on job satisfaction.
CONCLUSION

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
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Environment and Job Satisfaction Among Public Administration Employees/Percepcija
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European Journal of Applied Economics, 12(1), 10-18.
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5. Chandrasekar, K. (2011). Workplace environment and its impact on organisational
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6. Elnaga, A. A. (2013). Exploring the link between job motivation, work environment and
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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.
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Organizational Citizenship Behavior a Study of Faculty Members at Business Institutes.
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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
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Satisfaction in Sugar Industry: A Study of Tapi District of Gujarat State. PARIPEX-Indian
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Women Workers in Hosiery units at Tiruppur. Journal of Contemporary Research in
Management, 6(2), 49.
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Macedonia: Coping strategies, work environment, love of money, job satisfaction, and
demographic variables. Journal of Business Ethics, 108(3), 373-391.
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satisfaction among non-academic employees at a university. Research in Higher
Education.48(2), 229-250.

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SECTION 2

HRD & OD

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 19
Coherence of Organizational Practices through Green HRM

Dr. Sameera A. Raees

Assistant Professor, Symbiosis Centre for Management Studies, Pune

Dr. Smriti A Pathak

Assistant Professor, Symbiosis Centre for Management Studies, Pune

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.

Keywords: Green HRM, Environmental management, Sustainability, Green HRM

Practices

INTRODUCTION

Human resource department of an organization plays an important role in the

design of an organization’s sustainability. Green HRM refers to the support that
every employee puts in to support this sustainability by responsiveness and
commitments. The responses involve undertaking ecofriendly initiatives resulting
in sustainable business culture and commitments indicating coexistence of all levels
in an organization to attain that organizational culture. In this emerging green
world the sustenance of people at its core will be focus and organizations
engagement with the society. Communities, customers and employers (business)
will attain stability only if each becomes equal stakeholder.

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

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management programs at companies. There is a strategic link between HRM
practices and sustainable organizational culture.

BACKGROUND

Scarbrough’s (2003) views on strategic HR practices is conducive to environmental

management initiatives as the practices allow firms to discover and utilize expertise
in the organization. The World Commission on Environment and Development
(WCED, 1987, p. 43) has defined sustainable development as ‘development that
meets the need for the present without compromising the ability of future
generations to meet their own needs.’ Organizations can operate in a sustainable
way only if they perform financially, socially and environmentally well (Ehnert et
al., 2014b; Wagner, 2013).

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.

GREEN HRM PRACTICES

Dechant and Altman (1994)1 studied the importance of employee perception of a

firm’s environmental behavior. They pointed out that the employees’ perception is
vital as employees are willing to work in a firm only when they feel it adds to their
value profile. In 2009 Hewitt Associates found “a strong correlation between
employee engagement and their perception of employer corporate social
responsibility initiatives”. The researchers found that eighty six per cent of
employees at organizations with high engagement agreed that they worked for an
employer that was socially and environmentally responsible. According to a recent
Ipsos Mori survey eighty percent of respondents across 15 developed nations
would prefer working for a company that “has a good reputation for
environmental responsibility”. Further to promote Green HRM practices
organizations could adopt a Green Staffing procedure that involves hiring
individuals with Environment Management skills, mindsets, and behaviors. Finally
other HR practices such as Training and Development, Performance and
Compensation Management, Reward Systems are also concerned with protection,
safety, and responsibility for Environment Management.

HCL Technologies Limited is an Indian global IT services company. At HCL,

employees are given the room to think freely, create innovative solutions, and
participate and contribute to HCL’s revenues. Through its inverted organizational
structure HCL has maintained transparency and accountability within the
organization and encourages a value-driven culture since its conception in 2005.
HCL runs a multi-layered corporate program "Go Green" to drive its sustainability
initiatives. HCL understands that Green goals can be set at an organization strategy

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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.

Deshwal (2015) evaluated Green HRM as a strategic initiative by the corporate to

promote sustainable business practices. The researchers will also try to come up
with the various ideas applied by the organizations for practicing green human
resource practices and the impact on organizational outcomes. Hence, at the end
the research shows that Green HRM encompasses two major elements:
environmental-friendly HR practices and the preservation of the knowledge capital
which helps the industry people to become conscious of their business and
corporate social responsibilities in a better way.

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.

Mandip (2012) developed a process model of the HR processes involved in green

HRM on the basis of available literature on green HR. The literature has been
classified on the basis of entry-to-exit processes in HRM (from recruitment to exit),
revealing the role that HR processes play in translating green HR policy into
practice. The paper also examines the nature and extent of Green HR initiatives
undertaken by ITC Limited as a case study.

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.

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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).

OBJECTIVES OF THE STUDY

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.

IMPACT OF GREEN HRM ON ORGANIZATIONAL PRACTICES

In order contribute to environmentally sustainable business culture it is vital that

HRM functions are reformed to be green. Green management initiatives become an
important factor now a day in all business houses around the world. Now it’s the
time to start initiating and creating awareness about implementing "Green Policies"
in an organization for its sustainable development ethically. Earlier only the sound
performance of the firm results in corporate success but it is not true today. Most of
the successful corporate giants in the world are paying attention towards social and
environmental aspects and started contributing towards CSR. Green Human
Resource refers to undertaking environment-friendly HR initiatives. In order to
change the traditional HRM practices green it needs alignment of HR practices and
policies with sustainability goals reflecting an eco-focus. Environment friendly HR
initiatives results in greater efficiencies lower cost and better employee engagement
and retention. In order to achieve this objective it is essential to provide training to
employees pertaining to awareness and obligations on the issues of sustainability.
To be more environmentally friendly in the workplace was the top priority for
every organization these days.

Making a HRM function green involves inclusion of Green policies, procedures,

and practices which ensure right employee green inputs and right employee green
performance of job. Ideally it is possible to make each function green. In the present
paper an attempt is made to show how to make some major HRM functions as
green and how they affect the culture of the business organizations.

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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

To have environment friendly workforce the company’s has to focus on green

recruitment. In spite of giving training and education regarding environmental
protection awareness to the workforce it is preferable to go for green recruitment. A
large number of knowledgeable and talented manpower use green criteria when
applying for jobs and want to work in the organizations who are concerned about
the environment and hence the companies having green practices attract good
talent.

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.

Green Training and Development

One of the important functions of Green HRM is to provide environmental training

to the organizational members to develop their required skills and knowledge. In
order to increase environmental awareness among the workforce several seminars
and workshops must be conducted at the organizational level. Today many
companies have realized the importance of green training and development and
hence incorporated the same in their organizational settings, as without proper
education, training and development it is difficult to achieve the environmental
performance of the firm. The employees should be informed about green practices
and policies of the company and through proper training and development
programs they should be encouraged to pursue green commuting habits.

Green Performance Evaluation

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.

Green Compensation and Rewards

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For achieving the green management in organization monetary and non-monetary
rewards should be linked with the environmental goals. Compensation and
rewards should be designed on the basis of green skills acquisition and their
achievements by the employees. Rewards for contributions in environment
management can be allocated in the forms of salary increase, cash incentives and
bonuses to employees and non-monetary rewards including sabbaticals, special
leave and gifts to employees and their family members. Disincentives including
warning, suspensions and criticism should also be made to get employees make
environmental improvements. Employees who portray green and environment-
friendly behavior in their work performance must be benefitted by variable pay
element that can be added to the compensation system.

Green Employee Relations

It is necessary to encourage the employees to involve and participate in the social

and ecological initiatives taken by the organizations. Green suggestion schemes and
problem solving circles (like quality circles) should be developed through employee
involvement and participation.

There are a number of ways in which employees can participate in environmental

schemes like suggesting green programs and the problem solving circles which
involve specialist in environment areas. Green environment also help in managing
the health and safety of employees. Green habits of employees should be praised so
that more and more employees start engaging themselves in green HR practices in
workplaces. HR policies should focus towards Green HRM and can provide the
facility of work from home with the help of telecommunication and subsequently
reduce commute.

FINDINGS & SUGGESTIONS

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:

1. Conduct an energy audit

2. Conduct annual "Going Green" or "Sustainable Organization" Surveys
3. Go paperless
4. Recycle
5. Reduce commuting - Encourage carpooling
6. Reduce business travel - Teleconference instead of travelling
7. Save water - Monitor sinks and toilets for leaks that waste water
10. Explore opportunities for implementing alternative energy sources

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.

Human Capital is the most important assets of an organization that plays an

important role in managing the employees. The modern human resource managers
have been assigned with additional responsibility of incorporating the green
human resource practices in corporate mission statement along with human
resource policies. In this regard, the paper thus brings out how the GHRM function,
by its policies and practices, can contribute to environmentally sustainable
business.

REFERENCES

1. Anton Arulrajah, P. H. (2015). Green Human Resource Management Practices: A

Review. Sri Lankan Journal of Human Resource Management, 5(1).
2. Arulrajah, H. O. (2014). Green Human Resource Management: Simplified
General Reflections. International Business Research, 7(8).
3. Chugan, K. M. (2015). Green HRM in Pursuit of Environmentally Sustainable
Business. Universal Journal of Industrial and Business Management, 3, 74-81.
4. Deshwal, D. P. (2015). Green HRM: An organizational strategy of greening
people. International Journal of Applied Research, 1, 176-181.
5. Jacob, J. C. (2012). A Study of Green HR Practices and Its Effective
Implementation in the organization: A Review. International Journal of Business
and Management, 7(21).
6. Kumari, M. P. (2012). Green HRM-Issues and Challenges. Global Research
Analysis, 1(5).
7. Mandip, G. (2012). Green HRM: People Management Commitment to
Environmental Sustainability. Research Journal of Recent Sciences, 1.
8. Sudin, S. (2011). Strategic Green HRM: A proposed model that supports
Corporate Environmental Citizenship. IPEDR, 10.
9. Zoogah, D. B. (2011). The Dynamics of Green HRM Behaviors:A Cognitive Social
Information Processing Approach. German Journal of Research in Human Resource
Management, 25(2).
10. Liu, W. (2010). The Environmental Responsibility of Multinational Corporation.
Journal of American Academy of Business, Cambridge, 15(2), 81-88.

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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

Dr. Shefali Nandan

Assistant Professor, Department of Commerce and Business Administration,
University of Allahabad

Ms. Jyoti
Research Scholar, Department of Commerce and Business Administration,
University of Allahabad

ABSTRACT

Organizational culture and employee engagement has increasingly become a subject of

research in recent years and have become the primary challenge in businesses around the
world. Organisational culture is not a new concept. Studies, however, suggest that there
has been significant change in the culture of many organizations over the past two decades.
Researchers have also recognised the impact of engaged employees on business success. This
paper attempts to investigate the literature on linkages between organizational culture and
employee engagement, with the objective of exploring the role of organisational culture in
employee engagement. Several studies have identified the components of organisational
culture and the impact that the culture has on employee engagement. Employee engagement
results in many important outcomes for organisations, yet many organisations fail to
provide a clear vision of how to embed it within their culture. The study proposes a
conceptual framework towards understanding the relationship between organizational
culture and employee engagement.

Keywords: Organizational Culture, Employee Engagement

__________________________________________________________________________

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.”

Organizational culture is the key to organizational excellence and the function of

leadership is the creation and management of culture (Schein,1985). The culture

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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.

Culture performs many important functions for an organization. Brown (1998),

stated that the important functions of organizational culture include conflict
reduction, coordination and control, reduction of uncertainty, motivation and
competitive advantage .The work culture helps in creating the brand image of the
organization.

Employee engagement is a relationship between an organization and its employees.

It is the emotional commitment employee towards their organization and the
actions they take to ensure the organization’s success. An “engaged employee” is
defined as one who is fully absorbed and enthusiastic about his/her work and
therefore takes an active action to further the organizational objectives. Engaged
employees demonstrate care, dedication, enthusiasm, accountability and are
focused on results. Employee engagement has been defined in terms of emotional
and intellectual commitment to the organization or the quantity of self-directed
effort (Baumruk, 2004).

Employee engagement is based on two way communication and commitment

between an organization and its member. Since culture determines the behaviours
of individual employees and employee engagement is a construct that works at an
individual-level, there could be interesting linkages between organizational culture
and employee engagement. Engaged employees are key to success, they have a
clear understanding on how an organization is fulfilling its purpose and objectives.
Employees who are engaged in their work are emotionally attached and committed
to their organizations. Engagement of employees is about focusing on clear goals,
working as member of the team, contributing to organizational and individual
performance, productivity and increasing the chances of business success.
Employee engagement may provide a good prediction of individual-level outcomes
like job satisfaction and loyalty, discretionary effort and job performance.
Employee engagement is built on a strong foundation that includes a clearly stated
mission, vision, values and open communication. (Frost, 1985).

An employee is said to be engaged when an active participation involvement of

individual’s whole personality is exhibited. In the context of the workplace,
engagement takes on a more specific meaning. Employees assume and embrace
roles within organizations by investing their energies into these roles. In-turn they
become attached to and are absorbed in the roles they perform. When they are
emotionally and mentally engaged they take the organization to greater heights.
Since engaged employees are an asset for an organization, researches have been
conducted to explore various dimensions of relationship between organizational
culture and employee engagement.

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.

ORGANIZATIONAL CULTURE- COMPONENTS AND SIGNIFICANCE

Organizational culture is created assumptions, which are accepted as a way of

doing things and are passed on to new members of an organization. It is a blend of
the values, vision, norms, working language, system, ethics, beliefs, taboos,
symbols, rituals, habits & myths all on which an organization develop over time.
Organizational culture is created when groups of human beings can, irrespective of
their differences, reflexively judge in a common, universalizing way how their
organization can be differentiated from the demands of the environment (Harste,
2004). Schein (1992), identified two main reasons behind developing of culture in
organizations as- external adaptation and internal adaptation, where external
adaptations refer to evolving organizational culture that develop and persist
because they help the organizations to grow, while internal adaptations provide
social structures to organizations which are essential for its existence.
Organizational practices are learned through socialization at work place.

Although there is no agreement on the definition of organizational culture, most

researchers believe that organizational culture refers to something that is holistic,
determined by founders/top management, related to concepts studied by
anthropologists (like rituals and symbols), created and sustained by the group of
people forming an organization, and difficult to change. The beginning of formal
work in the field of organizational culture started with Pettigrew (1979). Martins
and Martins (2003, p 380) state the general definition of organizational culture as “a
system of shared meaning held by members, distinguishing the organization from
other organizations.”

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.”

Organizational culture has been characterized by certain authors as a concept

pertaining to employees, defining the unique characteristics of an organization
(Kilman et al, 1985), and the way things are done in the organizations (Deal &
Kennedy, 1982). The term corporate culture is often used synonymously with
organizational culture and stands for ‘commercialized’ meaning of organizational
culture (Deal & Kennedy, 1982). According to Hofstede (1980), organizational
culture refers to the collective programming of the mind that distinguishes the

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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.

It is interesting to explore whether we can see or feel organizational culture and if

it is possible to observe and measure the patterns of beliefs, assumptions or
practices of the employees in an organization.

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.

According to (Cameron and Quinn, 2011, p. 22) ‘an organization’s culture is

reflected in what is valued, the dominant leadership styles, the language and
symbols, the procedures and routines, and the definitions of success that make an
organization unique’. An organization’s culture describes ‘the way things are done
around here’.

Authors believe that organizations can only be fully understood through an

awareness of their culture (O’Donnell and Boyle, 2008; Schein, 2004; Cameron and
Quinn, 2011). Furthermore, organization culture is increasingly being identified as
a key factor in organization performance. In the fast changing external
environment, most organizations are rethinking what they do and how they
achieve their goals and objectives and analysing the type of their culture is
important in this regard. As noted by Baker (2002, p1) organization culture would
appear to play a critical role in ‘motivating and maximising the value of intellectual
assets, particularly human capital.’

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.

Table1: Summary of literature review on components and significance of

organizational culture

S.No. Author (year) Theme of study

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 1. Schein (1985, 1992); Martins & Martins Organizational culture and its external
(2003); Brown (1998) and internal adaptation

2. Arnold (2005); Schein (1984); Hofstede Components and importance of

(1980); Baker (2002) organizational culture

3. Tyler (1871); Pettigrew (1979) Anthropology concepts on culture of

organization, organizational analysis

4. O’Donnell & Boyle (2008); Johnson (1990); Varied organizational culture in

Kilman (1985); Deal & Kennedy (1982) different organizations
5. Schein (2004); Cameron and Quinn (2011) Levels of organizational culture

EMPLOYEE ENGAGEMENT- MEANING AND SIGNIFICANCE

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.

Kahn(1990) defined engagement to include “the simultaneous employment and

expression of a person's “preferred self” in task behaviours that promote
connections to work and to others, personal presence (physical, cognitive, and
emotional) and active, full performances”. Thus, employees have to be present both
mentally and physically in order to perform their roles effectively. There are three
types of employees in an organization –engaged, not engaged, actively disengaged
(Gallup 2011-2012). Personal disengagement is the dissociation of self from role
and is manifested in the form of a lack of physical involvement, cognitive vigilance,
and emotional attachment (Kahn, 1990). These behaviours are similar to what
researchers have characterized as automatic or robotic (Hochschild, 1983), burnout
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(Maslach, 1982), apathetic, detached (Goffman, 1959, 1961), or effortless (Hackman
& Oldham, 1980). Thus lack of employee engagement gives negative outcomes for
employees as well as organization. Kelman (1958) found that highest level of
motivation involved the investment of not only physical and cognitive resources,
but also involved emotional aspects of employees. This view is consistent with
Kahn’s (1990) concept who stated that employees’ emotional connection with their
work results into highest level of role engagement.

Schaufeli et al. (2002) define employee engagement as a state of mind that is

characterised by positive fulfilling feeling , leading to vigor, dedication and
absorption, and opined that engagement is not a temporary state, but is a relatively
permanent and pervasive affective – cognitive state that is not in respect to any
particular object, event, individual, or behaviour. Harter, Schmidt and Hayes (2002)
define employee engagement as involvement and satisfaction of an individual,
including the enthusiasm for work .

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. ’’

Robinson, Perryman and Hayday (2004) define engagement as “a positive attitude

held by the employee towards the organization and its values” and further state
that an engaged employee is understands the business context, works and
cooperates with fellow workers to improve work performance for the benefit of the
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).

In their attempt to examine the subject of employee engagement, Kular, et al (2008)

reviewed three sets of areas: the conceptualizing of employee engagement and its
accomplishments, ways in which engagement differs amongst individuals, and
ways in which involvement affects engagement. Robertson-Smith and Markwick
(2009) revealed that employee engagement is an important yet complex challenge,
and there remains many scopes for discussing the various approaches.

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.

Table2: Summary of literature review on Employee Engagement and its

significance

S. No. Author(s) (year) Area of Study

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

LINKAGES BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEE

ENGAGEMENT

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).

Denison Organizational Culture Survey (2010), found that organizations reflect

their values, mission and goals which attempt to focus on creating a culture and
environment which leads to employees engagement. Organization culture and
employee engagement facilitate the all the levels of management to better
understand the working atmosphere and impact of culture on their attitudes
towards their job. According to Hewitts (2009), employee engagement and
organizational culture are two forces that possess greater impact when working
inter-dependently in an organization. While working independently these forces
cancel each other’s their impacts and hamper organizational performance.
Therefore, a strong relationship between culture alignment and engagement is to be
maintained for a positive performance outcomes and greater financial success.

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.

Denison (2010) found that employee engagement is a result of a healthy

organizational culture and if organizations treat employee engagement as
separate from work culture, they may not be able to view the strategic strengths
and weaknesses in the organization that impact employee performance and
ultimately organizational performance.

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 ).

Table 2.1: Summary of literature review on linkages between Organizational

culture and Employee engagement

S. No. Author(s) (year) Area of study

1. Denison Organizational Culture Survey Impact of organizational culture on
(DOCS , 2010); (Deffy, Gaddis, Hogan employee engagement, linkages
and Switzer (2013); (Brown, Parker & between corporate culture and
Solow, 2015) engagement of employees
2. Young (2012); Klein(2008); O’Reilly Organizational culture alignment to
(1989); Sherwood (1998) employee engagement for
organizational performance
3. Robertson-Smith, and Markwick, Employee engagement through
(2009); Saks(2006); Shuck, Reio, and organizational culture and increasing
Rocco, (2014); Chalofsky, (2010) engagement

4. Dension (2010) Employee disengagement

5. Bersin, Gosling, & Sloan (2016); Organizational culture as antecedents
Dension(2010) of employee engagement and
retention
6. Dupre (2008); Tsui, Wang and Xin (2006) Importance of relationship between
organizational culture and employee
engagement

CONCLUSION

From the review of literature on organizational culture and employee engagement,

it may be concluded that researches the area of organizational culture and
employee engagement has been of interest to researchers and a number of studies
have been conducted separately on both the topics. The studies have focussed on
the emerging need of employee engagement in the organizations. A number of
studies have attempted to study both the topics together also. Literature review
suggests that there is no agreement on definition of organizational culture but most
of the researches do agree that it is a holistic, abstract concept that provides some
shared understanding among the people in the organization. Culture also gives a
unique identity to organization. Different authors have identified different
components that make up organizational culture.

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.

Literature suggests that there is an interesting linkage between organizational

culture and employee engagement. Good organizational culture leads to employee
engagement, and also when the employees are committed towards their job and
work values of organizations, it helps in keeping the culture intact. Thus, a two way
relationship seems to exist between organizational culture and employee
engagement.

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.

Future research may be conducted to develop a model of linkages between

organizational culture and employee engagement.

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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

Dr. Sarup Prasad Ghose

Dean (Academics) , 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.

A conceptual framework is developed involving Leadership Styles and Motivation as

independent variables and Students’ Personal effectiveness as dependent variable. Data
were collected from 100 students using questionnaire from Private Engineering and
Management Institutes. The data was analyzed using SPSS software.

Keywords: Leadership Styles, Motivation, Personal Effectiveness.

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.

In order to comprehend the effectiveness of the student performance in the

business or management scenario the various leadership styles may be taken into
account as follows are according to Psychologist Kurt Lewin firstly, the Autocratic
leaders who are the dominating types make decisions without consulting their
team members, even if their input would be useful. But often on the other side this
can be appropriate when decision in an organization needs to be implemented
quickly. However, this style can be vastly demoralizing, and it can lead to high
levels of employee resentments and turnovers. Secondly, Democratic leaders are
those who involves the team members in the decision making process and takes
into the account their opinions and views. As a result, team members are inculcated
with creativity and demonstrate the high productivity and efficiency in a business
scenario. Thirdly, Laissez-faire provides leaders with the autonomy and relative
freedom to take independent decisions in the business. But often it leads to chaos
and mis-management of the organizational goals if not handled effectively in lieu
of ample knowledge, time-management and other relevant skills. Hence, this
process leads the students to play the managerial roles in an organization very
effective.

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.

Self-regulation of cognition and behavior is a vital aspect of student learning and

academic performance in the classroom context (Corno & Mandinach, 1983;
Corno & Rohrkemper, 1985. Apart from the variety of definitions of self-
regulated learning, the following three components seem especially important for
classroom performance. Primarily self-regulated learning includes students' meta
cognitive strategies for planning, monitoring, and modifying their cognition (e.g.,
Brown, Bransford, Campione, & Ferrara, 1983; Corno, 1986; Zim-merman
&Pons, 1986,1988). Students’ management and control of their effort on classroom
academic tasks has been proposed as the other important component. For
example, capable students can keep up to their cognitive engagement in the task,
enabling them to perform better than who persist at a difficult task or block
out distractors (i.e., noisy classmates) (Corno, 1986; Corno & Rohrkemper,
1985).A third integral aspect of self-regulated learning that some researchers
have delved deep in their conceptualization is the actual cognitive strategies that
students use to hold attention to remember, to learn and comprehend the material
(Corno & Mandinach, 1983; Zimmerman & Pons, 1986, 1988). Different cognitive
strategies among the students such as, elaboration, rehearsal and organizational
strategies have been found to foster active cognitive engagement in learning
and result in higher levels of achievement (Weinstein & Mayer,1986).

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.

According to Williams and Williams, to enhance their motivation, students must

have access, ability, and interest, and must value education to a large perspective.
The teachers must be well-trained, must focus with their underlying objective clear
and lucid and monitor the educational process in regard to the appropriate
methods, be dedicated and responsive to their students, and be enthusiastic in their
ordeal. The content must be accurate, lucid, timely, stimulating, and pertinent to
the students’ current and future needs which evolves over time. The method or
process must be inventive, encouraging, interesting, and beneficial, and provide
tools that can be applied to the student’s real life learning which also leads to self-
discovery. Moreover, the environment needs to be accessible, safe, positive,
personalized as much as possible, and empowering. In the same perspective, Case
and Fraser recommended reducing content coverage, promoting active learning in
the classroom making the imparted lesson interesting, and using assessment
methods that require students to demonstrate high level of understanding and
ability. Pekrun’s control-value model. (1993, 2000, 2006, 2009) developed a model of
achievement motivation based in the expectancy-value tradition. He identified in
his theory a control-value theory, using the construct of ‘‘control” to capture
different kinds of beliefs having to do with individuals’ appraisals of different
possible cause-effect relationships between actions and outcomes in achievement
settings probably a educational scenario. Indeed, he argues that individuals’
appraisals of their actions, the likelihood that the action will produce certain
outcomes, the notion of appraisal is fundamental to his work. Hence, the appraisal
of the values of both actions and outcomes are fundamental determinants of
motivation.

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 :

Performance of the manager in term of two independent sizes that is initiating

organization and consideration or in term of leader’s direction towards workers or
manufacture or tasks or a grouping of these two (Behavioral Theory).

The intelligence and experience (Cognitive Resource theory).

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).

Charismatic or Personal Abilities (Charismatic Leadership 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 principle is better consciousness and self-regulated optimistic performance

on the part of the manager and connections fosters positive development
(Authentic 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).

Leader’s using electronic mail in guiding, exciting and encouraging geologically

isolated people (On –Line 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).

Transformational leadership has been shown to have a direct, positive

relationship with performance (see meta-analyses by Gasper [1992] and Lowe,
Kroeck, and Sivasubramaniam [1996]).Prior research (e.g., Bass, 1985; Lowe et
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al., 1996) has linked laissez-faire leadership with poor individual and unit
performance. Laissez-faire leaders, who avoid taking a stand with their
followers, are viewed as less effective (Bass & Avolio, 1994). It has been
proposed that in leadership, dealing effectively with emotion s may contribute to
how one handles the needs of individuals, how one effectively motivates
employees, and makes them ` `feel’ ’ at work (Goleman, 1998b). Today’ s effective
leadership skills have been described to depend, in part, on the understanding of
emotions and the abilities associate d with EI (Cooper and Sawaf, 1997; Goleman,
1998a; Ryback , 1998).

Motivation

Something that leads or influences a person to do something. Motivation is usually

defined by psychologists as the processes involved in arousing, directing and
sustaining behavior. (Ball, 1977, as quoted in Robb, 2001b, para. 2).

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

1. Student control of learning: The focus here is learning. Assessment of learning

styles and adapting lesson delivery is vital.

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.

3. Teacher’s enthusiasm: Teacher enthusiasm is vital. If a teacher has been assigned

to a grade level or curriculum that he or she is not necessarily interested in, it’s time
to find the silver lining in the cloud. Students are perceptive and read their
teachers’ every action, reaction, and comment. Teachers must be excited about what
they are bringing to the students if they expect the students to be interested.

4. Quick feedback and assignment return: Student performance is directly

correlated to the time between assignment submission and return. Students’
learning increases when they can make adjustments to errors in a timely fashion.
Teachers should strive to return student work the next day.

5. Instructional variety: Technology has provided the opportunity to deliver

instruction in a variety of ways. Three shifts in approach to curriculum delivery
during a 50- to 60-minute period will help student interest remain high and
engaged. Shifting from lecture to group work to independent study keeps students
connected and interested.

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.

Motivation is related in the research literature to the attempt to better understand

principals’ impact on school performance (Hallinger and Heck, 1998; Leithwood
and Jantzi, 2005; Leithwood and Mascall, 2008; Robinsonet al., 2008; Supovitz et
al., 2010; Witziers et al., 2003). Studies have shown that school leadership affects
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student outcomes (i.e. students’ rates of attendance, achievement, graduation, and
college enrollment) indirectly, by creating the conditions that support teachers’
ability to teach and students’ learning (Hallinger and Heck, 1996; Leithwoodet al.,
2007; Porteret al., 2010) rather than directly (Robinsonet al., 2008; Witzierset al.,
2003). According to Porter et al.(2010), these conditions include high standards for
student learning, rigorous curricula, quality instruction, a culture of learning and
professional behaviour, connections to external communities, and performance
accountability.

Personal Effectiveness

Personal effectiveness is a branch of the self-help movement dealing with success,

goals, and related concepts. Personal effectiveness integrates some ideas from “the
power of positive thinking” and positive psychology but in general it is distinct
from the New Thought Movement.

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.

Rotter (1996) originally described the psychological construct of locus of control as

an element of personality. Locus of control refers to the perception of the extent to
which individuals can control events in their lives. Individuals with an internal
locus of control judge outcomes of events to be internally controllable. That is, they
believe that their own personal efforts, behaviors, or skills will influence and
determine outcomes, and they take responsibility for their actions. Individuals with
an external locus of control attribute events to external sources. They believe and
behave as if forces beyond their control such as chance, luck, fate, or others with
greater power represent the important factors in determining the occurrence of
reinforcing events (Rotter, 1966). As such, their own effort or abilities are perceived
to have little effect on how events play out.

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

RQ-1: Whether Leadership Styles is going to Predicts Personal Effectiveness

studying in Final Year of B.Tech, BBA and MBA students positively?
RQ-2: Whether Motivation is going to Predicts Personal Effectiveness studying in
Final Year of B.Tech, BBA and MBA students positively?

HYPOTHESIS

H-1: Leadership Styles is going to Predicts Personal Effectiveness studying in

Final Year of B.Tech, BBA and MBA students positively.
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H-2: Motivation is going to Predicts Personal Effectiveness studying in Final Year
of B.Tech, BBA and MBA students positively.

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

Personal Effectiveness: - Developed by Luft and Ingham (Luft,1973) , No of Items:-

15. Factors: - Self-disclosure, Openness to feedback, Perceptiveness.

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.

Motivation:- Lisrel VI (Joreskog & Sorbom, 1986). No of Items:- 81. Factors:-

Intrinsic Goal Orientation, Extrinsic Goal Orientation, Task Value, Control Beliefs
about Learning, Self-Efficacy for Learning and Performance, Self-Efficacy for
Learning and Performance, Rehearsal, Elaboration, Organization, Critical Thinking,
Metacognitive Self-Regulation, Time and Study Environment, Effort Regulation,
Peer Learning, Help Seeking.

All scales are in likes scales. The data analysis will be done by SPSS 21 software.

RESULTS AND DISCUSSION

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

Multiple Regression taking Leadership Skills and Motivation as independent

variable and Personal Effectiveness as dependent variable.

The result obtained is stated below table:

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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.

Motivation Active Learning strategies as a factor of motivation predicts ALSM

(0.894) for any student active learning instructional strategies manifests in the
student skill to think critically or creatively, expressing ideas through writing,
exploring personal attitudes and values, giving and receiving feedback, and
reflecting upon the entire learning process. Motivation Science Learning strategies
as a factor of motivation predicts MSLV (0.606) for any student combines the
Students’ previous ability and ability to organize understanding influences how
they learn and apply what they know to attention on goal-directed practice coupled
with directed feedback enhances the quality of students’ learning. In the present
academic scenario to become self-directed learners, students must learn to monitor
and adjust their approaches to learning. Learning Environment Stimulation as a
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factor of motivation predicts LES (0.993) for any student dynamic learning
instructional plans shows in the student skill to think in the learning environment.

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.

Student personal effectiveness is prejudiced by the internal organization

environment, which includes managerial climate, leadership types and personnel
relationships in the restricted field of work. Thus, the determinations of this study
produced resourceful facts specific to the student and their leadership styles,
beliefs, and preferred leadership in various dimensions to attain the objective of
creative output of the association and all round development of the behavioral
predictors of an individual.

FUTURE SCOPE OF THE STUDY

A student as a professional is absorbed with efficient self-efficacy can perform well

as a leader in different contexts; as well as motivate group members building self-
reliance; incorporate teamwork; communicate excellently in their relative domain;
develop real task approaches; and assess the strength and weakness of the co group
members or the association.

Motivation in regard to being fundamental and extrinsic in its approach increases

various directions to explore its potentialities in examining the effectiveness of the
students to a large extent. Student force establish a vital and attached component of
the culture who are constantly engaged in the process to change and initiate a
extreme revolution in the system of education hence quickening the common belief
of learning outcomes in the respective domains. The mutual addiction of
motivation in relation to the student’s personal effectiveness is considered vital in
the varying environment of globalization in order to cope with the demands of the
changing society.

LIMITATION OF THE STUDY

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.

REFERENCES

1. Anderson, J. R., Conrad, F. G., Corbett, A. T. (1989). Skill acquisition and the
LISP tutor. Cognitive Science, 13(4),
2. Ashkanasy, N. M., & Tse, B. (2000). Transformational Leadership as
management of emotion: A conceptual review. In Ashkanasy, N. M, Hartel, C.
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3. Bandura, A. (1982).Self-Efficacy mechanism in personal agency. American
Psychologist.
4. Becker,W.E.(2000). Teaching Economics in the 21st century. Journal of Economic
Perspectives, 14(1):109-19.
5. Bass, B. M. (1999). Two decades of research and development in
transformational leadership. European Journal of Work and Organizational
Psychology, 8(1), 9-32.
6. Bass, B. M. (1985). Leadership and performance beyond expectations. New York:
The Free Press.
7. Barling,J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and
emotional intelligence: An exploratory study. Leadership and Organizational
Development Journal, 21, 157-161.
8. Bar-On, R. & Parker, J. D. (Eds.) (2000). The Handbook of Emotional Intelligence.
San Francisco: Jossey-Bass.
9. Caruso, D. R., Mayer, J. D. & Salovey, P. (2000). Emotional Intelligence and
Emotional Leadership. In Reiggio, Murphy & Pirozzolo (Eds.) Multiple
Intelligence and Leadership, (55-74). Mahwah, NJ: Lawrence Erlbaum Associates.
10. Caruso, D. R., Mayer, J. D., & Salovey, P. (2002). Relation of an ability measure of
emotional intelligence to personality. Journal of Personality Assessment, 79 (2), 306-
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.
15. Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the
power of emotional intelligence. Boston: Harvard Business School Press
16. Leithwood, K. (1994). Leadership for school restructuring. Educational
Administration Quarterly, 30(4), 498-518.
17. Midgley, C., Maehr, M.L., & Urdan, T.C. (1993). Patterns of adaptive learning
survey. Ann Arbor, MI: University of Michigan Press
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
finding academic resources: are they improving? [electronic version]. Studies in
learning, evaluation, innovation and development

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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
the use of the Motivated Strategies for Learning Questionnaire (MSLQ), Report
Number NCRIPTAL-91-B-004.
22. Uguroglu, M.E., Schiller, D.P., & Walberg, H.J. (1981). A multidimensional
motivational instrument. Psychology in the Schools, 18, 279–285
23. Rotter, J.B. (1966) Generalized expectancies for internal versus external control of
reinforcement. Psychological Monographs, 80, 1–28
24. Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition
and Personality, 9(3), 185-211.
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Academic.pdf
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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)

Dr. Sangya Shrivastava

Director, Manav Sampada & Associates, Raipur (CG)

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.

Keywords: Coaching, Leadership

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.

Executive coaching is a specialized form of development coaching, it has evolved

over the years. Sometimes it is seen as a separate field and Sometimes it is seen as a
form of consulting. No matter how many interpretations come up executive
coaching is a useful tool for executives who want to develop as leaders. Some of the
issues that challenge many of today's top-performing leaders that they discuss with
their executive coaches includes remaining focused on key priorities; escalating
responsibility for follow through; developing skills in specific spheres like
communication or decision making; handling politics in the organization; thinking
strategically; dealing with stress and keeping away from burnout; handling
different teams and coping with sensitive employee situations; influencing people;
negotiating inspiring new ideas/creative thinking; personal career planning;
work/life balance concerns or dealing with issues related to personality. To ensure
that executives overcome and excel in any or all these aspects, coaches establish a
series of steps in defining clear goals and lead executives in the direction where
they can design and implement action plan needed to accomplish their goals.

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BUILDING A COACHING CULTURE:

Organizations are made of collective (Conscious and unconscious) beliefs, attitudes,

values and behaviors that define how are things done in the organization. Leaders
of the organization, therefore, set the tone, pace and expectations for the culture
providing role models of what is expected desired and tolerated in the
organization. Thus, to create a coaching culture coaches provide companies with
leverage to shift the organizational culture and individual behaviors to create an
adaptive workplace culture dedicated to the coaching thrives in such kind of
culture.

Also, an organization is a way to achieve business results through people, in the

present context, organizations are more interconnected than they were ever before.
People from diverse backgrounds (continents, credentials, competencies, choices
and complexities) are now connected to perform complex tasks and what they need
to succeed is one unifying challenging yet enabling environment for them to thrive
and grow. This is accomplished by creating a sustaining coaching culture in the
organization. A true coaching culture across the organization renders it more
dynamic to respond to the ever changing business climate. Hence successful
organizations realize the power and potential of 'coaching as a tool for
organizational transformation'.

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.

Gallwey suggested a formula, Performance (P) = Potential (p) - Interference (i).

Performance (P) in any activity from hitting a ball to solving a complex business
problem was equal to one's potential (p) after the interference factor (i) had been
subtracted from the equation "Performance rarely equals potential. A little self-
doubt, an erroneous assumption, the fear of failure, was all it takes to greatly
diminish one's actual performance. The key to success of any organizational
coaching initiative is choosing apt validated change models and best practices to fit
the organization's exact requirements.

THE ACTUAL COACHING

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.

RECENT CFI FINDINGS

 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.

14 STEPS IN BUSINESS COACHING:

 Voluntary participation: Executives need to have a voluntary commitment that

converts into a willing participant who is open to changing, enhancing and exercise
what is being learned and is willing to give information for assessing the coaching
process.
 Need for coaching: This is a dialogue with the executive to establish if coaching is
required. To do this, one can have a list to review the needs, matters and concern
about the coaching agreement with setting a requirement, the list discovering man
performance aspects where coaching would aid.
 Self assessment: It is an exercise that a coachee under goals about himself, with
his/her immediate manager and direct reports giving feedback on communication,
openness, trust and other competencies essential for success in the company.
 Promise for information: Executives need to concur to give information during
coaching and at suitable times subsequent to the engagement.
 Roles and duties: It is important that both the coach and the executive clearly define
their roles. Like the executive needs to understand that the coach is there to listen,
give feedback and assess, but not to make decision for the executive.
 Matching profiles: Profiles of coaches are usually presented to executive and a
tentative selection is made. The respective coach is also given background
information the executive and then a match is made.
 Induction: It is a good opportunity for the executive and coach to meet formally in
an orientation session. Here, the coach explains the process, needs, timetable and
other administrative issues.
 The engagement: Engagement is usually linked with a business need. Generally,
coaching engagements focus on behavioral issues (for example, an executive's
failure to listen to staff). To link to the business impact the behavior change must
connect to a clear business result.

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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

Like coaching models various methods of evaluating the return on investment on

coaching are also conducted. Some use a ROL scorecard for measuring the impact
of coaching on the bottom-line on business activity, production and profitability of
their work. For example, Nelson says, “While leading the coaching program at
Satyam, We measured a return on investment of more than $15m year, We tracked
this through our monthly scorecard, We looked for noticeable shifts in key
measures and because we were also providing “coachable moments” in real time
at customer sites, We were able to readily observe and measure outcome

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.

"Coaching is about maximizing performance, breaking barriers of limiting beliefs

and building hope and possibilities. And the more clearly someone sees the future
the more confident they work in the present.

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

Dr.Sarup Prasad Ghosh

Dean (Academics), 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.

Keywords: Green HRM, Ethics, Spirituality, individual employees, Swami

Vivekananda’s view on ethico-spirituality

INTRODUCTION

Green Human Resource Management

Green management has been established kindness as one of the important

influences to attain eco-friendly business not only in manufacture but also in
individuals mind. Currently, environmental sustainability one of the most
important factors for the companies growing path. To sustain in this competitive
market, employer-employees would be educated, skilled as well as enthused and
invested growing their consciousness of environmental-related problems in the
resolve of pleasant business green management. “Green” Going green means
Conservation of earth natural resources as well as supporting the “Preservation of
your personal resources” i.e. your family, Friends, lifestyle, communities. Green
HRM is the Conservation of Human resource in their work life and Family life.
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Modern HRM reflects the intricate selection of employees’ and assignment of work-
roles and non-work-roles using work-life balance strategies (e.g. Barnett & Hyde,
2001; Elloy & Smith, 2003; Kossek, 2003; Marks & MacDermid, 1996). Green HRM
mainly manages employees’ non-work roles. Therefore, to strengthen green
administrative behavior, it is important to understand that universally relevant
sprituality and behavior are not only learnt entirely at the workplace, but also in
private life. At individual level green HR includes two important issues: globally
acceptable HR practices and protection of investors interests. Green HRM policies
and practices also assist in protecting and improving employee health and
happiness.

Green HR is the exercise of HRM practices of acceptable use of organizational

capitals encourages organizational practices that contribute to environmental
sustainability.

Green HR includes two important fundamentals:

 Environmentally-friendly HR practices

 The protection of acquaintance assets

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.

Public ethical issues regarding personnel in the framework of human resource

management may arise from:

 Environment of engagement agreement accessible to employees

 Nature of work conditions & environment with respect to employee safety &
health care

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 Discrimination in jobs due to supervisor’s action & preference

 Lack of equal opportunity, that is discrimination due to race, gender, colour &
creed

 Remuneration criteria & discrimination

 Ethics of hiring temporary & permanent hands

 Ethics of hiring temporary & permanent hands

 Ethics of retrenchment & layoffs

 Performance appraisal & performance measurement

The human resource is considered the engine of an organization. Hence, in a

competitive business environment, most organizations try to take care of their
employees in a fair & equitable manner to make them happy & motivated. If what
is stated is the real situation, there will not be many ethical problems regarding
human resource management.

Spirituality In Work Life & Private Life

Spirituality is a mostly and divergently interpretable feeling. Mitroff and Denton

(1999), in opportunity, enlighten their opinion on spirituality as familiar and
individual that is, relating mostly to personalities. It is also viewed as “worldwide,
non-denominational, approximately inclusive, and tolerant, and as the basic
compassion of existence related to one’s complete self, others, and the entire
universe” (Mitroff and Denton, p. xvi). Lewis and Geroy (2000), finally, present
Clark’s 1958 explanation of spirituality as follows: Spirituality is the internal
involvement of the individual when he or she minds an outside, especially as
demonstrated by the consequence of this experience on his or her presentation
when he or she aggressively efforts to complement his or her life with the beyond.
(p. 683). "Spirituality is frequently articulated in the widest intelligence as
organizational and personal ambitions and objectives, morals and ethics; and
explanations almost how the organization should extravagance individuals, the
environment and the public." (Weston, 2002, p. 28). Possibly straight powerfully
discoursed in the previous few years than “spirituality” is the spectacle

“Spirituality at work & private life.” Nearby at least as several viewpoints in

production now as in the instance of spirituality in and of itself. According to this
study, spirituality in the workplace, thus, encompasses an environment where
interconnectedness amongst employees is best, because all workers participate in
the work process with their best attitude, and accomplish to their best abilities.

They get encouraged by the overall atmosphere of helpfulness and accessibility at

all levels; the friendliness; the understanding; the atmosphere of trust; and the
overall sensitivity of “we-ness” that prevails. And since their leaders keep them
involved in processes, changes, and important decisions, and keep them informed
about organizational goals, they feel connected with the willpower of the society as
well.

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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.

The role of Human Resources in beginning, then sustaining a spiritual workplace

require greater efforts than many seem to realize to date. There are, however, a
diversity of suggestions with regards to the importance of implementing and
sustaining spirituality at work place.

Tom Chappel, CEO of Tom’s of Maine, proposes imaginative and easy-to-initiate

concepts for HR managers to make any company a more spiritually adequate place
at petite or no cost. More or less of Chappell’s ideas on how HR can assist in
developing a spiritually sustaining workplace. Based on his ideas, practices that
will contribute to spirituality in work & private life are discussed below:

 Support employees bond with nature by conveying in natural structures, (i.e.:

implant the plants in workplace & home)

 Allotment of open-air meetings when possible in the greenery place, so the

environment should be peace.

 Agreeing employees to endorse ethical practices and spiritual wellness.

 Everyday stages organization’s festivities to recognize milestones and triumphs.

 Make a developing job proclamation personnel are pleased to stay by.

 Encourage them to participant in the outdoor event.

 Encouraging employees to get to know each other in a healthier way.

 Inspire employees to do CSR program & implement green HR policy in the

workplace & in private life.

 Influence customers also for doing greenery & CSR program.

Swami Vivekananda’s View On Ethico-Spirituality In Work Life & Private Life:

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.

The drop of a nation state or culture is caused by its spiritual impoverishment. In

the identical way, its growth be contingent upon spiritual arising. The significance
of spirituality is the expression of the holiness already in a person. “Religion is
realization – not talk or doctrines or theories, though beautiful they may be. It is
being and becoming – not hearing or acknowledging. It is the whole soul’s
becoming changed into what it believes.”

“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.

Swamiji emphasized that such spiritual development can be accomplished only

through wide-ranging spiritual performance called yoga. For the spiritual
improvement of four main types of behavior- the intellectual, the active, the
emotional & the psychic or introspective- the respective forms of yoga are Janna
yoga, Karma yoga, Bhakti yoga & Raja yoga.

The Goal Of Human Beings

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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

The inclusive excellence of lifespan in the modern-day world is very considerable

precious by the values related with the work-life, i.e. the field of work from which
we earn our employment. Employees through their work-life forms their attitudes,
aspirations, life-goals, priorities & values. Several times there are actions amongst
the separate values of an individual & the values of the work-life. These conflicts
are a major source of tensions & stresses in the modern life. Each owner, be it an
individual or an organization, assumes effective & hardworking performance of
responsibilities allocated to the employees. Correspondingly, the employees also
have equitable opportunities from the employer concerning their amenity
conditions, possibilities for career advancement, & recognition & reward for their
work. In the absence of ethical practices in work place, create less trust &
cooperation between employee-employers. A respectable organization must afford
suitable networks for grievance redressal, and for exploring criticisms against its
advanced level administrators. Reliability, consistency & loyalty are important
qualities of attractiveness at work-place & private life.

HR manager in every organization need to established the ethico-spirituality

practices in the organization & each and every personel life. Through green HRM
practices like CSR program, stress management program, yoga workshop &
spiritual room for the employees & employers in workplace to relieve their stress &
create the work culture like the home for employees, will be beneficial for the
organization. Ethico-spiritual practices in workplace can help the employees to
concide with their private life & keep them stress & tension free. Family will also be
effected by this practices.

HR manager need to implement the eight values in the organization:

Love towards their superior & colleague, junior & family members, society

Truthfulness towards to everyone

Fairness towards the job & duties

Freedom speaking & give individual idea & viewpoints

Unity work in a group

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Tolerance don’t tolerate unethical practices

Responsibility towards organization, family & society

Respect for life love your life more

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:

 Upgrading in retaining percentage of employees

 Enhancement public & private image

 Attracting better employees through the corporate image & best ethico-
spiritual practices

 Expansion in efficiency and sustainability

 Decrease in environmental impression of the company

 Improved affordability and amplified global performance through stress

relieve of the individual

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

1. Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan

Page Publishers
2. Chakraborty, S. K. (1995). Ethics in management: Vedantic perspectives.
3. Marques, J. F. (2006). The spiritual worker: An examination of the ripple effect that
enhances quality of life in-and outside the work environment. Journal of management
development, 25(9), 884-895.
4. Marques, J. (2008). Spirituality at Work. Journal for Quality & Participation, 31(3), 24-27.
5. Shaikh, M.W. Green HRM, A Requirement of 21st Century. Abhinav Journal, 1(10),
122-127.
6. Swami Vivekananda, A complete works of Swami Vivekananda, Vol.1 to 9, © 2006
Ramakrishnamath & Ramakrishna mission, Belur math-711202, West Bengal, India.

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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.

Keywords: Vertically Upgraded Qualifications (VUQ), Trans-Disciplinary Qualifications

(TDQ), Value Adding Qualifications (VAQ), Global Competition.

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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.

The growth competitiveness index is composed of three component indexes: the

Technology Index (TI), the Public Institutions Index (PII), and the Macroeconomic
Environment Index (MEI). The GCI for India is 56 among 104 countries. The
Finland ranks first, USA second, Bangla Desh 102 and Chad 104 in this ranking. In
the TI India ranks 63 while USA, Taiwan and Finland hold the first, second and
third positions. In the PII India's rank is 53 while the first three ranks go to
Denmark, Iceland and Finland. The position of USA is 21 in this index. In MEI India
ranks 52, while the first three ranks are held by Singapore, Norway and Finland
while USA holds is 15.

Business Competitiveness Index - The Business Competitiveness index (BCI)2

recently developed by the world Economic Forum is a complement to the medium-
term, macroeconomic approach of the Growth Competitiveness Index. While
macroeconomic and institutional factors are critical for national competitiveness,
these are necessary but not 3unfficient factors for creating wealth, wealth is actually
created at the microeconomic level by the companies operating in each economy.
The BCI evaluates two specific areas, critical to the business environment in each
country: the sophistication of the operating practices and strategies of companies,
and the quality of the microeconomic business environment in which the
companies of a nation compete. India ranks 30 among 104 nations in BCI while the
fist there positions are held by USA, Finland and Germany.

Investment in Human Resource Development

It is generally acknowledged that the national competitive capability and

innovative capacity 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. However the present pattern of
investment in higher and technical education require a drastic redirection to enable
our stock of human resource to cope with the challenges of the global competitive
environment.

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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.

Engineering is an activity, which facilitates the application of objective knowledge

to be the creation of the processes and the means for achieving the desired
objectives of society. It is primarily concerned with how to solve problems in the
real world or at least to ameliorate those problems to some degree using the
principles of development of tools, which we use to affect the world in which we
live.

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.

Emerging Technological Scenario

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.

 Deterioration in levels of science and humanities

 Insufficient opportunities for innovative projects
 Absence of meaningful practical exposure
 Inadequate grasp of fundamentals

Higher educational Institutions should establish a viable framework beyond the

syllabi to induce and nurture the interests of the students towards the use of
technologies. The effort should be launched during the first year of the student,
encouraging small groups to brainstorm about the potential opportunities. They
should then identify a few that are worth pursuing with the help of the faculty,
laboratory facility and with some level of mentoring from a competent guide from
the industry or service. The outcome could be a prototype, original or based on
reverse engineering. The student should not be content with just the design but
should understand all other aspects such as the material requirements, machinery,
space, financial outlay, internal and external market demand, regulatory regimes,
and the science and engineering behind it was also the future market potential if

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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.

Structural change In Curricula

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.

Size and Quality of Faculty

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
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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.

Keywords: Organisational Culture, Human Resource Managemen

INTRODUCTION

Human Resource Management is a strategic approach to acquiring, developing,

managing, motivating and gaining the commitment of the organization‘s key
resource – the people who work in and for it. The soft approach to HRM stresses
the need to gain the commitment (the ‘hearts and minds’) of employees through
involvement, communication, leadership and other methods of developing a high-
commitment, high-trust organization. Attention is also drawn to the key role of
organizational culture’ (Armstrong, 2009).

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 Figure 1: Human Resource Management Framework (Armstrong, 2009).

Figure 1 depict the practice of human resource management (HRM) is concerned

with all aspects of how people are employed and managed in organizations. It
covers activities such as strategic HRM, human capital management, corporate
social responsibility, knowledge management, organization development,
resourcing (human resource planning, recruitment and selection, and talent
management), performance management, learning and development, reward
management, employee relations, employee well-being, organizational culture and
health and safety and the provision of employee services. HRM practice has a
strong conceptual basis drawn from the behavioral sciences and from strategic
management, human capital and industrial relations theories. Human Resource
management frameworks deals or manage organization culture under
Organizational behavior.

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 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

‘The culture of an organization refers to the unique configuration of norms, values,

beliefs, ways of behaving and so on that characterize the manner in which groups
and individuals combine to get things done. The distinctiveness of a particular
organization is intimately bound up with its history and the character-building
effects of past decisions and past leaders. It is manifested in the folkways, mores,
and the ideology to which members defer, as well as in the strategic choices made
by the organization as a whole’(Eldridge and Crombie 1974:89).

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‘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’.

Organizational culture controls the possibility of accomplishment to modify

strategies, and to endow with apparatus for the HRM framework. An indication
recommends that organization members are more inclined to embrace change
when the organization’s culture is aligned with the mission and goals of the
corporation. Though senior management may adopt a set of values that they
assume defines the organizational culture, the reality is that the way members
distinguish what is rewarded and what they believe to be the underlying message
will constitute the “real,” in-use culture of how things are
accomplished. Consequently, it is known that a cultural analysis be undertaken to
ease the planning and implementation of organizational change under Human
resource management framework.

EXAMINING ORGANISATIONAL CULTURE VIS-À-VIS HRM

FRAMEWORKS -METHODOLOGICAL CONSIDERATIONS

There are two fundamental approaches for investigating an organization’s culture;

first, questionnaire survey techniques, and second, carrying -out interviews along-
with direct observation. Questionnaire survey methods engross the use of lists of
questions or statements about the organization in which employees have to
evaluate. If the questionnaire has been well designed the results of the survey
provide researcher overall impression of the prevailing beliefs, values and attitudes
within the organization. The main strength of these tools is that they concede
quantitative information which helps in drawing linkages comparisons at inter and
intra level in organisation. Second method give different sorts of information. It is
also probably advisable to interview respondents using a standard interview
schedule (list of questions) but allow employees a fair amount of latitude in
answering them. This semi-structured approach is more likely to be successful in
encouraging people to disclose information concerning their culture than a more
tightly structured interview format. Unstructured interviews in which respondents
are encouraged to talk about their organization with no fixed question set may be
successful, but are likely to provide a lot of disjointed items of information that may
be difficult to fit together into a coherent picture of the culture.

Typologies of Organizational Cultures: A large number of typologies or

classifications of types of organizational cultures have been developed. These are
useful because they provide broad overviews of the sorts of variations that exist
between cultures. The typologies that have been evolved differ greatly in terms of
their sophistication, the range of variables they take into consideration and their
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applicability across organizations. This section examines some of the best-known
classification schemes which are as follows;

a. ‘Charles Handy (1999) – and following work by Harrison (1972) typology –

presents organisational cultures as classified into four major types: the power
culture, the role culture, the task culture, and the person or support culture.
Handy’s approach may help you understand why you have been more
comfortable in some organizations than others. Interestingly, although Handy
chooses to talk about culture, he shows the structures associated with his
culture types. This may be because of the difficulty of drawing something as
diffuse as culture, but it also reinforces the fact that culture and structure are
interrelated. This approach talk about four cultures; Power, Person, Task and
Role cultures’.

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’.

Figure 3 : Deal and Kennedy’s model of organisational culture (Source Deal

and Kennedy, 1982, p. 107).

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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.

Market oriented cultures are results oriented, with a focus on competition,

achievement, and “getting the job done.

Hierarchy oriented cultures are structured and controlled, with a focus on

efficiency, stability and doing things right. There’s no correct organizational culture
for an arts organization. All cultures promote some forms of behavior, and inhibit
others. Some are well suited to rapid and repeated change, others to slow
incremental development of the institution’

d. Scholz’s typologies: He attempted to understand the relationship between culture

and strategy Scholz (1987) has identified three culture typologies. Scholz refers to as
three different dimensions of culture, namely evolution (how cultures change over
time), internal (how the internal circumstances of an organization affect its culture)
and external (how an organization’s environment affects its culture). Scholz derived
five primary culture types; stable, reactive, anticipating, exploring and creative. To
these he ascribed a personality, time-orientation, risk-orientation, slogan and
change-orientation. For his internal-induced dimension Scholz again sought to
reformulate existing ideas about how organizations work, this time identifying
three culture types: production, bureaucratic and professional. He distinguished it
by their degree of routineness, standardization, skill requirements and variety of
property rights. While none of the ideas contained in these typologies is new, the
frameworks nevertheless provide another interesting perspective on organizational
culture.

Functions of Organisational Culture: Hampden-Turner (1990) has suggested that

the culture of an organization defines appropriate behavior, bonds and motivates
individuals and assets solutions where there is ambiguity. It governs the way
company process information, its internal relations and its values’. In more specific
terms, the most significant functions of culture have been said to include: conflict
reduction, co-ordination and control, the reduction of uncertainty, motivation and
competitive advantage.

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.

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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.

Reduction of uncertainty: In the conduct of their work activities individuals and

organizations face considerable uncertainty and complexity. At an individual level
one of the functions of culture is in the transmission of learning or ‘cultural
knowledge’ to new recruits. It is through the adoption of a coherent culture that
members learn to perceive reality in a particular way, to make certain assumptions
about what things are important, how things work and how to behave. The
adoption of the cultural mind frame is an anxiety reducing device which simplifies
the world, makes choices easier and rational action seem possible. At the level of
the organization, all organizations are confronted with overwhelming uncertainty,
conflicts of interest and complexity.

Motivation: Organisational culture can be an important source of motivation for

employees, and thus a significant influence on the efficiency and effectiveness or
organizations. Most organizations make strenuous attempts to motivate their
employees by making use of rewards such as bonuses and promotions and the
threat of punishments in the form of unwanted transfers, demotions and salary
decrements, to name but a few. Intrinsic theories of motivation counsel that
employees are motivated when they find their work meaningful and enjoyable,
they identify their aims and objectives with those of the organization, and they feel
valued and secure. Organisational culture is obviously of great potential
significance here. An appropriate and cohesive culture can offer employees a focus
of identification and loyalty, foster beliefs and values that encourage employees to
think of them as high performers doing worthwhile jobs, and promulgate stories,
rites and ceremonies which create feelings of belonging.

Competitive advantage: It has been suggested that a strong organizational culture

can be a source of competitive advantage. The argument is that because a strong
culture promotes consistency, co-ordination and control, reduces uncertainty and
enhances motivation, culture facilitates organizational effectiveness and therefore
improves its chances of being successful in the market place. Most theorists,
however, suggest that this is only a part of the picture. The point is that while there
may often be a relationship between an organization’s culture and its performance,
there is good evidence to indicate that the relationship is not always positive. In
other words, weak cultures may be possessed by high performing companies and

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strong cultures may also be possessed by organizations with below average
performance measures.

ORGANISATION CULTURE CHANGES AND HRM

 Lundberg’s model, which is based on earlier learning-cycle models of

organizational change, and is notable for its attention to external
environmental factors as well as the internal characteristics or organizations.

 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.

All these models briefly discussed about the changes in organizational

culture which can be understood under various dimensions of HRM
frameworks, i.e.

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.

Locus of change: When we talk about change in organizations there is plenty of

scope for confusion over the precise location in which change is supposed to occur.
For example, change may be identified at the level of an entire nation, an industry,
or a market segment, an organization as a whole, or a single department. Similarly,
in the case of larger organizations one or a few regions might experience radical
change while others undergo only incremental change. In some instances we may
even speak of individual employees changing while the organization as a whole
remains fairly constant.

Nature of change: It is argued that when an organization embarks on a change

programme there are three basic outcomes. First, there can be change at the level of
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individual’s cognitions (for example, beliefs and values) with no complementary
change in their behavior. This can occur when individuals intellectually agree that,
for instance, new working practices are a good idea, but find it difficult to adopt
them because of ingrained habits or because they lack the relevant knowledge and
skills to put them into effect. Second, change at the behavioral level may not be
matched by change at the cognitive level. This is possible when, for instance,
compliance with new organizational rules and procedures is enforced by the threat
of reprimand, demotion or firing rather than employee enthusiasm. Third, there
can be change at both the behavioral and cognitive levels. This is almost certainly
the most permanent form of change as people both genuinely believe and value
their new way of doing things, thus making the new order both self-sustaining and
mutually reinforcing.

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.

Possibilities of managing organizational culture: The effective management of a

culture, however, requires the ability both to introduce change and to maintain the
status quo. Many commentators have tended to think of cultures as fundamentally
static phenomena which managers can alter through various intervention
strategies, cultures are in fact highly dynamic entities which are prone to change as
a result of a variety of internal and external prompts. Indeed, it could be argued
that the ability to manage culture implies not just a capacity to change and maintain
it, but to create, abandon and destroy it as well. Yet culture can be managed, with
culture specialists ranging along a continuum, at one end of which are those who
emphasize the ease of culture management and at the other those who stress the
difficulties. The advice given to human resource manager’s intent on culture
management frequently involves efforts to facilitate organizational learning
through the use of symbols, role models, communication and rewards. Such advice
also generally involves exhorting senior leaders to engage in symbolic actions in an
attempt to manipulate their employees’ understandings of what is expected of
them.

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

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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:

 Selective perception: Every individual has a unique view of how their

organization works and their role within it. Plans for change which seem to
threaten some cherished element of this world view or which appear
misguided or unfair are likely to be met with resistance.

 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.

 Economic: Any change which might threaten an individual’s basic pay,

bonuses, pension, economy car or other element in an employee’s reward
package may be resisted by that person.

 Status and esteem: Changes which an employee interprets as likely to lead to

a reduction in his or her esteem and status may often be the cause of that
individual’s resistance to the proposed alterations.

CONSTRUCTION OF MANAGING ORGANISATIONAL CULTURE

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:

1. Where do we need to be going strategically as an organization?

2. Where are we now as a culture?
3. What are the gaps between where we are as a culture and where we should
be?
4. What is our plan of action to close those gaps?

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.

Hence according to these frameworks managing culture is a relatively straight-

forward managerial task.

ANALYSIS & CONCLUSION

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

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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

1. Armstrong, M. (2009). Armstrong’s Handbook Of Human Resource Management

Practice . London and Philadelphia: Kogen Page.
2. Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture:
Based on the competing values framework. John Wiley & Sons.
3. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of
organizational life. Reading/Т. Deal, A. Kennedy.–Mass: Addison-Wesley, 2, 98-103.
4. Eldridge, E. T., & Crombie, A. D. (1974). A Sociology of Organizations London.
5. Hampden-Turner, C. (1990). Corporate culture: From vicious to virtuous circles.
6. Handy, C. (1999). Inside organizations: 21 ideas for managers. Penguin UK.
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May/June 1972: Harvard Business Review.
8. Kilmann, R. H. (1984). Beyond the quick: Managing five tracks to organizational success. Beard
Books.
9. Schein, E. H. (1985). Organization Culture and Leadership.Jossey Bass, San Francisco.
10. Scholz, C. (1987). Corporate culture and strategy—The problem of strategic fit. Long
Range Planning, 20(4), 78-87.
11. Wilkins, A. L., & Patterson, K. J. (1985). You can’t get there from here: What will make
culture-change projects fail. Gaining control of the corporate culture. San Francisco: Jossey-
Bass, 262-291.
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 26
Profiling of Organizational Culture Using OCAI and
Competing Values Framework in Axis Bank
Ms. Shravasti Jain
Research Scholar, The IIS University, Jaipur

Ms. Konika Sharma

Research Scholar, The IIS University, Jaipur

ABSTRACT

Corporate culture can be defined as the personality of the organization. It is defined as a

pattern of shared basic assumptions, transmitted and created contents and patterns of
values, ideas, and other symbolic meaningful systems as factor in shaping human behavior
and the artifacts produced through behavior. The main objective of the study is to identify
the current culture prevalent in the bank and their preferred culture. The study uses
organizational culture assessment instrument (ocai) developed by quinn and cameron. This
paper studies the four types of cultures in the institution in jaipur using competing values
framework. This study helps to identify which are the weaker and the stronger aspects of
culture in six cultural profiles through OCAI. 40 employees were selected from the various
branches of the bank in the city through simple random sampling method. This paper is an
attempt to create an organizational culture profile for the organization which can help it to
develop and maintain a better organizational culture to achieve the desired performance.

Keywords: Organizational Culture, OCAI, CVF Model

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.

Organizational culture is a set of shared espoused values, assumptions, behavior

and procedures which a group learns while making an external adaptation and
internal integration (Schein).

Adapted from Schein, E. H. (1992). Organizational Culture and Leadership. San

Francisco: Jossey-Bass.

THE COMPETING VALUES FRAMEWORK

The Competing Values Framework is a theoretical model which is extremely useful

in organizing and interpreting a wide variety of organizational phenomena. It is
useful for identifying the major approaches to organizational design, theories of
effectiveness, leadership roles and roles of human resource managers and
management skills.

The Competing Values Framework was initially developed from a research

conducted by John Campbell and his colleagues (1974) who created a list of thirty-
nine indicators. These indicators represented the measures for organizational
effectiveness which was later analyzed by Quinn and Rohrbaugh (1983).

Those thirty-nine indicators were submitted to a statistical analysis and two

dimensions emerged which were further organized into four clusters.

“First dimension differentiates effectiveness criteria that emphasize flexibility,

discretion, and dynamism from the criteria that emphasizes stability, order and
control. That means some organizations are viewed as effective if they are
changing, adaptable and organic, while others are viewed as effective if they are
stable, predictable and mechanistic.” (Cameron & Quinn, 1999)

The CVF continuum ranges from organizational versatility and pliability on one
end to organizational steadiness and durability on the other end.

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“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)

These four values represent opposite or competing assumptions. The competing or

opposite values in each quadrant give rise to the name for the model, the
Competing Values Framework.

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.

THE ORGANIZATIONAL CULTURE ASSESSMENT

OCAI is an instrument used to diagnose an organization’s culture. This instrument

is in the form of questionnaire that requires to respond to six items namely;
Dominant Characteristics, Organizational Leadership, Management of Employees,
Organization Glue, Strategic Emphases, and Criteria of Success. Its aim is to
identify organizations current culture and also helps to identify the culture that the
employees think that should be developed to match the future demands of the
environment.

FOUR MAJOR CULTURE TYPES OF THE OCAI

The Hierarchy Culture

The Hierarchy Culture emphasizes an environment that is relatively stable, where

tasks and functions can be integrated and coordinated. In this culture, success is
defined by incorporation of decision-makers of clear authority, standardized rules
and procedures, and control and accountability mechanism. The organizational
culture associated with the hierarchy culture consists of a formal and structured
workplace where individuals follow procedures, and leaders effectively coordinate
and organize activity to maintain a smooth-running organization. Stability,
predictability, and efficiency characterize this organization (Cameron & Quinn,
1999).

The Market Culture

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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

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).

The Adhocracy Culture

Adhocracy is based on the term ad hoc, which refers to a temporary, specialized,

and dynamic unit. An organization possessing adhocracy culture can be seen in
industries such as aerospace, software development, and filmmaking. The goal of
these organizations is to be innovative and adaptable, as there is no form of
centralized power or authority relationships. Individuals in an adhocracy are often
unique risk takers who anticipate and understand change. Within an adhocracy,
“power flows from an individual to an individual or from a task team to a task
team depending on what problem is being addressed at the time” (Cameron &
Quinn, 1999).

REVIEW OF LITERATURE

Organizational climate is a measure of the internal environment of the organization

and it has a great impact on employees’ behavior. Organization interaction,
flexibility, employee cohesion, productivity organization stability, has effects on
Organizational effectiveness (Ako Ibrahim; Mehrali, Hamatineghad;
Ramezanineghad, Rahim; Hossein, Eydi (2013).

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)

Today’s era is hyper competitive, so corporate culture needs to be changed for

facing the changing business scenario. So, a study using CVF had been done to
study the success of corporate culture on corporate sustainability issues and
concluded corporate culture is an important drives of organizational effectiveness.
It stated that sustainability initiatives are more successful with consistency (Abbett,
Liz; Coldham, Anna; Whisnant, Ryan; 2010).

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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)

There are eight dimensions of organizational culture as 1) tolerant staff-oriented; 2)

achievement oriented; 3) innovative; 4) analytical; 5) social relationships; 6)
rewarding staff; 7) Stable work environment; 8) demanding and three dimensions
of organizational effectiveness; 1) structural flexibility/control, 2) focus
internal/external; 3) strategy means/ends. The organizational culture positively
influenced organizational effectiveness (Zang-Lee, Tzai’ Tseng, Ya-Fen)

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)

OCAI is an instrument of measuring organizational culture and its value. This

instrument can be used for any type of organization, be it industry-related,
educational or health organization. OCAI has been used for studying
organizational culture at university level where 50 students from various courses at
Rowan University were studied. It was found that clan culture was the current and
preferred culture of the surveyed students at the Rowan University Health and
Exercise Department (Fralinger, Barbara; Olson, Valerie; 2007)

OBJECTIVES OF THE STUDY

 To study the current culture at the Axis Bank Branches in Jaipur.

 To study the type of culture prevalent at the Bank.

 To study the preferred culture by the employees at the Bank.

 To create organizational culture for the organization.
 To measure the comparisons between preferred and current culture to
suggest measures for organizational culture change.

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.

Scale for the Questionnaire:

Sampling Area: Axis Bank, Jaipur, Rajasthan

228
Sampling Size: 40 employees were approached from the branches at Malviya
Nagar, Mansarovar, C-scheme and Tilak Nagar.

Sampling Procedure: The sampling procedure adopted in the study is simple

random sampling.

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.

RESULTS AND ANALYSIS

Table No. 1

Lettered Category NO. OF Mean Standard

RESPONDENTS Deviation
A Now 32 58.8 14.6
B Now 32 52.5 16.9
C Now 32 55.6 15.08
D Now 32 51.1 17.3
A Preferred 32 60.4 15.04
B Preferred 32 70.8 6.3
C Preferred 32 55.6 15.08
D Preferred 32 74.7 15.7

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.

LIMITATIONS OF THE STUDY

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.

REFERENCES

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).
Organizational culture: the case of Turkish construction industry. Engineering,
Construction and Architectural Management, 14(6),

231
 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.

232
 27
Women Entrepreneurship Development: The Catalytic
Role of NGOs
Jaya Gupta
Research Scholar, Rai University, Jharkhand, Ranchi (Jharkhand)

Dr. Sangya Shrivastava

Director, Manav Sampada & Associates, Raipur (CG)

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.

Keywords: Entrepreneurs, Non-Government Organizations

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.

Over the last decade, the importance of Non-Governmental Organizations (NGOs)

in nation’s growth has been widely countable. The NGOs play a catalytic role in
mobilizing the local human and physical resources and creating appropriate
entrepreneurial environment and generating new opportunities. The three major
phases of the entrepreneurial process are -creating, nurturing and nourishing. But,
studies shows the mirror that women business owners are facing lots of problems,

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.

As opined by Ganeshan (2004), women Entrepreneurs in India generally undertake

three types of industrial enterprises:

(1) Entrepreneurs operating purely as subcontractor on raw materials provided by

their customers;
(2) manufacturers of items that are usually used by large scale unites; and
(3) manufacturers of consumer products which are directly sold in the market.

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.

FINDING AND ANALYSIS

Factors Impeding Growth and Role of NGOs

For the present study, the factors impeding women entrepreneurs were analyzed
using factorial analysis. The analysis grouped the factors that inhibit growth of
women entrepreneurs in the microenterprise sector as:

(a) Financial accessibility;

(b) Technical assistance;
(c) Marketing of the products;
(d) Access to training;
(e) Socio-psychological factors; and
(f) Follow-up and guidance.

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.

Approachability and Accessibility of Banks

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.

Figure 1. Choice of Entrepreneurial Activity

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.

NGO Intervention in Credit Availability

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).

Figure 2. Process of Sanction of Loan

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

Usually, women are engaged in some form of self-employment to supplement their

family income. Earlier, there was a definite orientation towards trades or crafts,
development of tourism and greater emphasis on handicrafts, such as tailoring,
embroidery, doll-making etc. These trades are equally important and complex.
Development of trade and market related competition has made them equally
complex and sophisticated demanding enormous entrepreneurial skills.

NGO Support through follow-Up and Guidance

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

NGO Support in Developing Networks

The entrepreneurship development process gained momentum by the inputs
provided by NGO. The entrepreneurs revealed that the support provided by the
NGO was mainly in the areas of finance, training marketing and of market place in
order to start and sustain their business. According to the entrepreneurs the NGOs
helped them in identifying the right sources of purchase of raw materials,
Identification of proper location/market area for sale. It is also helpful to create the
strong networking systems. Not only this they have also very supportive the
solving family problems, insurance, family counseling, health and legal support
service.

CONCLUSION & SUGGESTIONS

A conclusion that emerges from these accounts is that micro finance can contribute
to solving the problems of inadequate housing and urban services. The challenges
lies in finding the level of flexibility in the credit instrument that could make it
match the multiple credit requirements of the low income borrower without
imposing unbearably high cost of monitoring its end use upon the lenders. This
will involve:
 Ongoing exchange of experience and innovation between actioners.
 Constant awareness and question of “bad practice”.

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.

Keywords: Competence, Management, Competitors.

INTRODUCTION

Competency-based management supports the integration of human resources

planning with business planning by allowing organizations to assess the current
human resource capacity based on their competencies against the capacity needed
to achieve the vision, mission and business goals of the organization. Targeted
human resource strategies, plans and programs to address gaps (e.g., hiring and
staffing; learning; career development; succession management; etc.) are then
designed, developed and implemented to close the gaps.

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.

The five modes of competences are: 1) cognitive flexibility to imagine alternative

strategic logics; 2) cognitive flexibility to imagine alternative management
processes; 3) coordination, flexibility to identify, configure and deploy resources; 4)
resource flexibility to be used in alternative operations; and 5) operating flexibility
in applying skills and capabilities to available resources.

OBJECTIVES OF THE STUDY

1. To analyze the employee attitude towards the concept of competency based

management.
2. To find out the employee opinion about their management contribution towards
competency.
3. To find out the employee opinion about their management contribution towards
competency based management.
4. To find out whether the employee are satisfied with the current working
environment.
5. To suggest the way to improve the competency based management in
organizations.
6. To find out organization can get competitive advantages over their competitors.

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

This present study is a descriptive research ,because it intends to profile ,define

and estimate predict and examine associated relationship .A research strategy
contains objectives derived from the research questions,furthmore ,it specifies the
source ,from which the data collection is intended and also focuses on the possible
constaints ,there are several research strategies ,including ,surveys ,case studies,
The information for this paper was analysed using questionnaire survey and
research design used is qualitative.

Research Questionnaire

In this method a questionnaire with a list of questions related to the field of

inquiry has to be prepared with space for the answer to be filled by the
respondents. The questionnaires were handed in person or mailed to the
respondents with a request for quick response within the specific time as the
questionnaire is the only media of communication between the investigator and the
respondents, the questionnaire should be designed or drafted with extreme care
and caution ,so that all the significant and indispensable information for the
inquiry may be collected without any difficulty and vagueness.

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.

RESULT AND DISCUSSION

The number of Respondents opinion about different competency factors,

1. Production knowledge of material and tools 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.

2. Leadership Skills Required

241
3.Cooperation between Employee &Employer

4.Level of Attitude to learn new things in short time :

5.Team Spirit Skills:

30% 0% 0%
Yes

70% no

6.Time Management Skills:

7. Information about job description:

242
8. Communication Skills:

9. Decision Making Skills:

10. Trust worthy and ethics in Organisation :

11. Career Growth Opportunity :

20% 0%
0%

Yes no
80%

12. Risk Taking Capability:

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

For the employer, it should be the awareness about properly designed

competencies that translate the strategic vision and goals for the organization into
behaviors or actions of employees displaying the organizational success. Also, there
is an urgent need to identify the more influencing factor the competency based
management for growth of organizations as well as employee.

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

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 SECTION 3

HUMAN RESOURCE PRACTICES

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 29
Study On Grievance Handling: A Comparison Between
Public And Private Sector Manufacturing
Organizations

Dr. Neeraj Singh

Professor and Vice Principal, Faculty of Management,
VNS Group of Institutions, Bhopal

Dr. Sumit Kishore Mathur

Associate Professor, Faculty of Management,
VNS Group of Institutions, Bhopal

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.

Keywords: Grievance Handling, People Management, Employee Turnover,Trade Disputes

INTRODUCTION

Human resource is of great importance fort the success of any organization. It is a

source of strength and aid. Human resources are the wealth of an organization
which can help it in achieving its goals. In the present complex and rapidly
changing socio-economic environment, no business or organization can exit or
grow without effective management of human resources.

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.

Michael J. Jucius has beautifully defined grievance as, “any discontentment or

dissatisfaction whether expressed or not and whether valid or not, arising out of
anything connected with the company that an employee thinks, believes or even
feels is unfair, unjust or inadequate”.

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.S.Gomathi (2014) in the study on ‘Grievance Management in Improving

Employee Performance’ concluded that, although there is not a systematic
grievance handling procedure in the company yet the employee feels satisfied as
they directly take their problems to the management and solve them.

Dr. V. Mohana Sundaram (2014) in the study ‘ A Study on Grievance Handling

Procedure at HEMA Engineering Industries Limited, Hosur’ concludes that,
common complaints of employees are in the field of wages & salary, working
conditions, promotion, unfair management practices and safety & health violations.
Employees were mostly dissatisfied with wages & salary but the overall grievance
handling machanism is satisfactory.

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.

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 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.

3. To study the employee satisfaction level with grievance handling mechanism 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.

ANALYSIS AND INTERPRETATION

1. Ho : There is no significant difference between Public & Private Sector Organisation

as far as approaching HOD/ immediate superior is concern in case of Grievance.

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.

2. Ho : There is no significant difference between Public & Private Sector Organisation

as far as duration of facing Grievance is concern.

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.

3. Ho : There is no significant difference between Public & Private Sector Organisation

as far as time taken to Grievance is concern.

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 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

Chi Square statistics is 6.0952. p- value is 0.013555, Result is significant at p <

0.05
Hence Null Hypothesis is rejected.

5. Ho : There is no significant difference between Public & Private Sector Organisation

as far as satisfaction towards grievance handling procedure concern.

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.

6. Ho : There is no significant difference between Public & Private Sector Organisation

as far as taking corrective actions to avoid recurrence of grievance is concern.

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.

7. Ho : There is no significant difference between Public & Private Sector Organisation

in terms of taking grievances to next higher level if the decisions are not
satisfactory.

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 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

Chi Square statistics is 1.4184, p- value is 0.23366, Result is not significant at p

< 0.05. Hence Null Hypothesis is accepted.

8. Ho : There is no significant difference between Public & Private Sector Organisation

in terms of maintaining confidentiality towards grievances and grievance handling
procedure is concern

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.

In public sector organisation employees like to adopt the services of Psychologist

for counseling of employee, in order to tackle grievances. In private sector
organisation employees wants to have more involvement of employees, in order to
tackle grievances. 30% of the employees of public sector organisation believe that
confidentiality is not properly maintained while handling the grievance issue,
where in private sector organizations 21% of employees feels that confidentiality is
not maintained properly.

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CONCLUSION

The change in the world of work due to globalization, dominant multi-generational

workforce, etc. has imposed many areas of concern. Grievances and grievance
handling is still a major issue and concern of HR managers. Grievances occur in
every workplace and handling them properly is important for maintaining a
harmonious and productive work environment.

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.

Dr. Gunjan Singh

Assistant Proffessor, 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.

Keywords: Talent Retention, Employee turnover

__________________________________________________________________________
__

WHAT IS TALENT RETENTION

Talent Retention is a term which is of widespread significance specially for private

organization. The term indicates the various measures and strategies of the
organization which let the employees stick to it for larger period. Retention of the
employees is necessary for every organization whether big or small because each
invests time and money on the fresher employees to train them and to groom them
as per the demand of the company. If a company make an employee a corporate
ready material and after it the employee left the job then the organization will be at
loss that cannot be compensate because organization had spent time and money on
grooming of that employee. So the term ‘Employee Retention’ comprises various
strategies and techniques that should be adopt so that the employee stay in an
organization for the maximum time period.

According to recent Monster study on loyalty of employee, 82% of employees

(surveyed) have updated their resume in the past six months. Moreover, 59% say
they are looking for job continuously. The results of the survey are alarming for the
organization because if they are constantly concentrating over hiring and training
of the employees, practically it will not be possible to feel the pulse of the
customers. This crisis is even greater for small business organization because their

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 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.

WHY TALENT RETENTION IS REQUIRED?

Talent Retention is must for all the organizations specially for two reasons:

1. Financial loss due to turnover.

2. Turnover of talented employees affects the performance and growth of the
organization.
Financial impact of the turnover may vary as per the brand, location and position of
the organization. The impact of quality performers was analyzed in McKinney’s
‘War for Talent’ study. It found that, in the opinion of senior managers, high
performers outperform average performers by a wide margin. According to the
study, high performers in operations roles are able to increase productivity by 90%,
high performers in management roles increase profits by 49% and in sales
positions, high performers are responsible for 76% greater revenue.

This is the need of the hour the organizations try to retain their employees. It will
control cost and increase their productivity.

Join, Stay and Leave Model:

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.

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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.

TALENT RETENTION STRATEGIES

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.

Maintain a Healthy Work/Life Balance – Employees should understand that they

moral. Implementing an employee retention program is an effective way of making
sure key workers remain employed while maintaining job performance and
productivity.

Recognize a Healthy Work/Life Balance - Employees should understand that they

are deploying the humans not machines. They cannot work all the time. So if the
employers want that their employees work most efficiently they should maintain
healthy work life balance in the organization. Now a day most of the organizations
use time clock software to keep track of hours. In spite of it employers should try to
develop dedication in the employees by providing flexibility of working hours.
Employers should try to establish the bond between company and employees to
keep them happy and productive.

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.

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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.

Make Retention Personal – Retention of the employee should be done on an

individual level. We should not universalize it. Problem of each employee is
different from the other so we cannot try the same techniques for each and every
employee of the organization. Steve Miranda says, “The key phrase is specialized
efforts”. Successful organizations don’t view retention initiatives as ‘one size fits
all’.So organization should make retention strategies personal affair.

Hire a Human Resource Professional – For small company it is not practically

possible to hire a Human-Resource Professional but the organizations which are
having more than 100 employees should hire the HR Professional. It is beneficial
not only for the employees but also for the organization. HR Managers are more
updated regarding the latest trends and laws by which the employers are not
usually familiar. Putting HR Manager can ensure that employees are treated fairly.

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

1. Bennington, Emily. Employee Retention: Big Company Tactics for Small

Businesses. Retrieved on 30 September from http://hiring.monster.com/hr/hr-
best-practices/workforce-management/employee-retention-
strategies/employee retention-tactics.aspx

2. Employee Retention. Retrieved on 23 September 2016 from

https://en.wikipedia.org/ wiki/Employee_retention.

3. Employee Retention – How to Retain Employees. Retrieved on 20 September

2016 from http://guides.wsj.com/small-business/hiring-and-managing
employees/how-to- retain-employees/.

4. Florentine, Sharon. (2015).Ways of Improving Employee Retention.Retrieved on

26 September 2016 from http://www.cio.com/article/2868419/careers-
staffing/how-to-improve-employee-retention.html .
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5. Olenski, Steve. (2015). 7 Tips To Better Employee Retention. Retrieved on 26
September 20016from
http://www.forbes.com/sites/steveolenski/2015/03/03/7-tips-to-better-
employee-retention/#42616fcd1b00.

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 31
Training Programmes For Cabin Attendants:
Highway For Employee Orientation Towards Customer

Konika Sharma
Research Scholar, The IIS University, Jaipur

ABSTRACT

Training refers to a planned effort by an organization to facilitate employee’s learning of job

related competencies which include knowledge, skills and behaviours that are critical for
successful job performance. The intent of this research is to understand the training
programmes and their importance for cabin attendants. Initiatives have been taken to
identify the linkages between the training programme and their orientation towards
customer. One of the challenges faced by service organizations is the need to adjust to
unique customer situations in real time. A cabin attendant is a trained person who is
responsible for looking after the passengers on an aircraft. The author’s professional
experience with the aviation industry and extensive review of existing literature has laid the
foundation of this exploratory study. Finally the paper concludes that the training
programmes play an important role which positively act as prerequisite for orientation
towards customer and organizational success.

Keywords : Training Programmes, Cabin Attendants, Customer

INTRODUCTION

Training is explained as a planned effort by an organization to facilitate employee’s

learning of job related competencies which include knowledge, skills or behaviours
that are critical for successful job performance. For an organization to gain
competitive advantage, the training programme has to involve more than just basic
skill development. An organization should change its view for training broadly as a
way to create intellectual capital which includes basic skills as well as advanced
skills, an understanding of the customer and self motivated creativity. Quality
training helps in quality employee development and performance. Therefore,
training is has become an important function for the development of human
resources. The Human Resources functioning is changing with time. With this
change the relationship between training function and other organizational
management activity is also changing. The training activities are now equally
important in comparison to the other HR functions.

Employee Training & Development:

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.

Human resource management considers training & development as a function

concerned with organizational activity aimed at betterment of the job
performance of teams in organizational settings. Training & development can be
described as an educational process which mainly involves the sharpening of skills,
concepts, changing of attitude and gaining knowledge to enhance the performance
of employees with ensuring organizational success.

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.

Development: This mainly focuses upon the activities that an organization

employing the individual or that the individual is part of, may participate in the
future, which is almost impossible to evaluate.

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:

A customer in service industry is an individual that purchases the services

produced by an organization. Attracting customers is primary goal of most of the
organizations, because it is the customer who creates demand for goods and
services. Organizations often follow the adage "the customer is always right",
because happy customers are expected to continue buying services from companies
that meet their needs. Many companies closely monitor the relationships they
maintain with customers, often ask for feedback to learn whether new products
should be created or adjustments made to what is currently offered. Customer
service is the process of ensuring customer satisfaction with a product or service.
Often, it takes place while performing a transaction for the customer, such as
making a sale or returning an item. Customer service is important for maintaining
ongoing client relationships, which is a key for continuous revenue. For this reason,
many organizations have worked hard to increase their customer satisfaction levels.

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.

OBJECTIVES FOR THE STUDY

 To study the training programmes for Cabin Attendants.

 To understand the importance of training programmes for Cabin Attendants.
 To identify the role of training programmes in employee orientation towards
customer.

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.

SCOPE OF THE 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

Training is the use of systematic and planned instruction activities to promote

learning. The approach can be summarized in the phrase ‘learner-based training’. It
involves the use of formal processes to impart knowledge and help people to
acquire the skills necessary for them to perform their jobs satisfactorily. It is
described as one of several responses an organization can undertake to promote
learning. The role of the HR training function is to enable the organization to
achieve its objectives by taking initiatives and providing guidance and support on

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 essence of training and development is to have qualified people. These

qualified people can be produced in two ways within an organization. First those
select for jobs by the organization must be made familiar through orientation with
the company’s objectives, activities and with their specific jobs as well as to learn
about their environment. Second, those within the organization can be trained and
developed to bring out their full potential. Actually, these to approaches are both a
part of the same process, since once an individual is selected, he must undergo
some training and development programme must therefore be developed (Hicks,
1974).

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).

A training and development programme facilitates the learning process (Koontz,

1980). It has been proved that absence of a systematic training and development
programme generally results in higher training costs because the employee will not
use the best operating methods (Flippo, 1971). A good training and development
programme is never static for it considers the training and development needs of
managers both in the present job and in the next. It also takes into account broad
enterprise needs and plans in the distant future (Koontz, 1980). Training and
development should be on a regular and periodic basis to enhance the staff
members job fit whether oriented around job content, basic skill, attitudes and
interpersonal relations and ensure effective adaptation to the demands of the job
(Howell, 1976).

Researchers have engraved through their studies the different dimensions of

Training and Development in various sectors of corporate world in gaining edge
over the competition. Not that people are once trained and the game is over but the
actual thing of concern is to continuously train the workforce about the change and
learning to achieve high in such a change. The distinguishing features of training
and development, as given by Noe (2008), are: focus, use of work experiences, goal,
and participation. In training the focus is current, use of work experiences is low,
goal is to gain skills for the present job, and participation is mandatory if initiated
while vice versa is applicable for development initiatives. Development is more
self-directed and requires self motivation to explore and find the ways for career
and personal advancement.

TRAINING PROGRAMMES FOR CABIN ATTENDANTS

Training for Cabin Attendants is considered to be very rigorous. The various

training programmes as per the government regulations, designed for Cabin
Attendants are as follows:

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 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.

TRAINING PROGRAMMES: HIGHWAY FOR EMPLOYEE ORIENTATION

TOWARDS CUSTOMER

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

1. Abeguki, E., S. Paul, O. Akinrole and A. David.(2014). Strategic Role Of Human

Resource Training And Development On Organizational Effectiveness In Nigerian
Banking Industires.Global Journal Of Human Resource Management,2.
2. Amin A., R. Saeed, R. Lodhi, Mizna, Simra and A. Tehreem.(2013). The Impact Of
Employees Training On The Job Performance In Education Sector Of Pakistan.Middle
East Journal Of Scientific Research, 17(9).
3. Chand, M. and A. Ambardar.(2011). Training And Development Practises In Indian
Hotel Industry:A Comparative Study Of Chain And Non-Chain Hotels.Indian Journal
Of Applied Hospitality And Tourism Research, 3.
4. Chang, H., M. Liao and C. Kuo.(2013). Effects Of Airlines’ Cabin Crew Training On
Their Flight Safety Performance.Journal Of Air Transport Studies, 4
5. De, Joynath Victor.(2011) Airline Cabin Crew- A Career Manual.
6. Imran, M. and A. tanveer.(2015). Impact Of Training & Development On Employees’
Performance In Banks Of Pakistan. European Journal Of Training And Development
Studies, 3.
7. Lohia, R.M.(2013). Aviation Industry.

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

Stress is a universal phenomenon. It is a regular part of everyone’s everyday life. In general

term it is a pressure in every one’s life. Stress if not handled carefully will affect the
efficiency, creativity and productivity of an individual. Successful stress management is the
only key to bring down some noticeable changes in everyone’s life. It not only improves the
employee performance but also help him to get relieved from anxiety, reduction in
absenteeism, and also in lowering employee’s turnover.

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”

Keywords: Stress Management, Coping Mechanism

INTRODUCTION

Oxford dictionary defines the meaning of the word Stress as “a state of affair
involving demand on physical or mental energy”.

In medical terminology stress is defined as a perturbation of the body homeostasis.

This stage appears when our mind and body tries to cope with incessant changes in
life.

Most commonly accepted definition of stress given by Richard S Lazarus is that

“Stress is nothing but a feeling which is experienced or condition, when a person
perceives that the demands exceed him personal and social resources that
individual is able to mobilize.”

Stress has been viewed in three ways:

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1. Stimulus
2. Response
3. Process.

Stimulus refers to stress, which can be further be evolved from three sources:

1. Catastrophic events, such as stock market crash, Tornadoes and earthquakes

2. Major life events such as death, divorce etc.
3. Chronic circumstances, such as living in crowded, disturbing or noisy
conditions.

Response refers to how somebody responds to a particular stress, for example

sitting in an examination. There are two components:

1. Physiological, heightened bodily arousal-your heart pounds, dryness in the

mouth, tightening of stomach when you perspire.
2. Psychological, involving behavior, thought patterns, and emotions. Feeling of
nervousness.

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.

Stress is an emotional and physical reaction to change. Stress is a regular part of an

individual life. At one or another point of their life they experience stress. It can be
caused by external circumstances or our perceptions and attitudes. Pressure at
workplace, relationship demands, physical problems, mental health problems,
traffic snarls, meeting deadlines, growing up tensions, work-life balance, lack of
appreciation etc. are the reasons of why stress is prevailing in each and every
aspects of life. Every individual have their own way of dealing stress. Some people
have high tolerance of stress and thrive well with the situation and some people
have very low level of tolerance, and become paralyzed when exposed to stress
situation. When body is constantly under pressure of stress, this stress become a
problem changed in prolonged increase in abnormality of individual behavior ,
which have direct impact on the individuals work as well as personal life.

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Introduction of anger, anxiety, alcoholism, depression, headaches, stomach related
problems, sleep disturbances, increase absenteeism etc.

Stress is also associated with constrains and demands. Constrains prevents an

individual from whatever he/she desires to do. Demands refer to the loss of
something desired. Both types of stress can lead to potential stress, which becomes
actual stress, if it combined with the outcome uncertainty and importance.

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.

Fontana(1989), define stress to be those challenges which excite us and help us to

keep yourself on our toes , without which our life will be dull and ultimately not
worth living. On the other side stress represents those conditions under which an
individual expects or demand something from their own which they cannot
achieve physically or psychologically which leads to the breakdown of one’s self
levels. Thus stress can be a life saver on one end and life-destroyer on the other
hand

Signs and symptoms of stress

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.

He further categorizes stress in three categories:

1. The psychological symptoms

2. Behavioral symptoms
3. Physiological symptoms

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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.

Behavioral symptoms are those symptoms which represents the change in

individual behavior. The individual starts staying unhappy, less participative,
behaving in irrigative manner, physical inactive, smoking, nervousness, impatience
etc. In second stage we find that individual started feeling exhausted, drained etc. . .
. . Finally there they develop intense desires to stay alone, separating themselves
from their friends, family and co-workers.

Physical syndrome is something which clearly describes changes in physical

appearance and language of an individual. Unexplained muscle tensions,
nervousness, headaches, weight loss or gain, illness, developing of cardio-bronchial
pains.

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.

As a result, prolonged stress adversely affects the stressed person’s immune

system, which makes him more prolonged to disease. There are several studies on
how stress affects our system negatively, which says that sudden stress can also
lead to lowering the heart’s pumping ability.

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

Cognitive means thinking. Cognitive consequences are those consequences which

directly impact the mental process of an individual under the pressure of stress.

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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

Stress management simply means managing stress. It is a technique of equipping a

person with effective coping mechanism to deal with psychological order of stress.
It is the wide spectrum of techniques and psychotherapies aimed at controlling a
person’s level of stress usually chronic stress usually for the purpose of improving
day to day functioning. It can precisely be defined as a person’s physiological
response to external stimulus that triggers “fight and flight” reactions.

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

Today, in this competitive environment every human is facing new challenges in

different areas. Over the centuries, the basic nature of working of an individual has
taken up drastic changes. Keeping in mind these changes many organizations have
come up to deal with mental illness, morality of an individual. There were many
researches done in order to understand stress and its effect on the individuals.
Many made statements related to the impact of stress at workplace that stress at
workplace will hinder the employee’s performance. In general observation, stress is
self-developed by an individual when a person starts expecting more than he
deserves or when a person starts under estimating himself by thinking that the
work is beyond his capability and continue to do so, this behavior of the person
make him to reach the stage of mental illness which may make up the way to
depression by shattering the individual personality both internally and externally.

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.

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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.

Ramezan Jahanian, Seyyed Mohammad Tabatabaei and Behnaz Behdad (2012),

says that stress is a part in our daily life. They say that if a person feels physically
and emotionally disabled, they see others help. Most people do not recognize their
capabilities and capacity to deal or encounter with high level 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.

Physiological theory of stress

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 following theories explain the physiological stress:

 James-Lange theory of emotion

 Canon-Brand theory of emotion
 Schachter-singer theory of emotion
 Stress and cognitive appraisal

James-Lange theory of emotion

The first theory James-Lange theory of emotion was proposed by psychologist

William James and Carl Lange, the James-Lange theory of emotion suggests that
the emotion occurs as a result of physiological reactions of events. This theory aims
to explain cause and affect relationship between emotions and physiological events

The theory,

Event ==> Arousal ==> Interpretation ==> Emotion

According to this theory, when an event stimulates or arouses a person (arousal),

the Autonomic Nervous System (ANS) reacts and creates physiological
manifestations such as fast heartbeat, increase in perspiration rate, increase in
muscular tension and many more. Once these physical events occur, the brain starts
interpretation of these reactions. The result of the brain’s interpretation is an
emotion. In this sense, the theory is give rise to “fight or flight reactions”, in which
a person’s bodies sensations make the person react on the basis of interpretation
made by the brain and physiological events. In this theory he explains the common
sense of individual and the reaction of ANS when a person encounters something
unusual say seeing poisonous snake may make a person get afraid and the reaction
comes out to be an increase in heart rate, increase in perspiration, sweating, which
symbolizes that the person is afraid and he runs away to
savehimself.

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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.

He suggests that autonomic stimulation and mental construal of emotion happens

simultaneously, whereas James-Lange theory claims autonomic sensations
(arousal) results in subjective state (emotion). He further adds that our bodily
responses happen too slowly to be acknowledged by brain before experiencing
emotion. He says that we experience physiological arousal and emotion at the same
time, but gives no attention to the role of thoughts or outward behavior. For
example, we are walking in a dark place and suddenly we hear some footstep noise
coming from behind, hearing this heart rate increases.

This theory assumes that emotional state and psychological reactions works
independently

Schacter-Singer theory (1962)

The Schechter–Singer theory of emotion which is popularly known as two-factor

theory, It explains that the emotions which occurs in us are nothing but the result
of the interaction between two important
factors: physiological arousal and cognition.. According to this theory,
physiological arousal is cognitive process which is based on the environment in
which we stay. This process culminates in emotional experience. Stanley Schechter
and Gernel singer were first to introduce role of cognition. They emphasize that
identification of emotion is being recognized and experienced by observing our
environment and by comparing ourselves with others. They explain that an event
causes physiological arousal first. Then we identify the reason of the arousal we
experience.

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

There are three important proposition of this theory:

1. If an individual has no explanations regarding the arousal state, he will label it

in the cognition terms.
2. If an individual have an appropriate explanation for the arousal then he is
unlikely to make alternative cognitive of labeling of arousal.
3. An individual will respond with emotional experience to the level of his
physiological excitement under identical cognitive circumstances

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.

Aldana (1996) established a direct relationship between personal habits and

perceived stress. It clearly states that if a person’s healthy habits include regular
exercise, healthy nutrition and regular sleep then it is going to have direct impact
on individual perception and resistance to stress. Furthermore, avoiding unhealthy
lifestyle habits such as late rising in the morning, no exercise, alcohol, drug,

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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,

A. Behavioral coping: Behavioral coping refers to the physical activity that an

individual use to cope up with stress. These actions are changed due to demand
of the time. For instance, if an individual is being given some work and along
with that he is being provided with a deadline to finish up the work, in this case
reprioritize the work and may seek addition help will help him to get the work
done on time. This is especially effective against time stress.
B. Cognitive coping: cognitive is a thinking process. In type of stress coping
mechanism thoughts and perspective of individuals are used. Here individual
will apply his mental efforts and try to filter out the positive side of something
rather than focusing on the negative side (Krohne, 1993). Monat&Lazarus, 2001,
further explains that if the person learns to sway away from negative thoughts,
positive thoughts, positive encouragements, self-talk are some of the effective
approaches to help individuals to reduce their stress level. This is particularly
effective and suits the situational stress.
C. Problem-focused coping: this method helps the individuals to deal with
anticipatory stress. This mechanism aims at focusing problem on one hand and
seeking the most appropriate solution to the problem. The individual is focused
on finding the solution and thus try to keep the stress at bay, finding the
solution in most appropriate and effective way (Krone, 2002).
D. Emotion-focused coping: in this mechanism an individual finds the various
ways to recognize and manage their own emotional responses to situation they
find stressful. This is based on how individual channel their feeling into positive
results and how they manage to cope effectively when dealing with encounter
with stress.

CONCLUSION

Stress is naturally occurring phenomenon, which is being experienced by everyone.

It’s all depends upon individual how he cope up with the stress. Stress has two
faces; a motivator or destroyer. If situation is handled carefully and patiently, it acts
like a motivator. However, like many other things in life, excess of anything is
disastrous, likewise excess of stress will have negative and worst impact of an
individual’s personal and professional life, especially if left untreated or delay in
adopting coping techniques in the life.

As a person we all have various types of responsibilities, which makes us uniquely

positioned to identify various sources and types of stress. However, we must first

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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:
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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,
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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.
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11. Maslach, C., Schaufeli, W.B., & Leiter, M.P. (2001). Job burnout. Annual Review of
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 33
A Study Of Work-Life Balance Of Women Teachers In
District Gaya (Bihar)

Ashish Kumar Barnwal

Research Scholar, Magadh University, Bodh-Gaya

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.

Keywords: Work-life Balance, Women teachers

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.

PRESENT SCENARIO OF EDUCATION IN BIHAR

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

Gaya is a city of ancient historical and mythological significance. It is situated at

bank of river “Falgu” and located on the southern part of Bihar. It is one of the
major tourist attractions of Bihar. The city is the 2nd largest city of Bihar, and is also
the headquarters of Gaya district and Magadh division. In the educational
background, Gautam Buddha attained enlightenment at Bodh Gaya and since then
places around Gaya such as Rajgir, Nalanda, Vaishali and Patliputra became the
bastion of knowledge for the ancient world. There are a number of schools in Gaya
District, most of them are very popular and provide better education as compared
with other cities. Now a day’s Gaya has become the educational hub and there are a
lot of opportunities for women teacher in Gaya District.

WORK-LIFE BALANCE ISSUES

 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.

 WLB is an emerging concept in HR in the content of modern organizations. It

refers to individual’s ability to balance and maintain equilibrium state of
work and work commitments and responsibilities.

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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.

BENEFITS OF WORK-LIFE BALANCE

There is some of the work life balance which is as following:

Work Life Balance to Individuals

 Clear and optimistic approach

 More clarity in Performance.
 Completion of work within the scheduled time.
 Lower level of Intra individual conflicts and Inter individual conflicts
between work and family roles
 Stress free and good quality of work life
 Good in self management
 Healthy family environment
 Improved quality of work life
 High morale
 More work satisfaction
 More satisfaction in personal life
 Good Health(both Physical and Mental health)

WORK LIFE BALANCE TO ORGANISATION

 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.

There are three major aspects of work/life balance:

 Time balance, which concerns the amount of time given to work and non-work
roles.
 Involvement balance, meaning the level of psychological involvement in or
commitment to non-work roles
 Satisfaction balance or the level of satisfaction with work and non-work roles.

SIGNIFICANCE OF THE STUDY

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.

R. Baral & S. Bhargava, (2011), Family-friendliness of employers in India have been

reflected in various welfare provisions which have been a matter of concern for
employers since industrialization. With time, the scope and coverage of such
initiatives have broadened and have become more individual growth and family
well-being oriented. However, these policies and practices are more prominent in
new economy organisations such as software and services organisations.

A big section of research focuses on the implications of work-life imbalance or

measuring the detrimental impact of work life imbalance on various aspects such as
job satisfaction, burnout (Y. P. S. Kanwar, A. K. Singh & A. D. Kodwani, 2009),
Organizational commitment (T. G. Vijaya; R. Hemamalini, 2012), health issues
(Smita R. Chavan & Balkrushna Potdar, 2011) etc. However, very few studies have
focuses on the work life balance issues in the teaching profession.

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

1. To identify the stress experienced by Women Teaching members

2. To know the causes of stress among Women Teaching members

3. To find the perception of Women Teaching members with respect to work Life
balance

4. To understand ways to achieve 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

A. Individual factors (Personal factors, Family factors)

B. Job related factors (Situational Factor, Service Duration, Role, Stressors, Job
Satisfaction

II. Dependent variables (Effects of Stress)

Delimitations of the study

Women teaching professionals working at various Schools in Gaya

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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

Table -1.Grouping of Respondents

BASIC Group %
Age 24 - 30 Yrs 28
30 - 40 Yrs 42
40 - 50 Yrs 18
Above 50 Yrs. 12
Income Up to 10K 7
10K - 20K 36
20K - 30K 26
30K- 40K 17
ABOVE 40K 14
Married Unmarried 13
status Married without any Child 22
Married with one Child 23
Married with two Child 28
Married with more Child 14

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 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.

Chart-2 INCOME OF RESPONDENT

Source: Primary Data

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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.

Chart-3 Martial Status of The Respondent

Source: Primary Data

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.

Chart-4 Importance of Work Life Balance

Source: Primary Data

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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.

Chart-5 Ability to Achieve Work-Life Balance

Source: Primary Data

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

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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 -7 Inability to Achieve Work Life Balance

Source: Primary Data
28% of the respondents said that they face stress sometimes due to their inability to
balance between work and life, 49% said they are stressed occasionally and about
9% said they feel stressed lot of times. Thus about 86% of the respondents agreed
that they feel stressed at not being able to achieve work life balance either lot of
times, sometimes or at least occasionally. Only 11% respondents said that they are
not stressed and 3 % chose not to comment.

Chart-8
Source: Primary Data

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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,
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2. Bhattacharya, Soumya. & Mehra, Puja. (October 2010). Corporate Aparatheid, Business
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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).

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 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.

Keywords : Organisation, Quality of work life, Morale

INTRODUCTION

Management of every organization wants to improve the morale of its human

resource as a measure to increase their motivation which forms a prerequisite to
pro electivity. Morale is the best component of quality of work life. Quality of work
life refers to the eve of satisfaction, motivation, involvement and commitment
individuals experience with respect to their lives at work. Quality of work life is the
degree to which individuals are able to satisfy their improvement personal needs
while employed by the firm. Companies interested in enhancing employees quality
of work life. Generally try to instill in employees the feeling of security, equity,
pride, internal, democracy, ownership, autonomy, responsibility and flexibility.
They try to treat employees in a fair and supportive manner, open communication
channel at all levels offer employees opportunities to participated in decisions
affecting them and empower them to carry on with their assignments. It has also
been associated with organizational change aimed at increasing the level of job
widening and job enrichment. Crucially, the idea is that of attaining higher levels of
involvement and their by motivation by improving the attractiveness of the work
itself rather than through improving the terms and condition of work. [Quality of
life phenomena explored in early studies included job satisfaction, (measure by
employee turnover, absenteeism or attitude surveys), organizational climate and
the learning of new task.]

In 1995, the university of Pennsylvania took initiatives to broadly introduce the

concept “Quality of work life!” to enhance faculty and staff opportunity for a
constrictive, productive and positive work experience.

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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.

OBJECTIVES OF QUALITY OF WORK LIFE

 To improve the employee safety working condition.

 To give opportunity of career development.
 To reduce organizational stress.
 To improve relationships both on and off the job.
 To better manage on-going change and transition.
 To participate in management at all levels in shaping the organization.
 To improve adequate Human Resource Development Programs.

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Quality of work life Model

IMPORTANT SCOPES OF THE QUALITY OF WORK LIFE

1. Adequate and Fair Compensation

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.

2. Safe and Healthy Working Conditions

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.

3. Opportunity to use and Develop Human Capacities

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
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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.

4. Opportunity to Growth and Security

When employees are offered opportunities to grow in an organisation by providing

promotion ladder, it helps in improving the QWL. There is an inner desire in every
employee for career progression. If the job is dead-end, it must be made clear to the
employee at the outset.

5. Social Integration in the Work Organisation

An employee develops a sense of belongingness to the organisation where he

works. Discrimination among the employees on the basis of age, gender, cast,
creed, religion etc. can act as a hindrance in the way of social intergation. Workers
develop self-respect as a result of social integration and it improves the quality of
work life.

6. Constitution in the Work Organisation

Every employee should be entitled to some privileges such as personal privacy,

right to expression, right to equitable treatment etc. These should be governed by
certain rules and regulations. In short, there should be the ‘Rule of Law’ as per the
constitution of the enterprise.

7. Work and Total Life Span

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.

8. Social Relevance of Work Life

Those business enterprises which are engaged in discharging their social

responsibilities contribute to QWL. If a concern does not care for social obligations,
the employees of such organisation cannot expect a better QWL. Low quality
products, no control on pollution, bad employment practices are indicators of low
QWL.

MAJOR ISSUES IN QWL

1. Pay and stability of employees

• Employees will demand more in the form of social security and welfare
benefits
• Not given proper payments will affect the QWL
2. Job security
• Should not have fear of losing their job
• Systems with healthy working conditions & optimum financial security
3. Occupational stress
• Due to working conditions, working schedule , hypertension, irritability
etc..

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4. Adequacy of resources
• Match between resource availability & company objectives
• Lead to employee dissatisfaction

STRATEGIES FOR IMPROVEMENT OF QWL

1. Self managed work team

• Autonomous work group or integrated work teams
• Plan , co-ordinate & control activities with the help of team leader
• employee participation
• Improve QWL
2. Participative management
• Allowed to participate in management participative schemes.
• Develop a positive attitude.
• Improve QWL
3. Worker- supervisor relationship
• Social association, belongingness,
• achieve of work results etc…
4. Promotion
• Opportunity to move in to jobs with high job satisfaction and prestige
5. Recognition
• rewarding system, job enrichment, offering membership etc
6. Organizational health programme
• Educating employee about health problems.
• Result in reduction of absenteeism hospitalization etc.
7. Alternative work schedule
• work at home.
• flexibing working hours.

CONCLUSION

Quality of work life very crucial factor in determining employee satisfaction in

almost in each and every organization. This help in building good relationship. To
retain good talent, organization should have law stress level and high quality of
work. Good Quality of work life leads to an atmosphere of good impersonal
relations and highly motivated employee who strive for their development.
Improvement in Quality of work life improves productivity organizations should
make constant efforts to improve their quality work life programme.

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/

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 35
Effective Organizational Communication As A
Facilitator Of Organizational Performance
Mr. Vineet Tomar
Research Scholar, Jiwaji University, Gwalior

Mr. Abhijeet Singh Chauhan

Student – Prestige Institute of management, Gwalior (M.P)

ABSTRACT

This research explores the effect of Organizational communication on Organizational

performance. In order to find the impact of Organizational communication on
Organizational performance we have taken the sample size of 100 respondents and 20
questions were used by using a likert scale for the study. The results of reliability test were
more than the standard value that is 0.7 which shows that questionnaire was highly reliable
and consistent. The overall results of regression analysis are significant at .000 level of
significance which confirms that there is a significant impact of Organizational
communication on Organizational performance.

Keywords: Organizational communication, Organizational Performance

INTRODUCTION

Communication is the way by which we convey our thought, emotions, and

expressions and understands others also. A proper communication creates a good
understanding between peoples and creates a harmony between peoples. Same
thing applies with the organizations also. As we know that organization is the
group of people working together to achieve a common objective but for the
attainment of this objective every organization should need to have a proper
communication between employees and employers which creates a feeling of
belongingness in them. There should not be any kind of misunderstanding in the
organization which leads to job dissatisfaction between the employees and which
results in less motivated employees, less employee morale, and less productive
employees. It has been seen that the organizations having a good communication
are very productive and earn a huge amount of profit also. So, there is an impact of
communication on organizational performance.

CONCEPTUAL FRAMEWORK

Organizational communication is a way by which transmission of necessary

information is done in the organization so that employees get the information on
time and helps them in the completion of task on time.
Organizational performance comprises the actual output or results of
an organization as measured against its intended outputs (or goals and objectives).

297
LITERATURE REVIEW

Inedegbor et al. (2012) In his Study “The impact of business communication on

organizational performance in Nigerian Companies” tested the causal relationship
between organizational communication and organizational performance with the
help of regression analysis and found that there is a significant impact of
organizational communication on organizational performance.

Neves (2012) in his research work titled “Management Communication and

Employee Performance: The Contribution of Perceived Organizational Support”
conducted the interview and asked several questions with the employees and came
to the conclusion that employees feel that the timely transmission of necessary
information helps them to do their work with ease.

Rho (2009) investigated in his study ” The impact of organizational communication

on public and nonprofit managers’ perception of red tape” that regular
communication with clients plays an important role in minimizing perceived red
tape, and Sector-based variances between public and nonprofit sectors encourage
the impact of communication type on red tape perception.

ASAMU Festus Femi (2014) in his study “The Impact of Communication on

Workers’ Performance in Selected Organizations in Lagos State, Nigeria” tested the
relationship between organizational communication, productivity and commitment
with the help of Pearson correlation coefficient and found that there exists a
positive relationship between them.

NEBO, Chidiebere (2015) in this research “the role of effective communication on

organizational performance: a study of nnamdi azikiwe university, awka” with the
help of chi-square test found that there is significant relationship between
organizational communication and organizational performance.

Caroline Wanjiku kibe (2014) in his study titled “Effects of Communication

Strategies on Organizational Performance: A Case Study of Kenya Ports
Authority”. Performed an investigation in several organizations and case study
method of research was used and she came to the conclusion that communication
strategies play a vital role in high performance.

Zareen Husain (2013) in her research paper “Effective communication brings

successful organizational change” reviewed the literature and investigating the
relationship between organizational communication and organizational change and
analyzed that there is need for effective communication for facilitating change in
the organization.

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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.

Hikmah (2015) in his paper titled “The Effect of Organizational Communication

towards Employees’ Performance of the Badan Pendidikan Dan Pelatihan in
Makassar City”. Tried to examining the importance of communication and its
impact on working of organization and applied regression analysis and found that
Organizational communication significantly affects the organizational working.

OBJECTIVES OF THE STUDY

 To design, develop and standardize the measures to evaluate organizational

communication and organizational performance.
 To find out the underlying factors in Organizational communication towards
Organizational performance.
 To measure the impact of organizational communication on organizational
performance.
 To open new vistas for further research.

RESEARCH METHODOLOGY

The Study: The study was causal in nature & survey method was used to conduct
the study.

Sample Design:

Sampling Population: Population included Employees from Gwalior region.

Sampling Element: Individual respondents were the sampling elements.

Sampling Techniques: A Judgmental sampling technique was used to select

sample elements.

Sample Size: 100 respondents were the sample size.

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.

Tools used for data analysis:

1. Reliability test
2. Factor analysis test
3. Regression analysis

Hypothesis
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H01. There is no significant impact of Organizational communication on
Organizational Performance.

RESULT & DISCUSSION

Reliability

Scale: Organizational communication

Table No 1
Reliability Statistics
Cronbach's Alpha N of Items
.856 10
Scale: Organizational performance
Table No 2
Reliability Statistics
Cronbach's Alpha N of Items
.812 10

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

KMO and Bartlett's Test for Organizational communication

Table No. 3
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .784
Bartlett's Test of Sphericity Approx. Chi-Square 185.100
Df 15
Sig. .000

KMO and Bartlett’s Test for Organizational Performnace

Table No. 4

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .839
Bartlett's Test of Sphericity Approx. Chi-Square 292.381
Df 45
Sig. .000

Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy is an index used to

evaluate the appropriateness of factor analysis. High values (between 0.5 and 1.0)
indicate factor analysis is appropriate. Values below 0.5 imply that factor analysis
may not be appropriate. The Kaiser-Meyer-Olkin Measure of Sampling Adequacy
value for Organizational communication and Organizational performance was
0.784, and 0.839, indicating that the sample was adequate to consider the data
suitable for factor analysis.
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Bartlett’s Test of Sphericity: Bartlett’s Test of Sphericity is a test of statistics that
was used to examine the null hypothesis that the population correlation matrix is
an identity matrix. The Bartlett’s Test of Sphericity was tested through Chi-Square
value represented in the table significant at 0.000 level of significance. Therefore,
the above hypothesis is rejected which indicated the collected population were not
an 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 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

Factor Name Eigenvalue Variable Convergence/ Statement Loadings

Value
Total % of var.
Communicati 3.540 13.856 Most of the information I receive on a daily .726
on flow basis comes from my manager.
In this organization my ideas are frequently
passed on top management. .521
Most of the information I receive on a daily
basis comes from my co-workers. .546
I feel comfortable sharing ideas with my .724
manager
Coordination 2.645 12.623 In this organization important information is .668
/Knowledge a scare resource.
sharing In Most situations, I receive the information I .675
need to effectively perform my job.
My co-workers and I readily share important .681
information that is critical to our success.
I receive most of the information I need .774
through informal channels.

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

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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.

Operational 1.127 4.356 Communication helps in improving operational .594

Efficiency efficiency thus improving organization
and decision performance
making Communication helps in execution of decisions .728
and
accomplishing tasks

Description of Factors:

1. Effectiveness of communication: This factor is important determinant of

research with a total variance of 2.431 and percentage of variance explained was
8.740.

2. Teamwork/Employee morale/Job satisfaction: This factor emerged as the the

next important determinant of research with a total variance of 2.254 and
percentage of variance explained was 6.471.

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

Table No.7 - Model Summary

Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .466 .217 .216 .861
Predictors: (Constant), Organizational communication
Dependent variable: Organizational performance

Table of Model summary shows that the coefficient of determination R square is

0.217 and R is 0.466 at 0.00 significant level. The coefficient of determination

302
indicates that 21.7% of the variation in the response to organization performance is
explained by organizational communication.

Table No. 8: ANOVAa

Model Sum of Df Mean F Sig.
Squares Square
1 Regression 193.921 1 193.921 261.525 .000b
Residual 1396.986 1886 .742
Total 1784.828 1887
Dependent Variable: Organizational performance
Predictors: (Constant), Organizational communication

This table presents the results of Analysis of Variance (ANOVA) of Organizational

communication and organization performance. The ANOVA results for regression
coefficient indicates that the significance of the F is 0.000 which is less than 0.005
hence implying that there is a positive and significant relationship between
organizational communication and organization performance.

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

Analysis was done to determine beta coefficients organizational communication

and organization performance. Coefficient table shows that there is significant
relationship between organizational communication and organizational
performance. Since the coefficient of Organizational performance is 0.793 which is
statistically greater than zero. The t statistic is 16.172 which is greater than zero.
This demonstrates that organizational communication have a positive impact on
organization performance. Hence our null hypothesis (H01) is rejected.

IMPLICATIONS OF THE STUDY

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.

3. Students can use the standardized questionnaire for Organizational

communication and Organizational performance developed in the study for
doing studies in similar areas.

SUGGESTIONS AND RECOMMENDATIONS

303
 1. The study has been done by taking only a sample of 100 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.

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

LIMITATIONS OF THE STUDY

 One of the limitations of this study is that it only focused on Organizational

communication which is one of the determinants of organization performance.
Thus, the study left out other determinants of organization performance.
 Another limitation is the sample size that is 100 this research could be done on
the large sample size but this can be done in future researches on this topic.

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

Dr. Bireshwar Pandey

Post-doctoral Research Scholar, University of Delhi

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.

Keywords: Staff Welfare Schemes, Productivity

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:

Staff Welfare Scheme - I deals with reimbursement of college fees to sons/daughter

of the employees. Staff Welfare Scheme – II deals with relief to family employees
who die in harness. Staff Welfare Scheme-III related with additional medical
expenses to an employee/dependents suffering from illness leading to
hospitalisation and/or domiciliary treatment. Staff Welfare Scheme – IV deals with
hospitalisation scheme for Permanent Part-time Safai Karmacharis. Staff Welfare
Scheme –V related with reimbursement of expenses incurred on health checkup of
the employee after reaching the age of 40 years and above. Staff Welfare Scheme -
VI medical assistance scheme to retired employees. Staff Welfare Scheme VII
related with transit home at Mumbai, Chennai Calcutta and New Delhi for the Staff
Members and their family members. Staff Welfare Scheme - VIII related with tie up
arrangement in reputed hospitals for reservation of beds/credit tie up
arrangement. Staff Welfare Scheme – IX related with reward to the children of
employees of the bank who pass SSC and higher secondary examination
meritoriously. Staff Welfare Scheme - X related with establishment of holiday
homes rest and recreation is invaluable for an employee. Staff Welfare Scheme - XI
related with reimbursement of tuition fees/cost of text books/cost of uniform for
school education to two children of the subordinate staff and reimbursement of
school tuition fees/cost of text books to two children of other staff members. Staff
Welfare Scheme - XII related with reimbursement of cost of vaccination for hepatitis
‘B’ once in five years in respect of self & members of the family of the staff
members.

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.

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 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

Dr. Shiva Durga

Assistant Professor, GLA, Mathura

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).

Ess- Tata Steel’s Style

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.”

Jamsetji Tata, Founder of the Tata group, Chairman (1868 – 1904)

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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