STUDY OF PERFORMANCE APPRAISAL SYSTEM AT...

Volume 3, Number 2, April – June’ 2014

ISSN (Print):2279-0950, (Online):2279-0969 PEZZOTTAITE JOURNALS

International Journal of Organizational Behaviour & Management Perspectives © Pezzottaite Journals 795 | P a g e

STUDY OF PERFORMANCE APPRAISAL SYSTEM AT MAHARASHTRA STATE POWER

GENERATION COMPANY LIMITED, MUMBAI

Dr. Arjita Jain1

ABSTRACT

Performance Appraisal is one of the most complex and controversial human resource technique. Participative performance

appraisal is an essential and proven attribute of an effective performance appraisal system. A Performance Appraisal is a

systematic and periodic process that assesses an employee’s work performance and productivity in relation to certain pre-

established criteria and organizational objectives. Appraisal has tremendous motivational impact on people through

meaningful feedback and is a powerful tool for recognition.

This paper aims at studying the performance appraisal system practiced at Maharashtra State Power Generation Company

Limited in Mumbai. The research type is descriptive. The sample size of 50 has been chosen including staff and managers.

The data used for the study is primary data collected with the help of questionnaire filled by the respondents. The data is

analyzed using percentage analysis. The research findings reveal that overall employees are satisfied with the existing

performance appraisal system at Maharashtra State Power Generation Company Limited.

KEYWORDS

Performance Appraisal, Effectiveness, Productivity, Potential, Training & Development etc.

INTRODUCTION

Performance appraisal is the process of obtaining, analyzing, and recording information about the relative worth of an employee to

the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and

weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based

on considerations other than productivity alone. Performance' appraisal is a formal structured system of measuring and evaluating

an employee’s job related behaviors and outcomes to discover how an employee is presently performing on the job and how an

employee can perform more effectively in the future . Performance Appraisal has been considered as the most significant an

indispensable tool for an organization. The information pertaining to performance appraisal is highly useful in making decisions

regarding various personnel aspects such as promotion and merit increases. Performance measures also link information gathering

and decision making processes which provide a basis for judging the effectiveness of personnel sub-divisions such as recruiting,

selection, training and compensation. Accurate appraisal information plays a vital role in the organization as a whole. They help in

finding out the weaknesses in the primary areas. Performance appraisal is the basis for human resource development.

Advantages of Performance Appraisal

Performance appraisal is an investment for the company, which can be justified by following advantages:

Promotion: Performance Appraisal helps the supervisors to chalk out the promotion plan for efficient employees.

Compensation: Performance Appraisal helps in detailing out compensation packages for employees. Compensation

package includes bonus, high salary rates, extra benefits, allowances all these depend on performance appraisal.

Employees Development: The systematic procedure of performance appraisal helps the supervisors to frame training

policies and programs. It helps to analyze strengths and weaknesses of employees so that new jobs can be designed for

efficient employees. It also helps in framing future development programs.

Selection Validation: Performance Appraisal helps the supervisors to understand the validity and importance of the

selection procedure.

Communication: For an organization, effective communication between employees and employers is very important.

Through performance appraisal, communication can be easily sought. Through performance appraisal, the employers

can understand and accept skills of subordinates. The subordinates can also understand and create a trust and confidence

in superiors. It also helps in maintaining cordial and congenial labor management relationship. It develops the spirit of

work and boosts the morale of employees.

1Professor, NCRD’s Sterling Institute of Management Studies, Maharashtra, India, [email protected]

mailto:[email protected]




Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of employees, a

person’s efficiency can be determined and accordingly rewarded.

Various Tools Used for Performance Appraisal

There are different approaches for doing appraisals. Employees can be appraised against absolute standards, relative standards or

objectives. No single approach is always best. Each has its strength and weaknesses. Ranking, Paired Comparison, Forced

Distribution, Confidential Report, Essay Evaluation, Critical Incident, Checklists, Graphic Rating Scale, BARS, Forced Choice

Method, MBO, Field Review Technique, Performance Test are various tools used for performance appraisal.

REVIEW OF LITERATURE

Fletcher C, in his article titled as ‘Performance Appraisal and Management’, published in the Journal of Occupational and

Organizational Psychology (Nov. 2001, Volume: 74 Issue: 4 pp. 473-487) discusses the emerging research agenda for

performance assessment and performance management. The author has focused on two main aspects of the nature of appraisal -

content (what is appraised-contextual performance, the concept of goal orientation and improving target managers' self-

awareness), and process (how it is appraised -looking at issues associated with the interaction between appraiser and appraise and

multi-source feedback. The influence of cultural diversity and the influence of developments in information technology on

appraisal have also been explained in the article.

Gregory H. Dobbins, Robert L. Candy and Stephane J. Platz-Vieno in their article titled as “A Contingency Approach to

Appraisal Satisfaction: An Initial Investigation of the Joint Effects of Organizational Variables and Appraisal Characteristics”,

published in the Journal of Management (September 1990 16:619-632,) highlights the moderating effects of organizational

variables on the appraisal characteristic-appraisal satisfaction relationship. Analyses indicated that the appraisal characteristics of

action plans, frequency, and rater training were more positively related to appraisal satisfaction when subordinates experienced

role conflict, were not closely monitored, and supervisors had a large span of control. The results provide substantial support for

conceptualizing appraisal satisfaction as a contingent function of both appraisal characteristics and organizational variables.

OBJECTIVES OF STUDY

This research study aspires to understand the performance appraisal system practiced at Maharashtra State Power Generation

Company Limited in Mumbai (MSPGCL). This research study also aims to find out the employees’ attitude and expectation

towards the present appraisal system, to provide suggestions for improving appraisal process based on the study.

SCOPE AND LIMITATIONS OF STUDY

The present study has been undertaken to find out the level of satisfaction with existing Performance Appraisal System

at Maharashtra State Power Generation Company Limited. The study can be used to improve the appraisal process.

Through the study, company would be able to know the gaps in the existing appraisal process and steps can be taken to

improve the process.

Time is the important limitation. Due to time constraints, only limited population was taken for the study. Findings

based on this study cannot be used in other organizations. There are chances of misrepresentation of the responses.

Candidates would not reveal the exact reason for their dissatisfaction from appraisal. The biased view of the respondent

was another cause of the limitation.

MAHARASHTRA STATE POWER GENERATION COMPANY LIMITED

Maharashtra State Electricity Board (or MSEB) is a state-owned electricity regulation board operating within the state of

Maharashtra in India. After the collaboration between the MSEB and Enron (Electricity Act 2003 of Government of India), the

Maharashtra State Electricity Board was restructured into four companies’ w.e.f. 6 June 2005.

These companies were registered with Company Registrar, Mumbai on 31 May 2005 as - MSEB Holding Company Limited,

(Maharashtra State Power Generation Company Limited (MSPGCL / MAHAGENCO), Maharashtra State Electricity

Transmission Company Limited (MSETCL), and Maharashtra State Electricity Distribution Company Limited (MSEDCL).

MSPGCL is an eco-friendly power generating company and has received certification under ISO: 14001 and ISO: 18001 for its

major power stations at Chandrapur, Koradi, Khaperkheda, Nasik, and Parli and at Koyna and Uran.




RESEARCH METHODOLOGY

A sample of 50 respondents was taken for the study. Simple random probabilistic sampling technique has been used. To achieve

the objective of the study an Exploratory Research was conducted to assess what MSPGCL employee thinks about existing

performance appraisal system. For the purpose of the study, data was collected from both primary and secondary sources. In this

research study, primary data was collected through Survey using Questionnaire as research instrument. Questionnaire had both

open ended and close-ended questions.

DATA ANALYSIS & INTERPRETATION

Duration of Work in MSPGCL / MAHAGENCO

This question was asked to the employees working in MAHAGENCO to find out the duration for which they have been working

in the organization, based upon which the researcher can know if the employees are satisfied with their job in the company or not.

Table-1: Duration of Work Period

From the table it can be inferred that 46% of

the respondent are working from 5 to 10

years. 30% are working from 2 to 5 year. 14%

of employee is working from more than 10

years and only 10% are working below 2

years.

Sources: Authors Compilation

Awareness of Technique of Performance Appraisal

Table-2

From the table it is clear maximum employees

are aware of their performance appraisal

technique (84%) and only 16% employees not

aware of performance appraisal.


Employees Opinion about Existing Appraisal System

Table-3

From the table it can be inferred that

majority of employees are satisfied with the

present appraisal system (66%) and only

6% employees are dissatisfied. 28%

employees are undecided about it.


Employees Perception about the Frequency of Appraisal

Table-4

From the table it can be inferred

that the maximum (82%) of the

employees think the appraisal is

a continuous process whereas

none of the employees (0%) feel

that MAHAGENCO should not

appraise.


Particulars Number of Respondents Percentage of Respondents

Below 2 Yrs. 5 10 %

2-5 Yrs. 15 30%

5-10 Yrs. 23 46%

10 and Above 7 14%

Total 50 100%

Remarks Number of Respondents Percentage of Respondents

Yes 42 84%

No 8 16%

Total 50 100%


Fully Satisfied 10 20%

Satisfied 23 46%

Undecided 14 28%

Dissatisfied 3 6%

Total 50 100%


Once During Service Period 1 2%

Continuous 41 82%

Never 0 0%

Undecided 8 16%

Total 50 100%




Clarity of Performance Standard

Table-5

86 percent of the respondents said that they have

clarity regarding their expected performance. 14

percent of the respondents said that they do not

have clarity with what is expected from them.


Effects of Performance Appraisal on Productivity

Table-6

From the table it can be inferred that the effect of

performance appraisal with a positive feedback; employee

feels motivated and it leads to higher productivity (76%)

whereas none of the employees feel de-motivated when

appraisal feedback is positive.


24% are of the opinion that positive feedback does not lead any change in their performance/productivity. 56% of the respondents

were of the opinion that negative appraisal feedback de-motivates them and this leads to decrease in productivity. 24% respondent

revealed that negative feedback helps them to put extra efforts. 20% were of the opinion that negative feedback leads no change in

their performance. 48% respondent revealed that neutral feedback motivates those leads to average productivity whereas 10% said

that average feedback de-motivates them and 42 % said that neutral feedback makes them indifferent.

Who Should Do the Appraisal?

Table-7


From the above table, it can be interpreted that the majority of employees (48%) want to get the appraisal by the superior,

consultant and self-appraisal. None of them wants to be appraised from their peers and subordinates.

Appraisal Help in Polishing Skills and Performance Area

Table-8


Yes 32 64%

No 6 12%

Somewhat 12 24%

Total 50 100%


If the process of appraisal does not lead to the improvement of the skills and proficiency of the employees, the very purpose of

appraisal becomes illogical. In the survey conducted, it was observed that nearly 64 % of the respondents agree that Performance

Appraisal does leads to polishing the skills of the employees. Nearly 24 % of the respondents were of the opinion that it does not

serve this purpose and around 12 % were not able to respond as to whether it serves any such purposes or not.


Yes 43 86%

No 7 14%

Total 50 100%

Feedback Motivated Indifferent De-motivated

+ Feedback 38 12 -

- Feedback 12 10 28

Neutral 24 21 5


Superior 10 20%

Peer 0 0%

Subordinate 0 0%

Self-Appraisal 6 12%

Consultant 2 4%

All of the above 24 48%

Superior + Peer 8 16%

Total 50 100%




Personal Bias Creeps-In While Appraising an Employee

Table-9


Yes 37 74%

No 13 26%

Total 50 100%


In the process of appraising, both the parties are human being, that is, the one who is being apprised and the other who is

appraising. Thus, there bound to be subjectivity involved, be it an objective way of appraising. While interviewing the

respondents, as huge as 74% respondents revealed that personal bias do creep in while appraising an individual.

Only 13% respondents said that it personal bias do not affect their appraisal. Personal biases are inevitable to every appraisal

method it is the extent to which the appraiser is reasonable and impartial.

Suggestions and Innovations are rewarded at MSPGCL

Table-10

Only 32% respondents revealed that their

suggestions and innovations are rewarded

whereas 68% respondents reveled that their

suggestions and innovations are not rewarded at

MSPGCL.


Appropriate Method of Conducting the Performance Appraisal

Table-11


From the above table it can be interpreted that the maximum (58%) of the employees prefer the 360-degree technique of

performance appraisal whereas the minimum no one prefers paired comparison technique.

Identification of Hidden Potential through Performance Appraisal

Table-12


From the above table it can be interpreted that majority of the employees (66%) feel that performance appraisal leads to

identification of hidden potential whereas 34% disagree.


Yes 16 32%

No 34 68%

Total 50 100%


Ranking Method 6 12%

Paired Comparison 0 0%

Critical Incidents 3 6%

MBO 10 20%

Assessment Centre 2 4%

360 degree 29 58%

Total 50 100%


Yes 33 66%

No 17 34%

Total 50 100%




Extent to which the Purpose of Performance Appraisal is fulfilled

Table-13


Completely 34 68%

Partially 16 32%

Total 50 100%


68% of the respondents revealed that the purpose of performance appraisal is completely fulfilled at MSPGCL whereas 35% of

the respondents revealed that the purpose of performance appraisal is partially fulfilled.

Assessment of the training and development needs of Employees

Table-14


To Great Extent 17 34%

To Some Extent 30 60%

To Very Little Extent 3 6%

Total 50 100%


34% of the respondents said that to great extent the training and development need identification is through performance

appraisal. 60% of the respondents revealed to some extent training and development need identification are through performance

appraisal. Only 8% of the respondents said that to very little extent training and development needs are identified through

appraisal.

OBSERVATIONS AND FINDINGS

Majority of workforce is working since 5 to 10 years in MSPGCL. As such, the organization is noting facing the

problem of employee attrition.

Majority of employees are aware of Performance Appraisal.

Most of the workforce is satisfied with existing appraisal system.

Performance Appraisal is a continuous process.

Majority of workforce is having clarity of performance standards.

Positive appraisal feedback motivates employees and increases their productivity.

360-degree appraisal method is preferred by most of the employees. However, surprisingly not a single respondent want

to be appraised by subordinate and peer.

Most of the employees were of the opinion that continuous appraisal helps in harnessing their skills.

Many respondents revealed that personal biases creeps in existing appraisal system thus affect the effectively of

performance appraisal system.

Employees of MSPGCL do not feel their suggestions are welcomed / rewarded appropriately.

When asked about appropriate appraisal method, majority of employees preferred 360-degree method.

Most of the employees revealed that overall purpose is fulfilled by existing performance appraisal system at MSPGCL.

CONCLUSIONS AND SUGGESTIONS

Performance appraisal is essential for effective management whether it is a private organization or a public. It is vital for

managing the performance of people and organizations. Which is the most effective appraisal method? It is one of the most

debatable topics amongst HR professionals. However, one thing, which is true, is that if performance appraisal is conducted

properly and performance standards are clearly communicated to all the employees it becomes effective.

The commitment to the performance appraisal system in public organizations in India is very low. Low commitment and lack of

accountability are the major reasons for the low institutionalization of the performance appraisal processes in most of the

government organizations. Performance appraisal at MSPGCL is not directly linked to rewards or promotions. There is a lack of

the appropriate atmosphere and professional approach towards the performance appraisal system. The survey findings revealed

that most of the MSPGCL employees are satisfied with existing appraisal system.




REFERENCES

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http://jom.sagepub.com/content/16/3/619.full.pdf







AN EMPIRICAL STUDY ON EMPLOYEE VIEWS ON

PERFORMANCE MANAGEMENT SYSTEM

Dr. M. S. R. Sesha Giri2

ABSTRACT

Measuring employee performance is a difficult job for Human Resource Manager in terms of job requirements. Even today,

every organization finds it difficult to evaluate employee performance without any bias. In this context, an attempt is made to

know what degree of understanding the employees have in the organizational PMS. 203 executives opinion are collected and

analyzed using various statistical tools. The study was conducted in NTPC Simhadri, Visakhapatnam.

KEYWORDS

Performance Management System, Appraisal, Job Requirements, Effectiveness, Productivity, Training &

Development etc.

INTRODUCTION

In the modern business context, organizations are operating in a highly competitive environment. To withstand competition in a

healthy environment it is imperative for the organizations to continuously strive to improve the performance. Performance of the

organization depends not only on full utilization of available resources at least cost and upgrading technology to get benefits of

economies of scale but also influence manpower planning and motivates employees towards desired direction for improving their

performance on execution of specified tasks.


Performance management system is an umbrella term for conducting performance appraisal, setting goals, communicating

expectations, observing, documenting, giving feedback and helping employees to develop skills and helps an organization to gain

a competitive edge. The competitive edge refers largely how employees are managed, developed and helped to improve

competencies so that they can add value to the organization (Hildebrand, T.E1997).

Performance management is a process of communicating organizational aims, goals and objectives to all stakeholders, setting

performance targets and to measure the level of achievement by continuous monitoring and coaching to enhance the performance

of the individual as well as organization (Blundell, B., & Murdock, A., 1998). Bussin (2004), defined Performance Management

as a means of getting better results from the organization within an agreed framework of planned goals, objectives and standards.

Armstrong (2004) defined Performance Management. As a strategic and integrative approach to deliver sustained success to

organizations by improving the performance of the people and by developing the compatibility of contributions of individual and

the teams.

Elzinga, Taco et al, (2009) in their study on behavioral factors influencing performance management systems pointed out that

behavioral factors have to be ranked according to their relative importance so as identify which behavioral factors are the most

important ones for the use of a performance management system. To enhance the performance of their company they suggested

that managers have to focus their attention on what are the most important behavioral factors to improve the use of their

performance management systems. The objectives of performance management often include motivating performance, helping

individuals develop their skills, building a performance culture, determining who should be promoted, eliminating individuals

who are poor performers and helping implement business strategies (Lawler III, 2003).

Sekwati (2003) emphasize the role of planning, coordinating and reviewing strategies and implementation in Performance

Management System. He opined that 35% of success in organizations is mainly due to human factor, which is a most important

aspect of successful performance management and should not be ignored. For the remaining, he attributed to organizational

factors (65%). He suggested that public officials at senior levels be strategically placed to ensure that the performance

management in the government eventually yields its ultimate goal (Sekwati, 2003).

OBJECTIVES OF STUDY

To know the degree of employee knowledge about PMS System exists in the organization.

To study which factor contributes more for fundamental knowledge and comprehensive knowledge about PMS.

2Professor, Department of Management Studies, Gokaraju Rangaraju Institute of Engineering and Technology, Andhra Pradesh,

India, [email protected]





RESEARCH MEWTHODLOGY

Methods Used: Mean, standard deviation, Coefficient variation and factor analysis.

Sample Size: 203 Executives

Sample Frame: NTPC, Simhadri, Visakhapatnam.

Sample Technique: Cluster sampling (Executive cadre wise E1 to E8) and then quota sampling.

ANALYSIS AND INTERPRETATION

Employee Understanding about Performance Management system (PMS) in the organization is studied in two perspectives, first

one deals fundamental knowledge of PMS and the later deals with comprehensive knowledge about PMS. All employees can fall

either of above categories.

Propositions Relating to Understanding the Fundamental concepts of Performance Management

Seven propositions are considered in the first set (Level of Understanding the Fundamental concepts) among them, first six are

positively structured.

A. To begin with, two propositions are made regarding implementing and integration:

Line managers own the performance management system,

Continuous and integral part of the employee – line manager relationship.

The line managers and their subordinates have an impact on the implementation and effectiveness of Performance

Management System, as it is an integrated and a continuous approach.

B. Two more propositions have been made to consider motivation and organizational culture:

To motivate individuals,

Acts as a tool in the management of organizational culture.

Performance Management system takes into consideration all possible errors in evaluation and adopting rectification

measures to reduce the scope for bias. Such system creates a healthy culture in the organization and thereby motivates

the individuals to enhance their Level of performance.

C. Two propositions on training and development are also considered:

Focus on development

Everyone must be trained in performance management techniques.

Effective implementation of Performance Management system is possible only when all the respondents are well trained

for the development of individuals as well as organization.

D. One more proposition on Performance management System is also included to consider the inner feel of respondents

about Performance management:

It distracts people from more important core activities.

If Performance management is not effectively implemented it creates an impression in the minds of the respondents that

it is merely a formal activity.

Knowledge of the above seven propositions is considered as an essential pre requisite to understand the fundamental

concepts of IPM.

Level of Understanding the Fundamental concepts of Performance Management (UFC-PM)

The Perceptions of respondents on Level of Understanding the Fundamental concepts of Performance Management are analyzed

by considering Average Level of perception (Mean) Standard deviation and coefficient of variation. To test the difference in

Average Level (Mean) of perceptions among the selected propositions, t-test is used as stated earlier in methodology chapter.




Data relating to calculated Means, Standard deviations and Coefficient of Variations of Perceptions relating to understanding the

Fundamental concepts of performance management are presented in Table-1and t-values are presented in Table–2.

Table-1: Mean, Standard Deviation and Coefficient of Variations of Select of Propositions of UFC-PM

Proposition Number of Respondents According to Scale Mean SD CV Mean Rank

0 1 2 3 4

1 3

(1.48)

34

(16.75)

47

(23.15)

85

(41.87)

34

(16.75) 2.56 1.01 39.32 6

2 -

8

(3.94)

39

(19.22)

106

(52.21)

50

(24.63) 2.98 0.77 26.00 4

3 -

15

(7.39)

36

(17.73)

89

(43.84)

36

(31.04) 2.99 0.89 29.72 3

4 1

(0.49)

6

(2.96)

37

(18.23)

110

(54.18)

49

(24.14) 2.99 0.77 25.71 2

5 3

(1.48)

11

(5.42)

43

(21.18)

88

(43.35)

58

(28.57) 2.92 0.92 31.47 5

6 - 6

(2.96)

30

(14.78)

101

(49.75)

66

(32.51) 3.12 0.76 24.42 1

7 8

(3.94)

71

(35.98)

48

(23.64)

52

(25.62)

24

(11.82) 2.06 1.11 53.92 7


Note: Figures in the brackets are percentages to the total respondents i.e. 203)

Table-2: T values and significant levels for the Means Presented in Table –1

1 2 3 4 5 6 7

1 - 4.70* 4.55* 4.83* 3.81* 6.34* 4.68*

2 - 0.12 0.13 0.64 1.87 9.58*

3 - 0.00 0.71 1.62 9.22*

4 - 0.76 1.75 9.71*

5 - 2.35** 8.46*

6 - 11.14*

7 -


Note: *Denotes that the t-value is significant at 1 % level.

**Denotes that the t-value is significant at 5 % level.

From Table-1 and Table –2 the following inferences can be drawn:

As expected theoretically, highest Average level of perception (3.12) is found in the case of “Everyone must be trained in

performance management techniques” (proposition–6) with lowest coefficient of variation (24.42%). It can be noted from the

distribution that only less than 3 percent of respondents disagreed while more than 80 percent either agreed or strongly

agreed.

Lowest Average score (2.06) is found for the proposition “It distracts people from more important core activities”

(proposition 7) as expected theoretically. However, coefficient of variation is found to be the highest (53.92%). For this

proposition, maximum expected score is less than 2.00 and the obtained one i.e. 2.06, which is slightly away from 2.00. It

can be seen from the distribution that about 40% of the respondents have not at all agreed for this proposition and another

24% mentioned that they slightly agree.

The average score level for the following three propositions (2, 3, and 4) are more or less equal (about 2.99). For these three

propositions, CV is also within a narrow margin of 25.71 present to 29.72 percent.

a) “A continuous and integral part of the employee – line manager relationship (2.98)”. It can be seen from the

distribution that about 4 % of the respondents did not agreed for this proposition while 77% have either agreed or

strongly agreed.

b) “To motivate individuals (2.99)”. It can be seen from the distribution that about seven percent of the respondents

did not agreed for this proposition while 75 % have either agreed or strongly agreed.




c) “Acts as a tool in the management of organizational culture (2.99)”. It can be seen from the distribution that about

four percent of the respondents have not at all agreed for this proposition while 78% have either agreed or strongly

agreed.

Average scores of the above three propositions are not significantly different from the proposition “Everyone must be trained

in performance management techniques” (3.12) for proposition-6. Further, the average value of the proposition “Focus on

development” (2.92) for proposition-5 is also not significantly different from the three mentioned above. This implies that the

average score of 5 out of 6 propositions are in the range of right perspective (Close to 3 and above 3), besides the seventh

one-marginally above 2 (since this is a negative proposition score 2 implies about agreement). The average score of the

proposition “Line managers own the performance management system” (proposition-1) is also slightly above 2.50. This

shows that in the majority of instances respondents are with right perspective and in alignment with organizational processes,

Systems and expectations.

From the above inferences, it may be concluded that the respondents are tuned well to the evaluation of performance

management and have sufficient awareness of fundamental knowledge of Performance management.

Propositions of Level of Comprehensive Knowledge

The second set (Level of Comprehensive knowledge) consists of nine propositions and all are positively structured.

A. To begin with, two propositions are made regarding rigidity or flexibility in implementation and setting of challenging

goals:

Setting of challenging and stretching goals.

A bureaucratic chore.

Scope of flexibility is lower in the organizations having systemized and standardized practices of Performance

Management while the scope of flexibility is higher in organizations wherein the employees and the organization

continuously realign their goals keeping in view of the changing demands.

B. Two more propositions are made to consider the importance of integrating individual goals with that of organization:

Part of an integrated approach to the management of people.

Integrates the goals of individuals with those of the organization.

The approach to Performance Management should be holistic i.e., it should take into consideration the Performance of

the organization as a whole.

C. Two propositions are made regarding reward system.

Pay is an essential part of performance management.

It Links with as far as possible to payment systems.

Reward system has a great potential to influence the performance of the respondents in any organization. Hence, it

becomes imperative for the management to link up performance management system with reward system.

D. One more proposition is considered to know the significance of communication.

Extensive and open communication ensures proper education of executives about the objectives and need for

Performance management and thereby effective implementation of Performance Management systems.

E. Two more propositions are considered regarding adoption of quantifiable measures.

Easier to measure in quantitative rather than qualitative terms.

Quantifiable measures are essential to successful Performance management.

Though the performance management system considers both attributes and variables, if the practices adopted are not

transparent, the measurement problems are likely to make the system vulnerable.

Besides possessing the Fundamental level of knowledge of performance management, most of the respondents

especially those are directly responsible for the effectiveness of Performance Management System are expected to have

comprehensive knowledge of Performance management.




Level of Comprehensive Knowledge of Performance Management (CLK-PM)

The Perceptions of respondents on Comprehensive Level of knowledge of Performance Management is analyzed by considering

average level of perception (Mean), Standard deviation and coefficient of variation. To test the differences in average (Mean)

Level of perceptions among the selected propositions, t-test is used.

Data relating to calculated Means, Standard deviations and coefficient of variations of perceptions relating to Comprehensive

Level of knowledge are presented in Table-3 and t-values are presented in Table–4

Table-3: Mean Score, Standard deviation and Coefficient of Variations of Select Proposition of CLK-PM

Proposition Number of Respondents According to Scale Mean SD CV Mean Rank

0 1 2 3 4

1 - 7

(3.45)

7

(3.45)

108

(53.20)

81

(39.90) 3.30 0.70 21.16 1

2 3

(1.48)

31

(15.27)

42

(20.69)

75

(36.95)

52

(25.61) 2.70 1.06 39.24 7

3 - 4

(1.97

17

(8.37)

111

(54.68)

71

(34.98) 3.23 0.68 21.09 2

4 - 23

(11.33)

14

(6.89)

83

(40.89)

83

(40.89) 3.11 0.96 30.85 3

5 3

(1.48)

26

(12.81)

42

(20.69)

86

(42.36)

46

(22.66) 2.72 1.00 36.87 6

6 5

(2.46)

35

(17.24)

38

(18.72)

99

(48.77)

26

(12.81) 2.52 1.00 39.71 8

7 - 4

(1.97)

42

(20.69)

113

(55.67)

44

(21.67) 2.97 0.71 23.90 4

8 5

(2.46)

35

(17.24)

45

(22.17)

87

(42.86)

31

(15.27) 2.51 1.03 40.85 9

9 3

(1.48)

12

(5.91)

27

(13.30)

112

(55.17)

49

(24.14) 2.95 0.86 29.29 5


Note: Figures in the brackets are percentages to the total respondents i.e. 203

Table–4: T values and significant levels for Means Presented in Table–3

1 2 3 4 5 6 7 8 9

1 -- 6.70* 1.01 2.19** 6.72* 9.03* 4.65* 8.99* 4.49*

2 -- 5.96* 4.12* 0.19 1.73 3.03* 1.81 2.57**

3 - 1.37 5.97* 8.29* 3.71* 8.26* 3.64*

4 -- 4.04* 6.07* 1.70 6.09* 1.85

5 -- 1.98** 2.91* 2.05** 2.44**

6 -- 5.20* 0.10 4.57*

7 -- 5.23* 0.31

8 -- 4.61*

9 --


Note: *Denotes that the t-value is significant at 1 % level and

**Denotes that the t-value is significant at 5 % level.)

From Table-3 and Table –4 the following inferences can be drawn:

As expected theoretically, highest Average score (3.30) is found in the case of “Setting of challenging and stretching

goals.” (Proposition -1) with lower coefficient of variation (21.16%). It can be seen from the distribution that more than

90% of the respondents have either agreed or strongly agreed for this proposition.

For two other propositions (3&4) namely “Part of an integrated approach to the management of people” (proposition-3)

and “Integrates the goals of individuals with those of the organization” (proposition-4), the average score is 3.23 and

3.11 respectively. For the former proposition while 89% of the respondents have either agreed or strongly agreed, for

the latter this percentage comes to 81.




For two other propositions (6&8) Average score is 2.51 and 2.52.

Average score of 2.51 is found for “Easier to measure in quantitative rather than qualitative terms” (proposition-8) and

the distribution shows that about 20% of the respondents have disagreed, and 22% have slightly agreed.

For the proposition “It Links with as far as possible to payment systems” (proposition-6) the average score is found to

be 2.52 and the distribution shows that while nearly 20% of the respondents have disagreed, 18% have slightly agreed.

For two other propositions (7&9) namely:

o ‘Extensive communication’ ensures its aims to understand fully (proposition-7).

o Quantifiable are essential to successful performance Management (proposition-9).

The average score is 2.97 and 2.95 respectively. For the former while 77% of the respondents have either agreed or

strongly agreed besides 21 percent agreed slightly, for the latter 79% of the respondents have either agreed or strongly

agreed besides 13 percent agreed slightly.

For two other propositions (2&5) namely:

o A bureaucratic chore (proposition-2)

o Pay is an essential part of performance management (proposition-5)

The average score is 2.70 and 2.72 respectively. For the former proposition while 62 % of the respondents have either

agreed or strongly agreed, for the latter it comes to 65 %.

Verification of Grouping of Propositions Proposed For Evaluation of Introduction to Performance Management (IPM)

As explained earlier in this chapter, the propositions are grouped in to two (2) sets namely:

Level of Understanding the Fundamental concepts of Performance Management and

Level of Comprehensive knowledge of Performance Management.

To verify whether the perceptions regarding the propositions considered in two sets are homogeneous or not within each set and

heterogeneous with perceptions on the propositions in other set, factor analysis is used. Factor analysis helps to reduce the

variables into a few factors in such a manner that the propositions grouped in each set are homogeneous within itself and

heterogeneous with the other set. Results of factor analysis for the16 propositions used to evaluate IPM on the data obtained from

203 Respondents are presented below:

Eigen Values, Cumulative Variance and Goodness of Fit

Eigen values, explained cumulative variances and Chi-square value -a test for goodness of Fit are presented in Table –5.

Table-5: IPM - Eigen Values, Cumulative Variance and Chi-Square Value

Factor Eigen values % Total Variance Cumulative % Calculated Chi-square Value

1 2.47 15.45 15.45

286.86 2 1.80 11.25 26.70


Factors are evaluated using maximum likelihood procedure. It can be seen from Table 5 that all the 16 perceptions on propositions

are grouped in to two (2) factors. These two factors together have explained 27 percent of variation. Though Cumulative

percentage explanation seems to be low, the Calculated Chi-square Value is found to be statistically significant at 1% Level.

These two are independent of each other and coincides exactly with the propositions in each set defined earlier.

Factor Lodgings

Factor lodgings explain how the propositions are grouped into each factor. Here it is to be noted that each factor is independent

with the other, homogeneous within itself, and heterogeneous with the other. This is used to test whether the classification made

prior is proper or not empirically. Results of the factor loadings are presented in Table-6.




Table-6: IPM-Factor Lodgings

Propositions Fundamental level of Knowledge Comprehensive level of Knowledge

1 -0.58241 -0.152580

2 -0.82177 -0.198447

3 -0.56025 0.016047

4 -0.72022 -0.034553

5 -0.44956 -0.015807

6 -0.35273 -0.014719

7 0.163294 -0.163291

8 0.216166 -0.418578

9 0.305464 -0.438091

10 0.28527 -0.502122

11 0.104292 -0.473893

12 0.007139 -0.688234

13 0.057777 -0330017

14 0.181061 -0.472111

15 0.04906 -0.113790

16 0.008503 -0.216389


It can be seen from Table 6 that, the first seven (7) propositions are grouped into factor one (set-1-Fundamantal Level knowledge)

and propositions eight to sixteen (set-2, Comprehensive level knowledge) are grouped into second factor. This shows that the

orders in which the propositions are grouped in the sets by the researcher are found to be acceptable.

CONCLUSION

Most of the NTPC executives have comprehensive knowledge about PMS and very few of them have average degree of

understanding about PMS. From the study, most of the respondents in the opinion that setting Extended targets well in advance

and communicate the same to executives well in advance will increase the effectiveness of PMS.

REFERENCES

1. Blundell, B., & Murdock, A. (1998). Managing in the Public Sector. London: Institute of Management.

2. Bussin, M. (2004). Performance Management in Public Sector. 21st Century Pay Solutions Group (PTY) LTD.

3. Armstrong, M. (2004). Strategic Human Resource Management - A Guide to Action. (2nd Ed.). US: Kogan Page.

4. Hilderbrand, T. E. (1997). Performance Appraisals: Colorado Business, 24(11), 62-65.

5. Sekwati, M. (2003). Towards an Integrated Public Service. Service Delivery Review, 2(3), 9-13.

6. Sharma, A. M. (2008). Performance Management System. Mumbai: Himalaya Publishing House Private Limited.

7. Bevan, Thompson, S., & Bevan, Thompson M. (1991, November). Performance Management at the Crossroads.

Personnel Management.

8. Rao, T. V. (2005). Performance Management and Appraisal Systems, pp. 110, 113. New Delhi: Sage Publications

India Private Limited.

9. Retrieved from http://www.emathzone.com/tutorials/basic-statistics/coefficient-of-standard-deviation-and-variation....

10. Retrieved from http://managementstudyguide.com/performance-management.html

11. Retrieved from http://www.mbaknol.com/human-resource-management/performance-management/

12. Retrieved from http://freedownload-msdm.blogspot.in/2010/04/reward-practices-and-performance.html

13. Retrieved from http://www.emathzone.com/tutorials/basic-statistics/coefficient-of-standard-deviation-and-

variation....*****

*****

http://www.emathzone.com/tutorials/basic-statistics/coefficient-of-standard-deviation-and-variation....

http://managementstudyguide.com/performance-management.html

http://www.mbaknol.com/human-resource-management/performance-management/

http://freedownload-msdm.blogspot.in/2010/04/reward-practices-and-performance.html






DETERMINANTS OF LEADERSHIP PERFORMANCE IN GRASSROOT LEVEL

ORGANIZATIONS: AN ASSESSMENT

Dr. R. Dayanandan3

ABSTRACT

Now-a-days, grass root level organizations (cooperatives) are playing a predominant role in different sectors all over the

world. As agriculture remains the major source of income and employment as well as reduction of poverty in rural areas, the

majority of cooperatives are found in the agricultural sector in Ethiopia. Their role can be strengthened by performance of

efficient and effective leaders.

This paper is designed to see the leadership performance and how it affects the development of cooperatives in Kambatta and

Tambaro Zone, Ethiopia. It also aimed to identify the factors determine the leaders’ performance and to understand the

activities undertaken by the cooperatives to improve the leadership qualities. To accomplish the objectives, four primary

multipurpose cooperatives were selected purposively and 98 sample members have been identified by proportionate random

sampling technique. Both primary and secondary data have been used to address the objectives and the primary data was

collected from sample respondents through semi-structured interview. Secondary data was collected from the financial

statements and records of cooperatives. Descriptive analysis was carried out by using SPSS (Version 20) to assess the

leadership performance and characteristics of the respondents and presented in the form of tables and charts.

In addition, multiple linear regression analysis was carried out to identify the influential factors, which affect the leadership

performance. The findings of the study revealed that the performance of leadership has a great impact on the development of

cooperatives. In addition, the level of participation of members in the management affairs is moderate. The members of the

selected cooperatives need the orientation and motivation to participate in general meeting discussion. The leaders in the

sample cooperatives have sufficient leadership qualities. However, the leaders lack knowledge and skill in performing their

leadership activities. Apart from these, the study showed that leadership performance depends on convenient working

environment, application of cooperative principles and education etc. The findings of the paper show that the leaders of the

sample cooperatives lack knowledge and skill in performing their leadership activities.

KEYWORDS

Leadership Performance, Grass-root Level Organizations, Development etc.

BACKGROUND AND RATIONALE

Ethiopia’s economy is based on agriculture, which accounts for almost 41% of GDP, 80% of exports, and 80% of the labor force.

Many economic activities depend on agriculture, including marketing, processing, and export of agricultural products. Production

is overwhelmingly of a subsistence nature, and a large part of commodity exports are provided by the small agricultural cash-crop

sector. Exports are almost entirely agricultural commodities, with coffee as the largest foreign exchange earner, and flower

industry becoming a new source of revenue for 2011/2012, Ethiopia's coffee exports represented 0.9 percent of the world exports

(African Business, 2011).

The agricultural sector suffers from poor cultivation practices and frequent drought, but recent joint efforts by the government and

donors have strengthened. Ethiopia’s agricultural resilience contributing to a reduction in the number of Ethiopians threatened

with starvation, the five-year growth and transformation plan that Ethiopia unveiled in October 2010 presents a government led

effort to achieve the country’s ambitious development goals (Ethiopia Economy Report, 2012). In an effort to change the

miserable life of its members, the government of Ethiopia has undertaken a series of economic and social reform programs that

are designed to ensure better living conditions. Agricultural development led industrialization, justice system and civil service

reform, decentralization, empowerment and capacity building in public and private sectors are the major four components of the

programs. Policy makers and community developers are increasingly interested in alternative models for local businesses that will

be both responsive to community needs as well as stimulate local economic growth. The cooperative form of business should be

an obvious choice. Hence, other initiatives undertaken by the government by the part of development strategy is establishment of

cooperatives.

As agriculture remains the major source of income and employment in rural areas and the majority of cooperatives are found in

the agricultural sector in Ethiopia, cooperatives are significant in providing jobs to rural communities. They provide direct

employment, as well as seasonal and casual work. Cooperatives also maintain farmers’ ability to be self-employed and derive

income from the services, allows them to continue to farm and contribute to rural community development. The impact of

3Associate Professor, Hawassa University, Hawassa, Ethiopia, [email protected]





cooperatives in providing income to rural populations creates additional employment through multiple effects including enabling

other rural enterprises to grow and in turn provide local jobs.

The role of multipurpose cooperative societies has paramount importance in agricultural product improvement through delivery of

inputs to their members and marketing output of their members. In order to survive and serve their members, cooperative

organizations have to have a strong, dedicated and vibrant leadership. Because it is believed that, above all the successes of

cooperative societies depend on the quality of leadership they possess. Active leaders monitor employees’ behavior, anticipate

problems, and take corrective actions before the behavior creates serious difficulties whereas passive leaders wait until the

behavior creates problems before taking an action (Judge and Piccolo, 2004).

It is widely believed that leadership creates the vital link between organizational effectiveness and people’s performance at an

organizational level (Avolio, 1999; Bass, 1998). Several reasons indicate that there should be a relationship between leadership

and performance. Today’s intensive, dynamic markets feature, innovation-based competition, price/performance rivalry,

decreasing returns, and the creative destruction of existing competencies need effective leadership performance. Leadership will

have direct effects on customers’ satisfaction, staff satisfaction and financial performance, input and output marketing and

outreach in terms of saving and credit etc. Effective leadership can facilitate the improvement of performance when cooperatives

face new challenges. By providing efficient service to the patron members on economic terms, cooperative can achieve

equilibrium, and development member loyalty and greater patronage.

Cooperative strategic leadership which is defined the ability to think strategically and thus anticipate envision, maintain flexibility

and work with others to provide direction and facilitate changes that will create a viable future for the organization consistent with

cooperative principles (Ireland academy of Management Executive, 1999). In addition to these, well-functioning of cooperatives

need planning component which identifies sub goals and steps to accomplish strategic direction. They also need strategic leaders

who work to facilitate action and monitor performance.

Low performance of leadership is common throughout Ethiopia in all types of cooperatives due to low level of leaders’

educational background, poor planning, and lack of participatory decision making, poor financial and material management, and,

so on. A study conducted in South Nation Nationality and People Region (SNNPR) reveals that from the selected 86 primary

multipurpose cooperatives of the region, 72% do not follow rules and regulations accordingly, 70% do not use receipts

appropriately, 80% do not have sufficient documents, 3% of them do not follow legal profit distribution and financial

administration system, etc. (SNNPR Marketing and Cooperative Bureau Report, 2011). There has been a growing awareness

among cooperatives regarding the need for the application of scientific management only by bridging the leadership gap and

cooperative sector can fulfill the tasks assigned to it. Cooperative leadership aims at evolving methods and techniques based on

the principle of management, which will help the leaders to avoid mistake and improve their practice. Therefore, this paper

examines the leadership performance of primary multipurpose cooperatives to forward suitable policy implications to improve the

cooperatives performance.

OBJECTIVE OF THE PAPER

The overall objective of this paper is to assess the leadership performance of cooperatives and the factors responsible for such

performance in Kambatta and Tambaro Zone, Ethiopia. In line with this, the study focuses on the following specific objectives.

To study the existing management practices of selected cooperatives in the study area.

To assess the level of members’ participation in the management of cooperative affairs.

To examine the qualities of leaders and the performance of selected cooperatives.

To identify the factors determine the leaders’ performance in the selected cooperatives.

METHODOLOGY ADOPTED

SNNPR has 15 zones and 3 special districts. Out of this, Kambatta and Tambaro Zone was selected purposively as the study area

because of the concentration of different types of cooperatives and the need for the improvement of leadership performance.

Angatcha Union was selected purposively for the study due to the large size of cooperatives, poor financial administration and the

poor performance of leaders (Zonal Marketing and Cooperative Department Report, 2012).Out of eight multipurpose cooperatives

in the Union; four primary cooperatives were selected randomly.

The sample size was arrived by using the formula n = N/1+Ne2 (Yemane, 1977). Thus, the sample size was 98 and the

respondents were identified by proportionate random sampling technique. In addition, to assess the factors affecting the leaders’

performance, all the 52 leaders of selected cooperatives (board members and committee members) were selected as sample. Thus,

the total sample size is 150. Both primary and secondary data were used and the primary data was collected by semi structured

interview schedule. Secondary data was collected through data sheets from different related organizations and websites. Focus

group discussions were also conducted to supplement the results of survey data.




Statistical Package for Social Sciences (Version 20) was used for data analysis. Descriptive analysis was carried out to assess the

leadership performance and characteristics of the respondents. Multiple Linear Regression analysis was carried out with 15

independent variables to assess the factors influencing the leadership performance.

CONCEPTUAL FRAMEWORK

By reviewing different literatures, the author designed the conceptual framework on leadership performance and it depicts the

relationship between the leadership performance and the other independent variables.

Figure-1: Conceptual Frame for Leadership Performance


RESULTS AND DISCUSSION

Profile of Respondents

Profile refers to the respondents’ age, sex, educational level, marital status, family size and their occupations, which are so

important for analysis and arrive appropriate inference. The biological difference of the respondents indicates that majority (92%)

of the sample respondents belong to male category. Only 8% belong to female category, which indicates that women involvement

in membership and leadership is not satisfactory. This is due to fact that majority of women are confined in household work and

the men entitlement of land holding has not created an opportunity for women. Age is an important variable and if the age

increases, due to vast exposure and experience, the members may gain more knowledge and matured enough to analyze the things

in different angles. It may increase leadership qualities and good leadership performance. It is observed that 44.7% of the sample

respondents are 50 and above age, 42.0% between the age of 36-49, and 13.3% between the age of 14-35. The education level of

the respondents reveals that majority (78.6%) have attained primary and high school education. A few (16%) respondents are

illiterates. Marital status is a symbol, which is acquired through the acceptance of the society, and it shows that the responsibility

shouldering in the family will have influence in managing of any organization. The survey result indicates that majority (96.7%)

of them is married, 2% widowed and 1.3% divorced. It is assumed that married respondents may have an experience of leading

their families and transfer such an experience to cooperative and capability to take responsibilities and accomplish their duties

accordingly.

The size of family also determines income level, the pattern of expenditure and standard of living. The results indicate that 67.3%

of the sample has a large family size (7 and above), 32% have a medium family size (4-6) and 1 sample respondent has a small

family size (2). It is evident that having a big family size hinders a growth of one’s family income. Subsequently, it can affect

leadership performance as well. Family type is a social institution forms very basis for determining the social interactions like

marriage and such other social aspects of individuals (Green Arnold 1956). As the survey results indicate, 89.33% of the

respondents belong to nuclear family, 10% have an extended family and only 1 respondent has a joint family type. Extended

family type is practiced where poverty and social crisis prevail. The type of occupation shapes the behavior and perception of

individuals and vice versa. The leaders can lead their respective cooperatives in a better way if their occupation is the same as that

of the members. The results reveal that almost all (98.66%) the sample respondents engaged in agriculture and 1.34% belong to

other occupation. The leaders who are familiar with the members’ main occupation may perform better.




Management Practices in Sample Cooperatives

Cooperative management should constantly strive to achieve members’ satisfaction by providing efficient service to the patron-

members on economic terms. Cooperative organization can achieve equilibrium, and development of member-loyalty and greater

patronage. The efficiency and viability of a cooperative organization has no meaning unless it is able to coordinate the objectives

of its members, translate the individual objectives into meaningful reality, and make visible impact on the people from the

organization.

a) Cooperatives Leaders’ Performance

The goals of every organization are realized by means of performance and results. Every organization on one hand mobilizes

inputs and resources like money, material and manpower and employs them in the production of certain services and outputs. On

the other hand, every organization performs the organizational functions such as operation, finance, marketing, etc. The

management, which is responsible for performance in different functional areas, is the key for success or failure of any

organization. Cooperative leaders are expected to perform the above-mentioned activities effectively. The results of the study

indicate that 21.43% of the respondents strongly agreed and 71.43% agreed that the cooperative leaders perform according to the

respective cooperative plan. Thus, it is inferred that majority of the selected cooperatives’ leaders perform according to their

respective plan.

Table-1: Members’ Perception on Cooperative Management Practices

S. No. Particulars Response of Respondents

SA A N DA SDA Total

1 Cooperatives Leaders Performance 21

(21.43)

70

(71.43)

--

--

06

(6.12)

01

(1.02)

98

(100)

2 Implementing Division of Labor 39

(39.80)

50

(51.02)

01

(1.02)

07

(7.14)

02

(2.04)

98

(100)

3 Applying Cooperative Principles 31

(31.63)

58

(59.18)

02

(2.04)

04

(4.08)

03

(3.06)

98

(100)

4 Partnership with other Cooperatives 34

(34.69)

55

(56.12)

03

(3.06

04

(4.08)

02

(2.04)

98

(100)

5 Treating in a Fair Way 35

(35.71)

40

(40.81)

02

(2.04)

21

(21.43)

--

--

98

(100)


Note: SA- Strongly Agree, A- Agree, N- Neutral, DA- Disagree, SDA-Strongly Disagree

Figures within parenthesis indicate percentages

b) Implementing Division of Labor

Division of labor increases the productive capacity, the skill of the workman, and it creates a feeling of solidarity between people.

The division of labor goes beyond economic interests; it also establishes social and moral order. Division of labor avoids

duplication of efforts and resource wastage. It is also expected in the sample cooperatives as well and the results indicate that

39.80% of the respondents strongly agreed and 51.02% agreed that their respective cooperatives apply the division of labor, while

7.14% disagreed. From this, it is concluded that the selected cooperatives applied division of labor.

c) Applying Cooperative Principles

Cooperative principles are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the

tradition of their founders, co-operative members believe in the ethical values of honesty, openness, social responsibility and

caring for others. In other words, the co-operative principles are guidelines by which co-operatives put their values into practice.

The cooperative leaders are expected to apply cooperative principles accordingly. The survey results in table 1 proved that 89%

were in favor of applying cooperative principles whereas 7% denied the same and only 2% neither agreed nor disagreed. Thus, it

is concluded that the leaders of the selected cooperatives apply cooperative principles.

d) Having Partnership with other Cooperatives

Cooperatives must also recognize the necessity of strengthening their support organizations and activities. In order to build an

integrated cooperative system, it is necessary that cooperatives should cooperate among themselves. Successful partnerships are

often based on trust, equality, and mutual understanding and obligations. From the perception of the sample members, it is evident

that 34.69% strongly agreed, 56.12% agreed that cooperatives have partnership with other cooperatives; only 6.12% has

difference of opinion regarding this. Hence, it is concluded that the selected cooperatives have partnership with other

cooperatives.




e) Treated in a Fair Way

The members of cooperatives should be treated equally and rewarded for their participation normally through patronage

dividends, allocations to capital reserves in their name or reductions in charges. Equity ensures social justice and gives people

access to the same resources and treating them the same. The research output (table 1) presents the strong support from the

respondents regarding the fair treatment in the sample cooperatives.

f) Resource Utilization

Organizational resources are the physical and human resources used as inputs by an organization to create outputs in the form of

products and services through a transformation process. All organizations use resources of different types such as people, money,

materials, facilities, systems and knowledge. With the limited said resources in the cooperatives, it is mandatory to utilize the

resources in an efficient way. The results indicate that 91.8% of the sample respondents agreed that the cooperatives use their

resources according to the rules and regulation of cooperatives and only 2.0% denied the same. From this, one can infer that the

sample cooperatives are using their resources effectively.

Participation in Cooperative Management

Group action becomes necessary particularly when individuals have to unite for certain common causes. The synergistic effect of

group action has been realized in modern times, more than ever. The group effort will bring maximum benefit to the constituents

only when it is managed efficiently. The purpose of management is to lay down principles and evolve technique and process,

which will enable the attainment of group goals at the least cost, time, money and material. Management is essential in all

organized and goal directed efforts.

Table-2: Distribution of Respondents based on Participation in Cooperatives

S.No. Particulars Response of Respondents

Often Sometimes Not at all Total

1 General assembly meeting 60 (61.22) 20 (20.41) 18 (18.37) 98 (100)

2 Discussion 53 (54.08) 25 (25.51) 20 (20.41) 98 (100)

3 Voting 60 (61.22) 20 (20.41) 18 (18.37) 98 (100)

4 Election 36 (36.73) 10 (10.20) 52 (53.06) 98 (100)

5 Serving as a board member -- 22 (22.45) 76 (77.55) 98 (100)

6 Serving as a committee member --- 12 (12.24) 86 (87.75) 98 (100)

7 Participating in decision making 60 (61.22) 20 (20.41) 18 (18.37) 98 (100)

8 Exercising rights in the cooperative 80 (81.63) 18 (18.37) ---- 98 (100)


Note: Figures within parenthesis indicate percentages

The democratic control will be effective only when there is active participation of members. The active participation of members

in the control and management is very essential for efficient functioning of cooperatives. Members actual participation in the

control of cooperative management include attending and participating in membership meetings, taking part in voting, contesting

in election, serving in one or more committees, extending continuous support and showing genuine interest in the affairs of

cooperatives. As the results of the study reveal, 61.22% of the sample respondents often attended, 20.41% sometimes attended,

18.37% never attended general assembly meeting. Thus, a significant number of the sample respondents did not participate in

general assembly meeting which may affect the decision making and performance of the cooperatives. Concerning discussion,

54.08% often participated, 25.51% sometimes, but 20.41% never participated in the discussion of the meeting. Thus an ample

number of respondents never discussed in the meeting, which needs the orientation and motivation to arrive fruitful discussion.

Regarding to voting, members of the cooperatives are to elect, amongst themselves, qualified directors and committee members.

Besides, the members of the cooperatives vote in decision-making. The survey results indicate that 61.22% of the sample

respondents often voted in the election, 20.41% sometimes participated in the voting, but 18.37% never participated in voting. It is

concluded that majority of the respondents participated in voting. In the election, members of cooperatives should have a chance

of being elected 36.73% of the sample respondents often contested in the election, 10.20% sometimes, but 53.06% the sample

never contested in the election. This may be due to lack of knowledge or social reasons.

In terms of serving as board members, 22.45% of the sample respondents sometimes and 77.55% never served as board members.

This indicates that majority of the sample respondents did not serve as board members in their cooperatives. Further, 12.24% of

the sample sometimes and 87.75% never served as committee members. Since majority of the sample, respondents did not serve

as committee members, which show the low commitment of the members towards the cooperative affairs.




Members of the cooperatives are expected to participate in a general assembly meeting where comprehensive decision is made. In

addition to this, members should serve as board and committee members, if they are elected. As it has been depicted in the table,

61.22% often participated, 20.41% sometimes and 18.37% never participated in decision-making. It is concluded that majority of

members of the selected cooperatives participated in decision-making.

A cooperative enterprise may mean a firm where every member exercises his or her rights. The members of the cooperatives

exercise their rights by getting loan and credit, by claiming for information, by attending general assembly meeting, by being

elected and electing and so on. Related to this, 81.63%t of the sample respondents responded that they often exercised their

rights, while the remaining (18.37%) sometimes. This is a good sign of progress. Overall discussion shows that the participation

of the members in the cooperative affairs seems to be moderate.

Qualities of Leaders in Cooperatives

A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to

achieve it. However, it is not enough to have a vision; leaders must also share it and act upon it. Jack Welch, former chairman and

CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and

relentlessly drive it to completion". A good leader must have the discipline to work toward his or her vision single-mindedly, as

well as to direct his or her actions and those of the team toward the goal. Action is the mark of a leader. A leader does not suffer

"analysis paralysis" but is always doing something in pursuit of the vision, inspiring others to do the same. Hence, this paper

focuses on assessing the qualities of existing leaders from the member’s viewpoints with some indicators.

a) Commitment in Hearing What Others Are Saying

It is essential to pay extra attention to the talker and try to have listening skills. It is better to watch the talker's mouth instead of

looking down. Concentrating on the topic of conversation can make a person cope up with missed words or phrases. It can be a

strain for people with hearing difficulties to listen for long periods. In order to avoid such difficulties, appreciating persons who

need extra attention during conversations. It is evident that the leaders of the selected cooperatives show commitment in hearing

what members and others say. Majority (90.8%) of the sample respondents said the leaders have shown a commitment in hearing

what members of cooperatives and others say. However, a few (9.2%) denied the same. This indicates that majority of the existing

leaders in the sample cooperatives have leadership quality of hearing patiently the problems.

b) Responding with Openness and Curiosity

It means that cooperatives are open to members of community they serve. They should have a commitment to serve and assist

individuals in helping themselves. The assistance should be conveyed by good communication. A cooperative leader is supposed

to communicate with members and employees openly and curiously. The matter and the way in which leaders communicate either

build or harm the relationship between the leaders and members/employees. The results show that majority (89.8%) of the

respondents opined that the leaders of the selected cooperatives respond with openness and curiosity. This shows there is the

better leadership quality among existing leaders in the sample cooperatives.

c) Having Knowledge about Cooperative

Having knowledge regarding the cooperative principles and values is often viewed as a structured process of eliciting, storing and

later retrieving of knowledge by those individuals for betterment of cooperatives. Further, high quality, accessible, on-line

educational content and expertise are needed to guide and support the successful establishment and continued operation of

cooperative organization. Hence, it is essential that the leaders must have thorough knowledge both inside and outside of

cooperatives. The results show that majority (67.3%) of the sample respondents strongly agreed, 24.5% agreed and, 3.1% of the

sample respondents neither agreed nor disagreed about the knowledge of cooperative leaders. It is concluded that the sample

respondents have diversified opinion on having knowledge about cooperative leaders. From the above discussion, it can be

inferred that the leaders of sample cooperatives have sufficient leadership qualities, which will be helpful for better performance

of the cooperatives.

Factors Influencing the Leaders’ Performance

Leaders' performance is decided by action performance, cost performance and organizational performance in organizational

system. Main crucial factors in organizational system affect leaders’ performance depend on changes of cost utilization and

organizational performance with keeping the stable state of action performance regards optimum leaders' performance as the

developing goal, adopts the method of marginal analysis and the technology of optimal control. Internal factors have just as much

of an impact on business leadership as external factors. Cooperative leaders, as representatives of the organizations may affect by

the same factors that affect the organization overall. Everything from the cooperative to member’s / employee’s performance can

affect how well cooperative leaders perform and how well they reflect the organizations for which they work. Hence, in this

research paper, opinion of the members regarding the various factors influencing the leaders’ performances were collected and

compiled in table 3.




Table-3: Respondents’ Opinion on Basis of Working Environment, Application of Principles

and Education on Leader’s Performance

S. No. Particulars Number of Respondents Percentage

A Convenient Working Environment

Strongly Agree 56 57.14

Agree 24 24.49

Neutral 03 3.06

Disagree 10 10.20

Strongly Disagree 05 5.10

Total 98 100

B Application of Cooperative Principles


Agree 19 19.39

Neutral 04 4.08

Disagree 05 5.10


Total 98 100

C The Impact of Education


Agree 14 14.29

Neutral 02 2.04

Disagree 05 5.10


Total 98 100


a) Convenient Working Environment on Leadership Performance

Convenient working environment is an appropriate situation for cooperatives leaders in order to make them perform well. It paves

a way for steady accomplishment of tasks in cooperatives. In addition, it encourages the leaders to have an interest on their career.

The results show that 57.14% of respondents strongly agreed and, 24.49% agreed, 10.20% disagreed and 5.10% strongly

disagreed that convenient working environment has an impact on leadership performance. Thus, majority of the respondents

confirmed that working environment has an impact on leadership performance.

b) Application of Cooperative principles on Leadership Performance

Cooperative principles are guidelines for how to put ideas and values into practice. They rest on a distinct philosophy and view

of society that helps to judge ones accomplishment and make decisions. If principles are incorporated into the organizational

culture of the cooperative, they are the broad vision statement for the cooperators individually and collectively. Shared and

actualized principles allow cooperatives to be distinguished from other forms of organizations. As International Cooperative

Alliance (ICA) puts it, principles are not a stale list to be reviewed periodically and ritualistically; they are empowering

frameworks through which cooperatives can grasp the future. The application of cooperative principles is a base for leadership

performance and the survey results indicate that majority (83.68%) of the respondents are in favor of this statement.

c) Education on Leadership Performance

Education is the social process by which an individual learns the things necessary to fit him/her to the life of the society. It is

synonymous to socialization. It is an attempt to shape the development of younger generation in tune to the social ideal of life.

The results of the survey reveal that 74.49% of the respondents strongly agreed and 14.29% agreed that education has an impact

on leadership performance.

Table-4: Distribution of Respondents based on Factors affecting Leadership Performance

S.No. Particulars Response of Respondents

Yes No Total

1 Leaders’ Style of Interaction 83 (84.69) 15 (15.30) 98 (100)

2 Members’ Performance 82 (83.67) 16 (16.33) 98 (100)

3 Contributing to problem solving 82 (83.67) 16 (16.33) 98 (100)

4 Leaders’ Attitude 52 (53.06) 46 (46.94) 98 (100)


Note: Figures within parenthesis indicate percentages.




d) Leaders’ Style of Interaction

It is a way of doing something, especially a way regarded as expressing a particular attitude or typifying a particular period. A key

factor in leadership success is the individual’s basic leadership style. The results revealed that 83% of the respondents said that

leaders’ style of interaction has an impact on leadership performance, and 15% denied the statement. From the majority of the

response, it can be concluded that leaders’ style of interaction has an impact on leadership performance.

e) Members’ Performance

Cooperative members’ performance, satisfaction and their commitment strengthen the leadership performance. In addition to this,

trust among cooperative members and leaders have positive effects on overall development of cooperatives. Members/Employees

performance is equally important to that of leaders’ performance between a leader's style of interacting with sub-ordinates and the

degree to which the situation gives control and influence to the leader.

The outcome of the survey indicated that vast majority (83.67%) of the sample respondents forwarded their opinion that members

/employees’ performance has an influence on leadership performance, and the remaining 16.33% opposed the same. From this, it

can be inferred that leadership performance and members’ performance are interdependent.

f) Contributing to Problem Solving and Decision Making

Decision-making is a key role of a manager / a leader. Some managers find this to be one of the most difficult tasks to

perform. They have a fear of failure, and procrastinate mainly because they have a lack of a structured approach. In this respect,

83.67% of surveyed population reported that problem solving, decision-making skill has an impact on leadership performance,

and it is the most essential quality, which determines the performance of leaders.

g) Leaders’ Attitude

Not all leaders have the same attitude, but they probably do have a few things in common that they can learn from. If someone

gains a reputation as a problem solver, he/she might find that people naturally start looking as a leader. Leaders are people who

want others to do stuff with and for them. Positive attitudes towards the members and actions will contribute for better

performance of the leadership. The results of the survey indicate that 53.06% of the sample respondents said that leaders’ attitude

has an impact on leadership performance, but 46.94% did not agree with the same. Hence, it is understood that almost equal

number of the respondents has shown two different opinions respectively.

h) Technology in Cooperatives

The impact of technology on group process and performance operates in dynamic interdependence with key features of the group

composition, task, and situation. Today it is possible to merge an understanding of technology with an understanding of group

dynamics. This can be the basis for a new way of conducting business, where information and time are focal points of business

strategy. This is also crucial for better functioning of cooperative organization and performance of leaders as well. This is proved

from the opinion of sample members in this research that majority (84.69%) of the respondents strongly agreed and 14.28%

agreed that technology has an impact on leadership performance.

Influential Factors of Leadership Performance (Econometric Analysis)

Various researches indicate that there are factors, which affect leadership performance of multipurpose cooperatives. Therefore,

the researcher / author want to identify the influential factors, which affect the leadership performance in the selected

cooperatives. Multiple Linear Regression analysis was carried out to identify the independent variables that affect leadership

performance.

Thus, leadership performance has been identified as dependent variable whereas social, economic, technical, institutional and

psychological variables have been identified as independent variables. Social variables include tradition, rewards, members’

participation and working environment; economic variables include occupation, development and technology; technical variables

embrace leadership experience, style of interaction, strategic approach and educational level; institutional variables include

structure, role of conflict, size of cooperative and knowledge in cooperative principles, and psychological variables embrace

attitude, self-esteem and satisfaction.

For the purpose of discussion, variables that have an influence on the leadership performance of primary multipurpose cooperative

societies alone have been considered. The results of regression analysis are presented in the table 5.




Table-5: Results of Multiple Linear Regression Analysis

Model

Unstandardized Coefficients Standardized Coefficients

T

Sig. B Std. Error Beta

(Constant) 2.231 .642 3.475 .001

Tradition -.037 .096 -.042 -.384 .703

Rewards -.419 .123 -.357 -3.414* .002

Members’ Performance -.292 .131 -.225 -2.223** .033

Working Environment .331 .141 .255 2.346** .025

Development -.446 .131 -.343 -3.417* .002

Technology -.459 .170 -.276 -2.703* .010

Style of Interaction .185 .086 .208 2.144** .039

Strategic Approach .178 .123 .164 1.448 .156

Educational Level .045 .125 .039 .363 .719

Structure of a Cooperative .062 .124 .064 .500 .620

Role of Conflict -.030 .148 -.023 -.201 .842

Size of a Cooperative .012 .047 .027 .261 .796

Knowledge in Cooperative -.027 .153 -.022 -.179 .859

Attitude .156 .097 .174 1.613 .116

Self Esteem .156 .090 .174 1.741 .090


Note: *Significant at 1% level

** Significant at 5% level

The results of multiple linear regression model shows that almost half of independent variables have significant impact on

leadership performance of the selected cooperatives. The significant variables are rewards, members’ performance, working

environment, cooperative development, technology and style of interaction.

Rewards

It is suggested that giving rewards for leaders makes them work hard. Cooperative leaders are motivated when they get incentives.

Rewards are found to be significant since the p value (0. 002) which is very much smaller than the reference point (5%) level of

significance.

Members’ Performance

Members are the backbone of cooperatives and their performance is paramount in their respective organizations. Their

performance has an impact on leadership performance. Members’ performance is significant because the p value (0. 033) which is

smaller than the level of significance (5%).

Working Environment

A favorable working environment can boost productivity whereas an unfavorable environment may hinder productivity. It is

evident that working environment affects leadership performance. The model shows that working environment is significant

variable having p value (0.025) which is much smaller than 5% significant level.

Development

The development of cooperatives is interdependent with leaders and members and leaders performance. A cooperative

development/growth is one of the factors, which have an impact on leadership performance. It is found to be significant because

the p value (0.002) which is very much smaller than 5% significant level.

Technology

The help of technology brings innovations and new findings. Cooperative leaders also depend on the technology to facilitate

overall activities of their organizations. As it is expected a significant factor to determine leadership performance because it has p

value (0.01) which is much smaller than 5% significant level.

Style of Interaction

The way leaders interact with members and themselves has an impact on their performance. It improves or worsens the

relationship of leaders and members. In this study style of interaction is significant variable having p value (0.039) which is




smaller than 5% significant level. The significant variables have a strong influence on leadership performance. Hence, the selected

cooperatives should give much attention to work on these variables in order to improve leadership performance.

Members’ Satisfaction on their Leadership Performance

In any cooperative, members should be satisfied on leadership performance in order to motivate and perform in a better way. They

will be motivated to take part in their cooperative affairs when leaders accomplish their duties accordingly and effectively. It is

essential that cooperatives development highly depend on the commitment of leaders. The poor performance of cooperative

leaders hinders the overall development of cooperatives. Based on this assumption, in this section an analysis has been carried out

to recognize how much the sample members have been satisfied with their leadership performance.

Table-6: Perception of the Respondents on Satisfaction on Leadership Performance

S. No. Satisfaction on Leadership Performance Respondents

1 Highly satisfied 16 (16.33%)

2 Satisfied 62 (63.3%)

3 Neither satisfied nor dissatisfied --

4 Dissatisfied 22 (22.4%)

5 Highly dissatisfied --

Total 98 (100%)


The results of the study show that only 16.33% of the sample members have been highly satisfied majority (63.3%) have opined

that they are satisfied on their leaders’ performance. However, 22.4% have not been satisfied with their leaders’ performance. This

shows that the sample cooperative leaders could not satisfy their members fully which may affect the development of

cooperatives.

CONCLUSION AND RECOMMENDATIONS

Grassroots level organizations (cooperatives) are considered as one of the important socio-economic institutions in agriculture led

industry economic policy, which Ethiopia follows. The productivity and production of cooperatives heavily depend on the

performance of leadership. The leaders of cooperatives should serve their members democratically and fairly. They are expected

to be accountable and responsible in accomplishing their duties. Besides this, they ought to perform the given activities in an

organized and integrated way.

The findings of the paper show that the leaders of the sample cooperatives lack knowledge and skill in performing their leadership

activities. It has been known that less educated and untrained leaders lead the selected cooperatives. Planning and other issues

have not been made to be confirmed by the members. These constraints have affected the performance of leaders in the sample

cooperatives. Based on the major findings and conclusion drawn, the following recommendations are forwarded to improve the

performance of leaders in the cooperatives:

The selected cooperatives have not focused on young and women to make them be members of the cooperatives. It is

better to make them be members of the cooperatives by means of awareness creation. Besides this, women should be

capacitated in order to participate in leadership.

Majority of the respondents have big family size, which has a negative influence in family income. Therefore, it is

suggested that the cooperatives should give a due attention for family planning.

Almost all respondents of the selected cooperatives have come from farming. Hence, members from other activities

should also be invited to be members.

A significant number of the respondents have not attended the general assembly meeting since they became members of

the cooperatives. They have not exercised their rights as members of cooperatives. Thus, the concerned offices/ experts

should do a closely follow up and attract the members to attend a general assembly meeting, and exercise their rights.

Members and leaders of n by the concerned bureaus/officials by giving rewards, by arranging experience sharing, by

providing technologies and by giving education.

The leaders have been found to accomplish their duties unsatisfactorily. Hence, an appropriate means has to be taken by

the concerned bureaus/offices by giving rewards, by arranging experience sharing, by providing technologies and by

giving education.




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*****

http://www.comparebusinessproducts.com/briefs/top-10-leadership-qualities

http://theenablers.blogspot.com/2010/01/jack-welsh-on-leadership.html

http://first-thoughts.org/on/General+Electric+Co/Jack+Welch/

http://vision-trust-hospital.com/?page_id=222

http://www.uwcc.wisc.edu/pdf/Bulletins/bulletin_09_02.pdf

http://d2zmx6mlqh7g3a.cloudfront.net/hansard/20120608-youth-day-debate-working-together-build-limite...

http://d2zmx6mlqh7g3a.cloudfront.net/hansard/20120608-youth-day-debate-working-together-build-limite...

http://www.researchandmarkets.com/reports/1917471/determinants_of_cooperative_leadership_in.pdf

http://www.cooperativeswa.org.au/Principles.html

http://theenablers.blogspot.in/2010/01/jack-welsh-on-leadership.html

http://www.betterhearing.org/hearingpedia/counseling-articles-tips/communication-strategies

http://www.thehearingdr.com/commStrat.asp

http://www.hsdc.org/audiology-hearing-aids-accessories/successful-communication

http://www.extension.org/pages/30339/cooperatives-community-of-practice-description




IS THERE ANY RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND

INDIVIDUAL’S ATTITUDE & BEHAVIOUR AMONG EMPLOYEES OF IT SECTOR?

AN EMPIRICAL INVESTIGATION

Dr. Ravindra Deshmukh4 Pranjali Madhur5

ABSTRACT

The concept of emotional intelligence has gained popularity in management for the sake of enhancing the capacity of human

capital in organizations. The current paper sets out to examine the relationship between emotional intelligence & job

performance of employees of IT sector in Pune city considering the important aspects like attitude & behavior.

The result suggests that emotional intelligence is significantly related with individual attitude & behavior & ultimately job

performance. All attitudes can be changed if we want to change them, so all aspects of EI can be developed and improved.

Since majority of the concerns in organization involve people in different roles, emotional intelligence must become a

determining factor for their effective management.

It is revealed in this research paper that there is significant relationship between Emotional Intelligence & individual attitude

& behavior of employees of IT sector in Pune city.

KEYWORDS

Emotional Intelligence, Attitude, Behavior, Job Performance etc.

INTRODUCTION

In the present scenario, cut throat competitions in all sectors especially in IT sectors, stretched goals, cultural differences between

the diverse workforce & imbalanced work life lead to increasing level of stress in employees, also increase the job dissatisfaction.

This dissatisfaction adversely affects the performance of the employees.

Therefore, by developing our emotional intelligence, we can become more productive & successful at what we do, & help others

to be more productive & successful too. The process & outcomes of Emotional Intelligence development also contains many

elements known to reduce stress for individuals & organizations, by decreasing conflicts, improving relationships &

understanding & increasing stability, continuity & harmony, which leads to the job satisfaction.

In an era of shifting paradigms, one of the world’s fastest growing emerging economies, such as India, should be able to develop

its human resources as a source of competitive advantage.

What is Emotional Intelligence?

Emotional intelligence can be described as having four branches: the ability to accurately perceive and express emotion, assimilate

emotion into thought, understand emotion, and regulate emotions in the self and others. Some of the advantages of developing

your emotional intelligence are: a) Improved Relationships, b) Improved Communication With Others, c) Better Empathy Skills,

d) Acting With Integrity, e) Respect From Others, f) Improved Career Prospects, g) Managing Change More Confidently, h)

Fewer Power Games At Work, i) Feeling Confident And Positive, and j) Reduced Stress Levels.


Emotional Intelligence is the ability to acquire and apply knowledge from your emotions and the emotions of others. The Oxford

English Dictionary defines emotion as “any agitation or disturbance of mind, feeling, and passion, any vehement or excited mental

state.” I take emotion to prefer to a feeling and its distinctive thoughts, psychological and biological states and range of

propensities to act. There are hundreds of emotions, along with their blends, variations, mutations, and nuances. Indeed, there are

many more subtleties of emotion than we have words for.

Alon and Higgins (2005) opined that with the current rise of globalization, both emotional and cultural intelligence has become

important for cross-cultural leaders to excel. Global leaders can make the best use of emotional intelligence and maximize success

when they understand and work within diverse foreign environments. This multiple intelligence framework helps to clarify

adaptations to implement in leadership development programs of multinational firms.1

4Associate Professor, Ahmednagar College, Maharashtra, India, [email protected] 5Assistant Professor, MAEER’s Maharashtra Institute of Technology, Maharashtra, India, [email protected]






Bhalla and Nauriyal (2004) reported in their study that emotional intelligence is a factor that is potentially useful in understanding

and predicting individual performance at work. They further reported that emotional intelligence is extremely important in Indians

as they have high affiliation need and emotional intelligence can lead to significant gain in productivity.2

Goleman (1992) in his study on “Emotional Intelligence” compared star performers with average performers in senior leadership

position. Goleman found that nearly 90% of the difference in their performance profiles was attributable to emotional intelligence

factors.1Many organizations feel that their people can provide a competitive advantage, and therefore their people contribute to the

organization’s performance. Employees play a pivotal role in organizational success (Collis and Montgomery, 1995).3

Punia (2005) conducted a study on 250 executives in the National Capital Region – Delhi, and found that leaders with higher

emotional intelligence see changes as opportunities for betterment, and they cherish not stability but ongoing development of

individual workers and of the organization itself.4

Rego, Sousa, Cunha, Correia, and Saur (2007) examined the relationship between leaders' emotional intelligence and creativity of

their teams. A sample of 138 top and middle managers from 66 organizations operating in the European Union was analyzed. A

self-report scale consisting of six dimensions assessed emotional intelligence: understanding one's emotions, self-control against

criticism, self-encouragement (use of emotions), emotional self-control (regulation of emotions), empathy and emotional

contagion, understanding other people's emotions. The results revealed that emotionally intelligent leaders behave in ways that

stimulate the creativity of their teams.5

Emotional Intelligence is a valid concept and plays an important role in the workplace. Emotional intelligence can be described as

having four branches: the ability to accurately perceive and express emotion, assimilate emotion into thought, understand emotion,

and regulate emotions in the self and others. Perceiving emotion is the ability to identify emotion in the self and others.

Facilitating emotion is the ability to use information that explains felt emotions in order to prioritize and direct thinking.

Understanding emotion is the ability to understand relationships among emotions and how emotions transition from one state to

another. Regulating, or managing, emotion is the ability to regulate emotion in oneself and others. (Mayer & Salovey, 1997).6

The Economic Times Budget 2011 – 24Dec 2010 – Workplace attitude differs in private, public sectors – The study shows that EI

has a much greater impact on private sector employees’ perceptions & attitudes compared to public sector employees.

HRM Guide – September 20, 2010 – The study found that the biggest driver of turnover for employees under 40 is dissatisfaction

with career opportunities & job content. It suggests the importance of establishing & communicating career path opportunities,

work development & interesting work assignments to successfully recruit & retain younger employees.

Emotional intelligence may contribute to work performance (as reflected in salary, salary increase, and company rank) by

enabling people to nurture positive relationships at work, work effectively in teams, and build social capital. Work performance

often depends on the support, advice, and other resources provided by others (Seibert, Kraimer and Liden, 2001). Emotional

intelligence enhances work.7

Shanker and Sayeed (2006) conducted a research on 139 managers working in various organizations in Western India. The

purpose of the study was to establish a relation between emotionally intelligent managers and managers’ professional

development. The managerial scores on various dimensions of emotional intelligence were correlated with professional

development indicators of managers, conceptualized in terms of number of promotions attained and the rated job success. The

assumption that the emotionally intelligent managers would tend to attain greater professional development than those who are

less emotionally intelligent was tentatively supported in the findings.8

Wong, Wong and Peng (2010) empirically investigated the potential effect of school leaders’ (i.e., senior teachers) emotional

intelligence, on teachers’ job satisfaction in Hong Kong. The results showed that school teachers believe that middle-level leaders’

emotional intelligence is important for their success, and a large sample of teachers surveyed also indicated that emotional

intelligence is positively related to job satisfaction. The study indicates that the teaching profession requires both teachers and

school leaders to have high levels of emotional intelligence. Practically, this implies that in selecting, training and developing

teachers and school leaders, emotional intelligence should be one of the important concerns and that it may be worthwhile for

educational researchers to spend more efforts in designing training programs to improve the emotional intelligence of teachers and

school leaders. 9

SCOPE & SIGNIFICANCE OF STUDY

Why study emotional intelligence & its importance in IT Sector?

It is very essential to study the emotional intelligence of the IT employees at working place to interpersonal

relationships for organizational growth.




In IT sector, if emotions are properly managed then they can & do, have successful outcomes. Carefully managed

emotions can drive trust, loyalty & commitment as well as increase productivity, innovation & accomplishment in the

individual, team & organizational sphere.

RESEARCH GAP

Most of the studies have used emotional intelligence to job satisfaction & impact on various approaches. This study examines the

relationship between emotional intelligence & employee performance among the employees of IT sectors in developing country

like India by considering their attitude & behavior.

Figure-1: Emotional Intelligence & Employee Performance Model


The researcher studied the emotional intelligence of employees of IT sectors who are already under the work pressure, completing

the business targets, achieving high positions & working with different people at the same time across boundaries.

AIMS & OBJECTIVES OF RESEARCH STUDY

Aims & objectives of the present study are as under:

To study the relationship between Emotional Intelligence with Individual’s attitude of employees in IT Sectors.

To study the relationship between Emotional Intelligence with Individual’s Behaviour of employees in IT Sectors.

To develop the framework for Emotional Intelligence & Individual’s Attitude & Behaviour.

HYPOTHESES OF STUDY

The main hypotheses of the present study are as under:

There is no significant relationship between Emotional Intelligence with Individual’s attitude of employees in IT

Sectors.

There is no significant relationship between Emotional Intelligence with Individual’s Behaviour of employees in IT

Sectors.


Sources of Data

Data sources are classified as being either primary sources or secondary sources. In this study, the researchers have used primary

sources to analyze the data gathered. The instrument used is a structured questionnaire that was developed by the researchers

based on the literature review on the relevant topics.

Survey Design

The idea of a research design is to specify methods and procedures for collecting and analyzing required information. It is thus

designed in the following ways to increase the validity of the questionnaire and gain more responses.




Choosing an Appropriate Mode of Response

Questionnaires were administered personally to the respondents at IT Sectors of Pune City. This is to enable the researcher to

collect all the completed responses within a short period. Any doubts that the respondents might have regarding any questions

were clarified on the spot. The respondents were permitted to ask the researcher for further clarification if they encountered

difficulties in understanding the questions.

The questionnaire was based on questionnaire used by Wheeless, Wheeless & Howard (1983) for measuring impact of various

Emotional Intelligence factors on employees’ performance. The reason for selecting this questionnaire is that it was used to study

the impact of same variables as in present study and was well tested on reliability and validity scales.

Questionnaire that was administered consisted of Emotional Intelligence factors which are Self-Regard (08 items), Regard for

others (08 items), Self-Awareness (08 items) and Awareness for others (08 items) and Individual’s Attitude (10 items),

Individual’s behavior (05 items).

The questionnaire was well tested by researcher on internal consistency and other measures. Cronbach Alpha Co-efficient

reliability was conducted to test the reliability of the questionnaire and the Alpha value was found to be .929, which is acceptable.

Each dimensions of emotional intelligence, which was measured, with the help of statements and responses to each statement

were obtained on a five point Likert scale, ranging from 1 ‘Strongly Disagree’ to 5 ‘Strongly agree’.

Sample Size

A total 300 questionnaires were distributed however 225 were received back making response rate as 75% and a sufficient sample

size was collected for analysis of results. The participants included Top Level, Middle Level & Lower Level employees from

three leading IT companies in Pune City, from the population 750 (30% of 750 = 225)

Scale and Measurement

The survey instrument consisted of two parts. In part B of the questionnaire, survey respondents were asked to state their level of

agreement of each statement of emotional intelligence on a five-point scale (1 represent “strongly disagree” to 5 represent

“strongly agree”; 3 denotes average).

According to Cooper (2000), this type of scale is considered an interval scale. Therefore, measurement of central tendency and its

dispersion has been made. Demographic and academic backgrounds of respondents were asked in part A of the questionnaire.

Some were assigned to certain categories and it is mutually exclusive and collectively exhaustive. Thus, it possessed a property of

a nominal scale.

Scale Reliabilities

Table-1: Reliability Coefficients of Study Variables

Multi-Item Measure Mean Cronbach’s Alpha

Self-Regard (SR) 30.61 .894

Regard for others (RFO) 24.03 .962

Self-Awareness (SA) 27.83 .911

Awareness for others (AFO) 29.16 .894

Individual Attitude (IA) 36.54 .895

Individual Behaviour (IB) 20.01 .914


Reliabilities for the multi-item measures of interest are given in Table 1. Coefficient alpha is typically calculated to measure the

internal consistency of a multi-item measure. Internal reliability represents the degree to which each of the items of a scale

represents the same construct (Burch, 2008, p. 77).

The questionnaire was well tested by researcher on internal consistency and other measures. Cronbach Alpha Co-efficient

reliability was conducted to test the reliability of the questionnaire and the Alpha value was found to be 0.929, which is

acceptable.

Each dimensions of emotional intelligence, which was measured, with the help of statements and responses to each statement

were obtained on a five point Likert scale, ranging from 1 ‘Strongly Disagree’ to 5 ‘strongly agree’.




Statistical Methods

Demographics are shown in a demographics frequency table (see Table 2)

Table-2: Demographics Frequency

Demographic Factor Description Frequency Percentage

Company A Company B Company C Percentage

Age 25-30 Years 11 15 13 17.3%

31-42 Years 39 45 34 52.4%

>43 Years 25 15 28 30.2%

Gender Male 55 42 49 64.9%

Female 20 30 26 35.1%

Employee’s Designation Top Level 10 15 27 23.1%

Middle Level 24 35 61 33.3%

Lower Level 41 25 32 43.6%

Length of Service <1 year 6 16 14 16%

1 – 5 years 42 12 20 34.7%

6 to 10 years 13 37 6 24.9%

>11Years 10 10 35 24.4%

Education Graduate 30 11 14 24.4%

Post Graduate 45 64 61 75.6%


The demographics are not used in the present study to find out their relationship with employee performance. The objective of

Table-2 is to show composition of respondents to have a better understanding about their response and results for present study.

Majority of respondents are male i.e. 64.9%. Majority of respondents are in the age group of 31 to 42 years & more than 43 years

i.e. 52.4% & 30.2%. Most of employees are working in the middle & lower level management i.e. 33.3% & 43.6% respectively.

Majority of employees are having the length of service in the range of 6 to 10 years & 1 to 5 years i.e. 24.9% & 34.7%

respectively. All the parameters of demographic in present study are important in paper to consider their attitude & behavior.

Correlations

Correlation matrix was used to verify existence of relationship between the independent variables i.e. Self-Regard (SR), Regard

for others (RFO), Self Awareness, Awareness for others (Emotional Intelligence) & Individual’s Performance considering their

Attitude & Behaviour.

Table-3: Correlation Matrix 1


Discussion

In this correlation matrix it signifies Self Regard (SR) is less related with Regard for others (RFO) {(0.294**), **p<.01)}, Self

Awareness (SA) is also significantly correlated with {(0.836**), **p<.01)}.




Self-Awareness is strongly correlated with Awareness for others i.e. {(0.977**), **p<.01)}. It is revealed from the analysis that

Individual Attitude (IA) is more consistently related with Self Regard (SR), Regard for Others (RFO), Self Awareness (SA),

Awareness for Others (AFO) i.e. {(0.945**), **p<.01)}, {(0.259**), **p<.01)},{(0.845**), **p<.01)}, {(0.937**), **p<.01)}

respectively. Individual Behavior is also more consistently related with Self Regard (SR), Regard for Others (RFO), Self

Awareness (SA), Awareness for Others (AFO)i.e.{(0.840**),**p<.01)},{(0.219**),**p<.01)},{(0.572**),**p<.01)}, {(0.728**),

**p<.01)} respectively. Individual Behavior & Individual Attitude are very much correlated with each other i.e. {(0.921**),

**p<.01)} & with all the indicators of Emotional Intelligence & if the attitude develops positively, the behavior also gets

improved & it ultimately affect positively on Individual Performance. Individual Behaviour (IB) is strongly correlated with

Individual Performance (IP) {(0.917**), **p<.01)}

Correlation Matrix 2

Table-4


Self-Regard, Regard for others, Self Awareness, Awareness for Others are the indicators of Emotional Intelligence. It is clear with

Correlation matrix 2, that Emotional Intelligence is strongly related with Individual Attitude i.e. {(0.936**), **p<.01)}, &

Individual Behaviour e.g. {(0.744**), **p<.01)}. Both are strongly correlated with Emotional Intelligence. Looking at all the

study variables, the null hypothesis formulated were rejected. It is quite clear from the above table that all the study variables have

been strongly, positively and significantly correlated with one another. With regard to Individual Performance is totally depend on

Individual Attitude & behavior & it is has yielded a positive and significant correlation with all the variables of Emotional

Intelligence (EI) reported by the participants of the study. Thus, it indicates that the Emotional Intelligence improve positively by

developing individual Attitude & Individual Behavior, the Individual Performance also increase significantly.

Regression

Table-5





Table-6


A simultaneous solution was performed in which all independent variables were entered at the same time into the regression

equation. This allowed a determination of the relative predictive power of each independent variable among the set of independent

variables. In this analysis, the overall multiple regression was significant for the prediction of the Emotional Intelligence

(F=3567.052, P=.0000).

As the table indicates, the Emotional Intelligence factors are significant predictor of the Individual Attitude & Individual Behavior

of the employees of IT sectors in the study. It is found that 97% of change in Individual Performance could be predicted by

developing by Emotional Intelligence factors only by improving in their Individual Attitude & Behavior.

Thus, the hypothesis “there is no significant correlation between Emotional Intelligence factors and Individual Attitude &

Individual Behaviour Indicators of the IT employees" has been rejected since Emotional Intelligence factors were found to be a

significant predictor of Individual Performance by improving Individual Attitude & Behaviour of the IT employees.

The following figure shows the histogram of dependent variable Emotional Intelligence.

Graph-1: Dependent variable: Emotional Intelligence (EI)


From the results, it is found that the Emotional Intelligence factors are significantly & strongly correlated with the Individual

Behaviour & Individual Attitude Indicators. It indicates that the self-regard, regard for others, self-awareness, Awareness for

others improves Emotional Intelligence only by developing attitude & behavior.




CONCLUSIONS

It is evident from the regression analysis, the Emotional Intelligence factors are consistently significant predictor of the Individual

Performance among the IT employees in the study. It is found that Emotional Intelligence of IT employees could predict 97% of

change in Individual Performance. Therefore, it is suggested that the regard for self & for others, awareness for self & others has

to be improved by conducting many training, counseling sessions & development programs. It is also recommended that

developing EI will take time, but will lead to sustainable behavior changes that will improve the way one manages oneself and the

way they work with others. To succeed one requires effective awareness, control and management of self-emotions, and

awareness and understanding of other people.

It is also recommended in this study that it would be beneficial for different kind of personality types to develop their personal

power. Therefore, the focus here is on changing attitudes and behaviour, not on changing personality.

In this study, it is clearly proved that there is a significant relationship between Emotional intelligence & individual’s performance

by developing their attitude & behavior.

To conclude we can state that people high in EI will build real social fabric within an organization, & between an organization &

those, it serves, whereas people low in EI may tend to create problems for the organization through their individual behaviour.

REFERENCES

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Horizons, 48(6), 501-512.

2. Bhalla, S., & Nauriyal, D. K. (2004). EI: The Emerging Paradigm. Personnel Dynamics, 49, 97-106.

3. Goleman, Danial. (1996). Emotional Intelligence Why It Can Matter More than IQ, pp. 289. Great Britain:

Bloomsbury Publishing Private Limited.

4. Punia, B. K. (2005). Impact of Demographic Variables on Emotional Intelligence and Leadership Behaviour of

Corporate Executives. Journal of Organizational Behaviour, 4, 7-22.

5. Rego, A., Sousa, F., Cunha, M. P., Correia, A., & Saur, I. (2007). Leader Self- Reported Emotional Intelligence and

Perceived Employee Creativity: An Exploratory Study. Creativity and Innovation Management Journal, 16(3), 250-

264.

6. Salovey, Peter, & Mayer, John D. (1990). Emotional Intelligence: Imagination, Cognition &Personality, 1989; 1990,

9(3), 185-211.

7. Seibert, S. E., Kraimer, M. L., & Liden, R. C. (2001). A Social Capital Theory of Career Success. Academy of

Management Journal, 44, 219-237.

8. Shankar, Meera, & Sayeed, Omer Bin. (2006). Assessing Emotionally Intelligent Managers: Development of an

Inventory and Relationship with Manager’s Professional Development. The Indian Journal of Industrial Relations,

42(2), 227-251.

9. Wong, C. S., Wong, P. M., & Peng, K. Z. (2010). Effect of Middle-Level Leader and Teacher Emotional Intelligence on

School Teachers' Job Satisfaction. Educational Management Administration and Leadership, 38(1), 59- 70.

10. Retrieved from http://shodhganga.inflibnet.ac.in/bitstream/10603/2887/11/11_chapter%202.pdf

11. Retrieved from http://shodhganga.inflibnet.ac.in/jspui/bitstream/10603/2887/11/11_chapter%202.pdf

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http://shodhganga.inflibnet.ac.in/jspui/bitstream/10603/2887/11/11_chapter%202.pdf

http://www.researchgate.net/publication/228336884_Impact_of_HR_Practices_on_Perceived_Performance_of

http://www.womensconsortium.org.uk/pasttraining

http://www.byronstock.com/ei/articles/articleconscious.html

http://www.researchgate.net/publication/10600211_Emotional_intelligence_or_adaptive_emotions




16. Retrieved from http://newmedia-eng.haifa.ac.il/?p=4201

17. Retrieved from http://aabri.com/manuscripts/10535.pdf

18. Retrieved from http://www.ijobsms.in/v1s2p12.pdfx.pdf

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21. Retrieved from http://www.euroasiapub.org/IJRIM/Jan2012/3.pdf

22. Retrieved from http://www.freepatentsonline.com/article/Indian-Journal-Industrial-Relations/210171546.html

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A STUDY ON GENERATIONAL DIVERSITY AND ITS IMPACT ON

EXPECTED ORGANIZATIONAL CULTURE

Dr. Namita Rajput6 Dr. Ritu Bali7

ABSTRACT

Workplaces today are highly diversified with the employees coming from different countries, belonging to differences races,

age groups, and religions and having gender differences, which results into workforce diversity. Valuing such a diverse

workforce means being fully aware of differences in behavior and strengths, acknowledging biases/prejudices and avoiding

assumptions among the employees and focusing on job performance and conduct. Although most organizations today are

giving importance and lot of consideration to encouraging and appreciating workforce diversity in their culture, however for

them, definition of workforce diversity is limited to just gender and ethnicity.

One of the most demoralizing diversity challenges - generational diversity (based on birth years) often goes disregarded and

unaddressed. Generational cohorts include individuals born around the same time who share distinctive social or historical life

events during critical developmental periods (e.g., Schaie, 1965).

Broad forces (i.e., parents, peers, media, critical economic and social events, and popular culture) that create common value

systems distinguishing them from people who grew up at different times influence each generation. At present, workforce

representing four generations viz. Traditionalist, Baby Boomers, Generation X and Generation Y are working side by side in

the organizations.

This paper is a modest attempt to identify whether generational differences among workforce influence their preferences for

Expected Organizational Culture. A sample of 690 faculty members from Delhi and NCR was studied using Factor Analysis

and one way Anova and it was observed that significant differences exist among generations for their preferences for

workplace attractors, motivators, work values and leadership expectations. The Human Resource Managers are therefore

required to keep these preferences in mind while designing their HR policies to remain attractive.

KEYWORDS

Workplace, Generation Diversity, Organizational Culture, Generational Cohorts etc.

INTRODUCTION

There is a difficulty in the workplace – a difficulty derived not from downsizing, rightsizing, change, technology, foreign

competition, pointy-haired bosses, bad breath, cubicle envy, or greed. It is a difficulty of ethics, ambitions, views, mind-sets,

demographics, and generations in conflict. Workplaces today are highly diversified with the employees coming from different

countries, different age groups, religions, races, groups, colour and gender. This differentiation among the workforce is called

workforce diversity.

Although most organizations decant resources and instance into accomplishing and encouraging diversity, however, many limit

their definition of diversity to gender and ethnicity. One of the most demoralizing diversity challenges - generational diversity -

often goes disregarded and untouched. In my study, focus will be on Generational Diversity among workforce.

Generational cohorts include individuals born around the same time who share distinctive social or historical life events during

critical developmental periods. Broad forces (i.e., parents, peers, media, critical economic and social events, and popular culture)

that create common value systems distinguishing them from people who grew up at different times influence each generation.

This makes it easy to predict and understand how the different generational groups or the people born during the same time prefer

to be communicated with, motivated, recognized and rewarded.

Today’s workforce consists of individuals from four generations: the Silent Generation (born 1925-1945), the Baby Boomers

(Boomers; born 1946-1964), Generation X (GenX; born 1965-1980), and Generation Me (GenMe, also known as GenY,

Millennials, nGen, and iGen; born 1981 – till 2000).

6Associate Professor, Shri. Aurobindo College, University of Delhi, New Delhi, India, [email protected] 7 Assistant Professor, Bharati Vidyapeeth University, Institute of Management and Research, New Delhi, India,

[email protected]







Generations

Present workforce can be divided into four distinct groupings each having specific workplace expectations and requirements. The

behavior characteristics and work styles of each generation are as follows (Lancaster & Stillman, 2002; Hammill, 2005):

Veterans (1922–1945): This generation can also be classified as seniors or traditionalists. They grew up with a sense of

duty. Veterans are usually classified as seeing work as an obligation and that authority must be respected (Hammill,

2005). They have an individual work style and preference for clear leadership through command and control (Hammill,

2005). Veterans tend to have a strong work ethic and prefer an element of discipline in workplace (Murphy, 2010).

Baby Boomers (1946-1964): In common with the Veterans, Baby Boomers can be considered to have a good work

ethic. However, in contrast to the Veterans, the Baby Boomers prefer to work in teams (Hammill, 2005). They wish to

be involved with the decision-making process, which means that a more consensual leadership style is most appropriate

for Baby Boomers (Murphy, 2010). They value the personal touch. Therefore, communication with them would best be

achieved in person (Hammill, 2005).

Generation X (1965–1980): Sometimes referred to as the Gen Xers, they have different relationship to work. They see

work as a contract and prefer to be self-reliant and want to do things on their own way (Murphy, 2010). These workers

see everyone in the workplace as equal and are less likely to stick to the rules. Whilst this may lead to a more

entrepreneurial approach to work, Generation X workers like to have direct and instant feedback on how well they are

doing (Hammill, 2005).

Generation Y (1981-2000): These are the newest entrants to the workplace and are sometimes referred to as Gen Y,

Millennials or Echo Boomers. Generation Y workers are classified as having a participative approach to work although

they see work as a means to an end and prefer to achieve a balance between work and family life (Hammill, 2005). They

tend to have high expectations of work and are goal and achievement orientated (Murphy, 2010). They tend to be

motivated by working with other creative people (Murphy, 2010). They use technology to be connected 24/7 and have

developed the ability to multi-task (Hammill, 2005; Murphy, 2010).

Intentions to Join

The employees join a particular organisation or get attracted to a particular organisation for number of reasons (Rose &

Waterhouse, 2005). Eddy & Burke (2006) have listed that while for women’s, recruitment attractors include people, reputation

and benefits, in general, most desirable job attributes includes opportunities for advancement, training opportunities and skill

development, good people to work with and report, and salary. According to Amundson (2007), best attractors which give

company a competitive edge includes Security, location, relationships, recognition, contribution, flexibility, learning and

innovation.

Rose & Gordon (2010) in their study examined generational differences among engineering and technical professions in an

Australian Public Sector Agency on variable attraction, retention and turnover intentions. The findings of the study proved that

significant differences exist in eight out of eleven reasons for joining the organization. For example, Work related to degree

appears to decline with age. Career development and training appears to be less important for older age groups. Importance for job

location increased in 31-40 age group.

Work Motivators

Motivation remains one of the major problems facing organizations today, and it is proved that motivated employees who are

satisfied with their jobs outperform those who are not satisfied by 25%. (Robbins 2003). However, whether people belonging

from different generations require same motivators or different that is a challenge for the HR Manager.

Leschinsky & Michael (2004) in their study observed that Generation X and Y reported steady employment as what

motivates them and next is good pay. Baby Boomers related pension scheme and other security benefits as what

motivates them. Further, steady employment, Chances for Promotion and respect for me were found more significant

in Generation X than Gen Y.

Tolbize (2008) in his study to describe four generations of American Workers, identifying generational differences and

similarities and implications for management, found significant differences among generations in attitude towards

change, loyalty towards employer, attitude regarding respect and authority, training styles and training needs, desire for

work life balance, attitude towards supervision etc.




Brick, (2011), in her study on Engineers and Scientists of Halliburton, USA found that good pay, work life balance,

promotional opportunities were rated important by both Generation X and Generation Y employees. Steady

employment, respect for job by my supervisor and opportunity to do interesting work were rated important by Baby

Boomers.

Bristow, Amyx, Castleberry, & Cochran (2011) found that the job itself and pay were consistently ranked first and

second among all generations. Generation Y students rated “hygiene” factors related to the job security as significantly

more important as compared to Generation X students. Conversely, Gen X students rated “satisfier” factors as

significantly more important as did Generation Y students.

Work Values

Values are “an enduring belief that a specific mode of conduct or end-state of existence is personally and socially preferable to

alternative modes of conduct or end-states of existence”. In simple terms, it tells us what is right and what is wrong. What is right

for one generation may not be right for other generation.

Brick (2011) in her study on Scientists at Halliburtan Company, USA found significant generational differences among employees

on their preferred company values. While Generation X and Generation Y ranked providing opportunities for professional growth

very high, secured employment was found to be more important for Baby Boomers. Similarly, respect for individual rights was

found to be very important for Generation Y employees as compared to other generations.

Smola & Sutton (2009) suggested that work values of Generation X are significantly different from those of the baby boomers.

This generation wants realization of their personal goals simultaneously as they strive hard to achieve organizational goals.

Further, they are less loyal to their company as compared to previous generation and prefer work life balance. While Baby

Boomer generation still emphasize more on organizational commitment and loyalty. For them recognition and status is more

important as compared to economic returns.

Takase, Oba, & Yamashita (2009) in their study to identify the work related needs and values of nurses in three generations

indicated that nurses born during 1960 to 1974 give more importance to professional privileges like autonomy, recognition while

nurses born after 1975 does not emphasize on such values. The younger generation of nurses does not want to disturb their

private life because of professional life and thus this factor contributes towards their intention to quit.

Chen & Choi (2008) in their study to identify importance of work values among generations reported that altruism and

intellectual stimulation was ranked higher by Baby Boomers. On the other hand, Generation X ranked Security and Independence

higher and Millennials ranked economic returns more important as compared to other generations.

Leadership Expectations

A leader is one who guides and directs other people. Knowledge and skills required by the leaders for effectively managing the

teams is becoming more demanding. The best leadership style can be the one which can adapt to changes in aspirations of

different generational workers or which is directly influenced by the work characteristics of the employees being managed.

Tulgan, 1996 in his study suggested that employees having different work characteristics and different work expectations will

prefer different leadership styles and their performance and quality of outcome will vary according to their compatibility with the

given leadership style.

Arsenault (2004), in a study conducted in USA found that Baby Boomers prefer leaders who are caring, competent and honest.

Preferred leadership style for Gen Xers and Gen Yers were determination and ambitious. They want leaders who can challenge the

system and are confident for themselves.

Sessa, Kabacoff, Deal, & Brown (2007) in their study observed that boomer generation prefers leaders who are persuasive,

diplomatic and trustworthy, Gen-Xers value leaders who are optimistic, persuasive, have experience and who recognize their

talents and can give them feedback. Millennials valued leaders who were dedicated and creative and cared about them personally.

Miller (2005) in their study to validate generational differences in the Taiwanese Workforce indicated that Baby Boomers tend to

be more loyal to employers and willing to accept a ‘chain of command’ leadership style and hence task-oriented leadership style is

more acceptable to Baby Boomers. Generation X wishes to be treated as partner rather than a worker and also want to use their

power and authority in daily activities. Therefore they prefer a relationship-oriented leadership style.

Work Motivators and Work Values are important ingredients related to job satisfaction. Similarly, differences in the attitudes,

values, and beliefs of each employee affect how they view leadership. It is therefore justified to conduct a study to investigate the




preferences of faculty members for their work place attractors, motivators, values and leadership expectations to ensure person –

organization fit leading to tuneful organizational culture.

RESEARCH OBJECTIVES

Research Question 1: To what extent Reasons for Joining the Organization will vary across Generations,

Research Question 2: To what extent preferences for work motivators vary across generations,

Research Question 3: To what extent preferences for work values vary across generations,

Research Question 4: To what extent preferences for leadership qualities vary across generations.

Research Instrument & Sample

The items included in the survey for work motivators and Work Values are same as the items used in the research study of Brick

(2011), Michael and Leschinsky (2004) and Montana and Lenaghan (1999). For finding the leadership expectations, work of

Pierce & Newstorm (2000) was taken for reference. For identifying intentions to join, literature consisting of Rose & Gordon

(2010), Gaylard, Sutherland, & Viedge (2005) and Kaye & Jordan - Evans (2000) was referred. Faculty members working in

Universities / colleges in Delhi and NCR form part of the study. 690 usable questionnaires were received out of 1100 resulting

into 62.7% return rate. The response population was 38% female and 62% male, with 46% participants identifying themselves as

Assistant Professors, 25% as Associate Professors and 29% as Professors. Percentage response from all generations i.e. Baby

Boomers, Generation X and Generation Y was kept as equal i.e. 230 each.

Table-1: Showing Number of Respondents according to Year of Birth and Occupation Year of Birth * Occupation

Occupation

Total Assistant Professor Associate Professor Professor

Year of Birth 1945 - 1964 15 59 156 230

1965 - 1980 106 78 46 230

1981 - 2000 197 33 0 230

Total 318 170 202 690


EMPIRICAL FINDINGS

Factor Analysis is a set of techniques, which, by analyzing correlations between variables, reduces their number into fewer

factors, which explain much of the original data, more economically (Nargundkar, 2005).

Table-2: Showing Loadings of Factors for Various Variables

Variable Name of

Dimension

Item

No.

Statements KMO Variance

Explained

Factor

Loading

Reliability

Intentions

to Join 1

Career

Growth

Opportunities

12 My job offers me steady growth

opportunities.

0.874 22.465 0.792 0.817

11 It offers me the opportunity to update my

skills on continuous basis.

0.756

10 Career Development and future growth

prospects are high.

0.753

14 My job offers me the opportunity to

share my knowledge with others.

0.659

9 I found the salary lucrative. 0.537

15 My job helps me to maintain work - life

balance.

0.507

Intentions

to Join 2

Quality

of Work

1 The work allocated to me is comparable

to my qualifications.

15.812 0.711 0.761

4 My organization enjoys very good

reputation.

0.706

2 The work allotted to me is interesting. 0.613

3 The location of my job is convenient to

me.

0.504

5 My job is secured. 0.494

16 The organization I work for is

recognized and appreciated by the

society.

0.44




Intentions

to Join 3

Needs 7 I received the job offer through an

employee referral.

14.889 0.786 0.656

6 I just wanted the job at that time. 0.767

13 My job fits well with the constraints set

by my family.

0.523

Motivation 1 Employee

Security

25 I have been clearly communicated about

my pension and other security benefits in

my job.

0.867 14.539 0.763 0.777

33 My job offers me enough opportunities

of working with my colleagues as a

team.

0.651

34 My job offers me adequate opportunities

to enjoy and spend time with young

generation.

0.614

32 My job profile and responsibilities do

not disturb my work and family balance.

0.593

24 I find my job very interesting. 0.534

Motivation 2 Feeling

Appreciated

/ Recognition

21 I get an opportunity to produce quality

work.

14.145 0.673 0.677

26 My seniors appreciate me for job well

done.

0.666

22 I share good inter-personal relationships

with colleagues at workplace.

0.657

27 I feel that my job profile is very

important in the organization.

0.531

Motivation 3 Skill

Updation

and

Evaluation

31 My job offers me the opportunity to

update my skills on a continuous basis.

12.127 0.694 0.666

29 I am recognized by my bosses when I

complete my assignments on time.

0.561

30 I am evaluated based on my

performance.

0.528

Motivation 4 Status

of Job

19 I am getting a handsome salary. 9.752 0.733 0.645

17 My immediate superior respects me a

lot.

0.607

35 My job profile is respected and

appreciated by people around me.

0.533

Motivation 5 Work

Conditions

18 I get adequate rest periods and breaks

during my working hours.

8.508 0.78 0.496

20 Infrastructural facilities are very good in

my organization.

0.576

28 My job offers me the opportunity to do

variety of jobs at one time.

0.485

Values 1 Performance

&

Evaluation

46 My organization expects me to follow

the conduct rules seriously while

working on my assignments.

0.887 21.099 0.793 0.843

44 My organization expects me to be

careful in my job.

0.69

50 My organization expects us to be

tolerant while on job.

0.68

43 My organization expects me to give my

best performance.

0.649

48 My organization evaluates employees

based on their achievements on the job.

0.58

49 My organization encourages employees

to foresee future opportunities and

encashing them before others.

0.539

42 My organization evaluates employees

based on objective criteria.

0.475

Values 2 Freedom

to grow

and

experiment

37 My organization ensures respect for

individual rights.

17.279 0.826 0.764

45 My organization is fair in treatment to all

its employees.

0.623

39 My organization offers me opportunities

for growth.

0.584




47 My organization offers me the

opportunity to experiment.

0.51

36 My organization encourages

innovativeness and creativity on the job.

0.494

Values 3 Flexible

Teams &

Approach

to Risk

40 My organization provides opportunities

for working in cross-departmental teams

13.472 0.825 0.750

41 My organization encourages its

employees to take risks while handling

assignments.

0.789

38 My job offers predictable job

assignments.

0.55

Values 4 Security 52 My organization offers secured

employment.

10.339 0.918 0.794

51 My organization offers stability in job. 0.823

Leader 1 Fairness

and

Competency

54 A leader must be caring towards his

subordinates.

0.834 21.738 0.837 0.715

53 A leader must be very ambitious. 0.738

55 A leader should be competent enough in

his job to lead others.

0.643

58 A leader should be very honest to his job

and organization.

0.453

Leader 2 Team

Orientation

61 A leader should be able to motivate his

team members to give their best.

20.237 0.785 0.662

62 A leader must be self - confident. 0.744

60 A leader should encourage team

performance rather than individual

performance.

0.646

Leader 3 Creativity

and

Foresightedness

57 A leader should always be forward

looking.

18.962 0.805 0.718

58 A leader should have the strong

determination to complete all the

assignments very successfully.

0.759

59 A leader should have good imagination

and creative skills.

0.64


Study of Impact of Generation on Identified Factors Influencing Intentions to Join, Motivation, Work Values and Leadership

Expectations

For achieving this objective, Null Hypothesis that ‘there is no significant relationship between the demographic variables and the

factors’ was taken. One way Anova was used based on the number of groups available in independent variable for finding out the

differences. Mean scores were calculated for factors where significant relationship between independent and dependent variables

(factors) was observed.

Decision Rule: When the significance value of F-test/Welch test is less than 0.05, Null hypothesis is rejected. When the Null

Hypothesis is rejected, Post Hoc analysis in case of one way Anova is used for further ascertaining which groups differ among

their mean score.

Effect of Generations on Factors

Table-3: Influence of Generations (Year of Birth) on Variables

Test of Homogeneity of Variances & Anova

Factors Levene

Statistic Sig. F Sig.

Welch

Statistics Sig.

ITJ 3 - Needs 1.198 0.302 8.797 0 8.776 .000

Mean Score Baby Boomers (1945 – 1964) 0.17493

Generation X(1965 – 1980) -0.20767

Generation Y (1981 – 2000) 0.032744

WM 2 - Feeling Appreciated / Recognition 3.273 0.038 3.546 0.029 3.304 0.038

Mean Score Baby Boomers (1945 – 1964) -0.00239

Generation X(1965 – 1980) -0.1225

Generation Y (1981 – 2000) 0.124885




WM 3 - Skill Updation and Evaluation 4.496 0.011 13.13 0 15.016 0


Generation X(1965 – 1980) -0.05997

Generation Y (1981 – 2000) -0.19903

WM 4 - Status of Job 3.861 0.022 7.365 0.001 6.174 0.002


Generation X(1965 – 1980) -0.1604

Generation Y (1981 – 2000) -0.03001

CV 1 - Performance & Evaluation 17.534 0 18.324 0 15.674 0


Generation X(1965 – 1980) -0.1381

Generation Y (1981 – 2000) -0.17904

CV 3 - Flexible Teams & Approach to Risk 7.033 0.001 10.973 0 10.788 0


Generation X(1965 – 1980) -0.03705

Generation Y (1981 – 2000) 0.231453

LD 2 - Team Orientation 5.994 0.003 3.327 0.036 3.395 0.034


Generation X(1965 – 1980) 0.068011

Generation Y (1981 – 2000) 0.07039

LD 3 - Creativity and Foresightedness 0.592 0.554 5.193 0.006 5.205 0.006


Generation X(1965 – 1980) 0.039254

Generation Y (1981 – 2000) 0.125802


From Table No-3, it is clear that Null Hypothesis H0(2) was partially rejected and it was observed that significant differences

exist among generations for their intentions to join, motivators, Work Values and leadership expectations.

a) Intentions to Join

Significant differences were found to exist in one of the factor i.e. Need for the Job. The factor Need for the Job includes

statements as if I received the job offer through an employee referral; I just wanted the job at that time and my job fits well

with the constraints set by my family. Generation X (1965 – 1980) comprises of people who are in the mid of the careers and

they have responsibilities for their kids as well as parents. Hence, this factor is more important to them as compared to the

other generations.

b) Work Motivators

Significant differences were observed in three factors (1) Feeling Appreciated / Recognition, (2) Skill Updation and Evaluation

and, (3) Status of Job.

The factor Feeling Appreciated / Recognition was found to be less important to Generation Y as compared to other two

generations. Generation Y includes multi-tasking workforce, who want work life balance and handsome salary. Further,

connectivity with their friends and family on social media networks like Facebook, Whatsapp, refrain them from maintaining

interpersonal relationships with their colleagues at workplace. They are not emotional people; rather they apply prac tical

approach towards their work

The factor Skill Updation and Evaluation was found to be less important to Baby Boomer Generation. Baby Boomer

Generation (1945-1964) comprises of people who are at the verge of retirement or will be retired in coming ten years. They

have already achieved what all targets they people have set for them in their professional life. Thus, enhancing skills or

updating their knowledge is not that important for them as is important to Generation X and Generation Y. Further, for any

promotions decisions, they therefore prefer their organizations to give more important to their seniority and experience

Again, the factor Status of Job was found to be less important to Baby Boomer generation. Baby Boomer Generation (1945 -

1964) comprises of employees who are aged above 55 and have discharged their family responsibilities. Rather than earning

handsome salary, they prefer comfortable job, which is near to their place, does not require them to move very frequently or

which is not target oriented. Since their age does not allow them to take, much stress and tension which will result in

medical complications.




c) Work Values

For preferred Work Values also, significant differences existed among generations for two factors viz. Performance and

Evaluation and Flexible and Risk Taking Approach.

The factor Performance Evaluation was found to be less important to Baby Boomers as compared to Generation X and Y. For

promotions and incentives, they want their experience to be given more importance rather than the performance on the job.

According to them, younger generations are far behind them and cannot compete the experience, which they have gained over

years.

The factor Flexible and Risk Taking Approach was found less important to Generation Y faculty members. Generation Y

being very practical does not like to be involved in social grouping. They are more interested in completing their assignments

on time so that they can have more time to relax and enjoy with their family and friends. Further, generation Y is very cauti ous

about their performance feedback and ratings and depends upon their immediate leader to guide them and mentor them on

frequent basis, which is not possible when they work in cross-departmental teams, therefore also they do not prefer to work in

cross-departmental teams.

Further, since Generation Y has recently joined the workplace and new to the system, they prefer to do the assignments, which

are predictable and does not involve taking risks because they still have to prove themselves.

Leadership Expectations

For variable leadership expectations, significant differences were observed in factors, Team Orientation and Creativity and

Foresightedness. It was found that Team Orientation is very important for Baby Boomer Generation (1945–1964) as compared to

other two generations, reason being that Baby Boomers are seniors and rather than doing the whole task themselves they want a

team wherein they can just give their ideas and suggestions and rest of the members can follow them. Similarly, Baby Boomer

Generation also rated Creativity and Foresightedness factors more important as compared to other two generations. Since this

generation has struggled a lot during their childhood years, they have learned how to make big out of small. Similarly, they

expect their leader also to have creativity and imagination power so that they can do wonders out of limited resources and prove

their point.

Implications for Management

It is observed through the results that both Generation and Generation Y employees give more preference to organizations, which

offer facilities like flexi timings, convenient location and opportunities for maintaining work – life balance. They also have high

interest in organizations, which provide them with continuous opportunities for skill development. For Generation X, secured and

stable job, fixed timings and work from home options. Both Generation X and Generation Y employees prefer organizations with

fair and effective performance evaluation system.

Baby Boomers on the other hand want their organizations to give more weightage to their seniority and experience rather than

performance. They are keener in working on teams as it gives them the opportunity to share their experience and suggestions with

their juniors. This also helps in satisfying their ego. Assignments like collaborating with foreign universities and industry people,

designing syllabus for students, mentoring of juniors can really help the management to boost up the morale level of baby

boomers. Further, good working conditions including infrastructure, pay scales, timings, incentives and superior subordinate

relationships are other factors, which attract employees towards the particular colleges or universities.

SUGGESTIONS AND RECOMMENDATIONS

Universities / Management should try to arrange training and development modules within and outside for its employees

to update their skills on continuous. This can really help the organization to attract and retain talented workforce.

Performance Appraisal Methods should be strictly based on merit and quality of performance. This will help in

attracting new generation to the workplace and motivate existing workforce to give their hundred percent on the job.

Flexi-timings, shift working, work from home options should be introduced.

Having foreign tie up for faculty exchange programmes can also help organization to training, retain and sustain their

best talent.

Challenging and interesting tasks like designing syllabus for the new programmes, conducting executive or management

development programmes keeping in mind the needs and demands of industry can be assigned to Baby Boomer

Generation to keep them happy and satisfied.




Sending faculty on training on paid basis to corporate world will help faculty to experience the real difficulties faced by

corporate people. They can relate that experience with theoretical concepts to make their classes more alive. This will

also boost up research and consultancy potential of faculty members.

Management should appoint leaders who are competent enough to lead. They should not just appoint leaders based on

their qualifications or seniority. They should have got expertise in their areas to take on the lead roles.

FUTURE RESEARCH

Similar research work can be conducted on all India bases to have a wider view. Another research area can be to check

whether violation of company’s value systems concerned with the fair and equitable treatment of employees can result

in higher intent to leave.

Reverse Mentoring is another area, which can be studied to understand the effects of the generation of the leader on the

intentions to join, remain and stay with organization. For example, is there higher job satisfaction when a Generation X

manager is managing Generation X employee and Baby Boomer managing a Baby Boomer, or lower satisfaction if a

Generation X manager is managing Baby Boomer.

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important.. .

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http://onlinelibrary.wiley.com/doi/10.1111/j.1468-2370.2010.00285.x/references

http://link.springer.com/article/10.1007/s10869-010-9165-6

http://web02.gonzaga.edu/comlstudentresources/Spence%20Complete%20Thesis.pdf

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http://www.papercamp.com/group/explain-why-the-selected-environmental-factors-are-the-most-important..%20.

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EGO V/S SELF ESTEEM: A JOURNEY OF CRISIS ‘THOUGHTS OF SCHOLARS’

Dr. Suman Nasa8

ABSTRACT

This article puts its focus on emergence of ego and knowing how it differs from self-respect. It explains the fact that while

self-respect is related to psychological well-being, the pursuit of high self-respect / esteem can be problematic. It presents

another ways to feel good. Self-compassion entails treating oneself with kindness, recognizing one’s shared humanity, and

being mindful when considering negative aspects. High self-esteem in individuals has tended to deny the credibility of

evaluators. It has been widely asserted that low self-esteem causes violence, but laboratory evidence is lacking, and some

contrary observations have characterized aggressors as having favourable self-opinions.

Self-esteem proved irrelevant to aggression. The combination of narcissism and insult led to exceptionally high levels of

aggression towards the source of the insult. Neither form of self-regard affected displaced aggression, which was low in

general. These findings contradict the popular view that low self-esteem causes aggression and point towards threatened

egotism as an important cause. Present research examined possible explanations for this finding and compared the effects of

self-esteem and narcissism on evaluations of negative feedback sources. Finally, this article suggests that self-compassion may

offer similar mental health benefits as self-esteem, but with fewer downsides.

KEYWORDS

Aggressive, Compassion, Evaluation, Insecurity, Narcissism, Violence etc.

THOUGHTS OF SCHOLARS

One of the biggest hurdles for us to accept any criticism is our ego.

What is Ego? Ego is our false self; it is a cover cap for our

insecurities. Ego leads us to reject other’s opinions, which are counter-

productive for our development. Ego closes our mind and obstructs our

vision so that we cannot see anything other than the ideas of our own.

A very well known spiritual leader, has written – “The ego relies on

the familiar. It is reluctant to experience the unknown, which is the

very essence of life.” One big challenge in managing ego is not to hurt

our self-respect or self-esteem. There is a fine line between ego and

self-respect and there is always a risk of hurting our self-respect if we

try to restrain the ego. It is for this reason, important to understand the

difference between ego and self-respect. The very basic difference is –

ego is negative and hinders productivity while self-respect is

positive and sign of creativity.

NEED OF THE STUDY

A traditional view holds that low self-esteem causes aggression, but recent work has not confirmed this. Although aggressive

people typically have high self-esteem, there are also many non-aggressive people with high self-esteem, and so significant

concepts such as narcissism and unstable self-esteem are most effective at predicting aggression. The link between self-regard and

aggression is best captured by the theory of threatened egotism, which depicts aggression as a means of defending a highly

favourable view of self against someone who seeks to undermine or discredit that view.


Research paper of this type needs proper care in assessing behaviour of respondents as little bit of exaggeration or distortion can

give misguiding and misleading results. It is tough to get the original & genuine behaviour of any person observed when he is

aware of it, yet efforts have been made to capture the things based on events, incidents and experiences. Behaviour of 10 people

was kept under keen observation to evaluate the things in a justified manner. These 10 people were from different backgrounds

regarding caliber, age, financial set up and qualifications. An honest & sincere effort has been made to study their behaviour

without letting them know about it, yet later on things were explained to them up to their satisfaction.

8Associate Professor, Department of Commerce, G. V. M. Girls College, Haryana, India, [email protected]





Ego

Ego is the feeling of supreme. It is an attitude of thinking ourselves superior to others. Ego obstructs the open mind as it gives

lot of importance to self while rejecting other personalities and point of views. It is an unhealthy attachment to self; Ego persists

because we deeply attach ourselves with our ideas. This attachment leads us to resentment; we resent any thought of making our

idea inferior to others. Due to this resentment, we show negative emotions while facing a contrasting opinion. We argue, become

angry and even try to intimidate to make our idea stand out. We are so attached to our idea that we just cannot see it coming

second to someone else’s. Let this attachment go and ego will be gone. Egoists are essentially insecure people who are attempting

to cover up their own suspicion that they are not quite as good as other people by pretending that they are more important. People

with very high levels of self-esteem do not need to determine their self-worth by comparing themselves, either publicly or in their

own minds, with others. An egotistical person's sense of self-worth is mostly determined by external conditions, circumstances or

events. They promote themselves so that they can be convinced of their own value by the feedback they receive from peers, fans,

voters, employees or even their own children. They often strive to be high achievers because they can then get the acclaim of

others, in the hope that this acclaim will somehow prove their worth; though it seldom erases the suspicion that they are unworthy.

It is not a bad thing to be egotistical; it is just sad.

Self-Respect

When we are self-assured and confident against a contrasting opinion – it is self-respect. In this situation, we respect our own

opinion while giving importance to other opinions as well. However, when we have ego then we become in secured and scared.

We close ourselves in a shell thus not respecting other’s point of view. Ego leads us to argument, anger and ultimately to pain

and hurt. However, self-respect leads us to stability and peace. A self-esteemed person's sense of self-worth is mostly

determined by internal conditions like attitude, compassion, belief, passion and personal vision. They also tend to have a direct

sense of their relationship with divinity. Not the kind of divinity promulgated by preachers, mullahs and gurus who teach that

human beings are base creatures who can only merit salvation by submitting to the will of some god; but the kind of divinity that

teaches that all things are sacred and worthy of being honoured as such.

That is the right approach for having a high level of self-esteem: to know one as being both a sacred creature and a divine creator;

and then to honour oneself as such by acting as such. If anybody wants to develop a high level of self-esteem, he must first come

to know his true self and then, must fall in love with himself. That's another bit of cultural brainwashing one must overcome. Self-

love is often seen as narcissism or extreme vanity. It is not; any more than self-esteem is egotism. There are two types of respect.

Respect, that comes to you because of your position, fame or wealth. This type of respect is impermanent. It can be lost

once you lose your wealth or status.

Respect, that comes because of your virtues like honesty, kindness, commitment, patience and your smile. This respect,

no one can take away.

The less you are attached to your virtues, the more self-respect you have. If you are attached to your virtues, you look down upon

everybody else, and the virtues start diminishing. Non- attachment to virtues brings the highest self-respect.

Analysis

The best way of managing ego is to break the unhealthy attachment with the self. This unhealthy attachment does not allow us to

appreciate other’s point of view. By “breaking the attachment” does not mean not to respect one’s own idea. That will be hurting

the self-respect. Have respect for your own idea but also listen to other’s point of view. By ‘breaking the attachment’ means, to

detach one from the behaviour, which causes ego? Respect your opinions but not to the extent that you become defensive. World-

renowned Dr. Albert Ellis and other REBT and CBT psychologists have argued against self-esteem and all self-ratings, saying

self-esteem is probably the greatest emotional disturbance known to humans. Self-esteem, results in each of us praising ourselves,

when, what we do is approved by others. Then we criticize ourselves when we do not do well enough and others disapprove of us.

What we need more than self-esteem is unconditional self-acceptance, acceptance of others and acceptance of existence as it is.

Acceptance does not mean acquiescence but more along the serenity prayer. God, give me grace to accept with serenity the things

that cannot be changed, courage to change the things, which should be changed, and the wisdom to distinguish the one from the

other. Living one day at a time, enjoying each & everyone moment at a time…, Taking this..., world as it is, Not as I would have

it,

Ellis, the famous psychiatrist, argues for USA (unconditional self-acceptance). “The individual fully and unconditionally accepts

himself whether or not he behaves intelligently, correctly, or competently and whether or not other people approve, respect, or

love him.” "People rate themselves, their totality, as "good" or "bad" when their traits are effective or non-effective. This gets

them into trouble. But dysfunctional behaviour is to be evaluated as undesirable and changed." "Self-esteem is a good feeling that

is very fragile. Its other side is self-downing. It tends to create so much anxiety and depression that it often sabotages your self-

efficacy. So at times applaud your deeds and actions, but not yourself or essence." Analysis of behaviour of people under

observation, gave following impressions:




"You can simply decide to accept yourself and can then do it.

You can see that rating yourself totally or in general is really impossible - since you are a very complex person who

does many "good" and many "bad" things, therefore, if you choose to see yourself as a "good person" you would have to

only and always to good deeds and vice versa. You can more accurately see yourself as a person who does many "good"

and "bad" acts. Although you can evaluate all of your acts as good or bad, you cannot legitimately rate your complete

self.

You can figure out that rating yourself as good will work well by giving you confidence while rating yourself as bad

will frequently lead to self-defeatism, anxiety, and depression...

You can take the existential position... that all people have existence, life, humanness and uniqueness and therefore they

are all to be accepted as good in spite of doing bad things.

One woman I was speaking to said “you’re very arrogant aren’t you?” and I said, “no, I’m confident.” She said, “What is the

difference?” and I answered, “Arrogance is overcompensating for a known weakness; confidence knows your strengths but also

knowing your weaknesses, that way you can improve them.” Many people prefer to ‘hide’ behind their strengths in fear that if

they do not do so their weaknesses will be revealed. If you have weaknesses, it is okay, it means that you are a human. When you

catch yourself having, egocentric thoughts become present; do not judge or condemn the thought (if you do this it will argue back)

and just become aware of it, it will soon dissipate. To paraphrase Tolle, “once you bring it into the light of consciousness, the ego

is unable to ‘survive’.”

Self-esteem connection to success may be a learned behaviour or attitude. If in childhood people is blamed, shouted or punished

as a consequence of not achieving some goals, or receiving the same connected to having made a mistake, or damaged an item,

when adults, if they don't succeed to the expected degree, they can have activated the conditioned reflex of going to receive a

punishment. Guilt feelings can induce self-punishment feedback loops, with many unsuspected and untoward consequences. Guilt

may be useful just to beg pardon, an action that would relieve immediately the guilt feelings, and to establish a mental warning

that the action has some inherent dangers, and is worth not repeating it, probably nothing more.

Self-esteem is different from self-worth. Since anyone can give themselves pleasure and useful things, everyone has self-worth,

worth to himself or herself. We are all worthless to many people and worthwhile to some, to some more than others. Therefore,

everyone has self-worth and no one has to believe others when they say they are worthless. That is just a mind game to either

control the other person or raise his or her own self-esteem, which is neurotic.

As Maslow argues in his hierarchy of needs, one needs high self-esteem, in order to self-actualize and realize one is full potential.

We tend to like people with a high self-esteem; it is common for these people to be happy, non-needy and selfless in listening to

and helping others. We describe these people as “down to earth”. The ego is the opposite of self-esteem. The problem with the ego

is it can often ‘disguise’ itself as your self-esteem and it is important to become aware of this behaviour when it arises. Ego has a

number of different definitions, but its most commonly agreed definition is that it is self-defense mechanism and more

importantly, a false concept.

Settling Ego

All the ego is concerned with indulging itself in self-destructive behaviour (I want, I need and so on) and differentiating itself

from others (you’re better than him / her, you’re cooler than him), whether it is talking about other people behind their back (often

coming from a place of your own insecurity) or self-appraisal (I did this, I need to tell everyone about it).

The ego needs to be validated at all costs in order to ‘survive’ if it is not even by your ‘self’, then it begins to weaken. The ego

could even be likened to your inner child, constantly in need of attention and if it does not receive, are lashes out. Often one

confuses ego with self-esteem. Ego needs the other for comparison; self-esteem is just confidence in oneself. For example, a man

claims that he is thorough in Mathematics or Geography, this is self-esteem. However, to say that I know better than you do, that

is Ego. Ego simply means lack of respect to the Self.

Ego upsets you very often. Self-esteem is immune to getting upset by external factors. In self-respect, everything is a game,

winning or losing has no meaning, every step is joy, and every move is celebration. Egocentricity is very common, if you move

from a place of scarcity to abundance in your life, it can become self-destructive. A special kind of behaviour can also be seen

with materialistic people; buying more and more possessions to fuel their false self-concept (I must have this, I must have that, my

friends will be so impressed); if you did not have these ‘things’ would you feel less of a person?

Face book has become a heaven for the ego driven; statuses are often nothing but false self-esteem increasers with each person

racking up ‘likes’ to differentiate themselves from others. The ego loves to feel what is called ‘otherness’s from others. People

who post pictures of themselves are often found guilty of this .This is not to say that everyone does this, but it is undeniably very

common.




Ultimately, people want to convey a narrative for a life that they may or may not be living; some people chose to show the bad

and not good, others both, but what it comes down to is wanting to feel a place of belonging. The ego will try to protect itself at all

costs in “us vs. them” mentality. However, the ego can also be self-destructive; it can make you feel worthless, lonely, depressed,

and insignificant and all those other negative emotions.

Be honest with yourself, what do you like about yourself and what do you not like about yourself? Do not challenge it, just accept

it. The ego is concerned with emphasizing strengths and de-emphasizing weaknesses. It is okay to ‘love’ your ‘self’, this is not the

same as inflated self-importance; what do you like about yourself that is of the benefit to others and what do you not like that you

can work on (sometimes I can feel jealous of others people’s wins, why is that and how can I minimize it?). You are not your

thoughts. When you become aware of these habitual thought patterns, you begin to become more self-aware of your ego and more

importantly, how you can weaken it.

An old Cherokee is teaching his grandson about life. “A fight is going on inside me,” he said to the boy. It is a terrible fight and it

is between two wolves. One is evil – he is anger, envy, sorrow, regret, greed, arrogance self-pity, guilt, resentment, inferiority,

lies, false pride, superiority, and ego.” He continued, “The other is good – he is joy, peace, love, hope, serenity, humility,

kindness, benevolence, empathy, generosity, truth, compassion, and faith. The same fight is going on inside you –and inside every

other person, too.” The grandson thought about it for a minute and then asked his grandfather, “Which wolf will win?” The old

Cherokee simply replied, “The one you feed.”

Is it possible to have high self-esteem and humility at the same time? It is true that people with high self-esteem value their worth

as human beings and as individuals. They enjoy their own company, and have confidence in their ability to overcome obstacles

and to achieve the goals they have set. However, it is important that you do not confuse high self-esteem with egotism, because

the two do not go together at all. High self-esteem people know that all people are, by their very nature, valuable – and they

behave accordingly. In addition, they realize that no one gets very far in life entirely on their own, so they feel indebted and

extremely grateful. In fact, high self-esteem people usually have a strong sense of wanting to give back and to help others as they

have been helped. They expect the best for themselves, and they give their best to others.

CONCLUSION

So change your perspective. Having a high level of self-esteem does not equate to being egotistical. If others wish to interpret

your sense of self-worth as meaning that you have a big ego, let them. That is their problem, not yours. Loving yourself

unconditionally does not equate to narcissism. It is simply honouring that spark of divinity that resides in you. Those who also

honour their own divinity will not think you vainglorious; they will simply say "Namaste". Namaste means, 'the sacred in me

recognizes and honour the sacred in you'. Forget the big ego. Know thyself; honour you; love thyself. Then go about your job of

being a contribution to your fellow creatures. Modern day culture teaches that the more you accumulate, the more you are worth.

The truth of the matter is that the more you give, the more you are worth. The more you are worth, the more wealthy you can

become. If you want to be wealthy, develop your self-esteem. If you want to be prosperous, become abundantly worthy. Believe

in you. The true measure of your wealth is not measured by what you are able to accumulate, but by what you are enabled to

contribute.

REFERENCES

1. Branden, N. (2001). The Psychology of Self-Esteem: A Revolutionary Approach to Self-Understanding That

Launched a New Era in Modern Psychology. San Francisco: Jossey-Bass. ISBN 0-7879-4526-9.

2. Burke, C. (2008). Self-esteem: Why? Why not?. N.Y. Retrieved from http://www.cormacburke.or.ke/node/370

3. Crocker, J., & Park, L. E. (2004). The Costly Pursuit of Self-Esteem. Psychological Bulletin, 130(3), 392–414.

4. Franklin, Richard L. (1994). Overcoming The Myth of Self-Worth: Reason and Fallacy in What You Say to Yourself.

ISBN 0-9639387-0-3.

5. Lerner, Barbara (1985). Self-Esteem and Excellence: The Choice and the Paradox. American Educator.

6. Ruggiero, Vincent R. (2000). Bad Attitude: Confronting the Views That Hinder Student's Learning. American

Educator.

7. Retrieved from http://theselfesteemblog.com/self-esteem/self-esteem/big-ego-or-self-esteem/

8. Retrieved from http://mbasic.facebook.com/story.php?story_fbid=660217787361798&id=128256863891229

*****

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SKILL STRATEGY FOR EFFECTIVE EMPLOYMENT:

A SPECIAL REFERENCE TO AUTOMOBILE SECTOR

Srinivas RRS.9

ABSTRACT

A growing economy like India requires a large and skilled workforce. However, the lack of quality trainers and training

institutes has created roadblocks to growth. Skills shortage is evident in every sector of the economy. Government of India

seeks to fill the gap between the growing demand for, and the scarce supply of, skilled personnel across sectors, by funding

skill-training programmes. Government’s primary goal is to foster a particular sector and industry participation in skill

training and development. On the other hand, universities and institutions who are imparting professional training are facing

difficulties to design and implement the curriculum matching to the industry standards, which is resulting widening the gap

between industry and academia. The prime role of the institution is having responsibility to finally place the students in the

industry is the prima facie of the current scenario. With this background, this paper is addressing various initiatives of

Government and steps to be taken by the institutions for bridging the gap with special reference to Automobile Sector.

KEYWORDS

Skills, Automotive Sector, Training & Placement, Institutions, National Skill Development Corporation (NSDC) etc.

INTRODUCTION

Fast growth, competitiveness and social stability depend on skill development. India’s industrial growth is picking up at a time

when industry’s ability to absorb unskilled rural migrants has been lost in history. To compete in the open domestic economy,

leave alone the global market, companies need to achieve standards that can be delivered only by trained manpower working on

sophisticated machines that run to precise algorithms. Even in the service sector, workers need a whole lot of skills to become part

of the modern economy, even if it is confined to social graces and discipline. Untrained, unemployable youth can easily turn to

crime or be mobilized by political parties that thrive on hatred of ‘the other.’ Skill development is a national priority. The

phenomenon of educated unemployed in a fast-track economy is peculiar to India.

According to a 2005 NASSCOM-McKinsey World Institute study, over 75 percent of engineering and 85 percent of arts, science

and commerce graduates in India are unemployable. Neither is the education they are prescribed up-to-date, nor are they taught

marketable skills during their three-four years in college. Sixty years after independent India adopted the centrally planned model

of economic development, the productivity of Indian industry and the labour force in particular, is abysmally low, the inevitable

outcome of continuous neglect of vocational education and training.

Consequently despite hosting the world’s largest working age population and labour force, the Indian economy which for the past

decade has been averaging unprecedented annual GDP (gross domestic product) growth rates of 8-9 percent, is experiencing the

paradox of a massive and growing shortage of skilled and sufficiently trained personnel in agriculture, manufacturing and service

industries. Confronted with the highest in-service employee training costs worldwide, intensifying shortage of skilled workers and

rising wages, which are jeopardizing India’s cost-competitiveness in world markets, alarm bells have begun to ring in somnolent

government offices and the councils of Indian industry. In India, very few young people enter the world of work with any type of

formal or informal Vocational Educational Training (VET). Indeed the proportion of formally trained youth in our labor force is

among the lowest in the world. Currently the VET system has the capacity to train only 3 million youth against industry’s

requirement of 13 million annually.

NEED TO SET UP NATIONAL SKILL DEVELOPMENT CORPORATION

Taking cognizance of this challenge and opportunities, the Government of India launched coordinated action for skill

development, which is envisioned to be a major initiative for inclusive growth, and development and it consists of a

conglomeration of programs and appropriate structures. Government and Indian industry bodies like CII, FICCI, ASSOCHAM

teamed together to set up National Skill Development Corporation (NSDC). Indian Industry holds 51% stake and Indian

Government holds 49%. This Organization (NSDC) has been mandated by Indian Government to “catalyze” (advocate, create,

fund, facilitate and incentivize) skill development in India. It has Prime Minister’s mandate to skill 150 million people in India by

2022. NSDC intends to address these issues on two tracks. Firstly, for building capacity in the VET segment, it is encouraging

private sector investment and initiatives (in profit as well as non-profit enterprises) in training and skill development in 20 high

growth sectors and the huge unorganized sector.

9Associate Professor & Officer (Training & Placements), Abhinav Hi-Tech College of Engineering, Andhra Pradesh, India,

[email protected]





It has been provided a seed corpus of Rs.1, 000 cr. by Government to start the process. Secondly, NSDC is tasked with developing

an enabling environment for skills development, including support for (i) clarification of sector-specific competencies / skills

through promotion of Sector Skills Councils (SSCs), (ii) quality assurance such as independent third-party accreditation of

trainees’ skills acquisition; (iii) capacity development for skills development institutions / such as curriculum and standards,

faculty development, and so forth; (iv) trainee placement mechanisms, and (v) monitoring and evaluation, supporting systematic

collection and analysis of data about skills development, including employer feedback regarding the quality of NSDC trainees. To

ensure a strong private sector training supply, NSDC will facilitate establishment and growth of private “train the trainers” centers

where instructors will be updated with the latest sector-specific skills and competencies required, using current equipment and

technology, and modern training techniques.

NSDC Focus on Skilling India

The NSDC will facilitate or catalyze initiatives that can potentially have a multiplier effect as opposed to being an actual operator

in this space. In doing so, it will strive to involve the industry in all aspects of skill development. The approach will be to develop

partnerships with multiple stakeholders and build on current efforts, rather than undertaking too many initiatives directly or

duplicating efforts currently underway.

To scale up efforts necessary to achieve the objective of skilling / upskilling 150 mn people, the NSDC will strive to:

Develop ultra-low cost, high-quality, innovative business models, Attract significant private investment,

Ensure that its funds are largely “re-circulating”; i.e. loan or equity rather than grant,

Create leverage for itself,

Build a strong corpus.

NSDC Key Roles

Funding and incentivizing: In the near term, this is a key role. This involves providing financing as either loans or equity,

providing grants and supporting financial incentives to select private sector initiatives to improve financial viability through tax

breaks etc. The exact nature of funding (equity, loan, and grant) will depend on the viability or attractiveness of the segment and,

to some extent, the type of player (for-profit private, non-profit industry association or non-profit NGO). Over time, the NSDC

aspires to create strong viable business models and reduce its grant-making role.

Enabling support services: A skills development institute requires a number of inputs or support services such as curriculum,

faculty and their training, standards and quality assurance, technology platforms, student placement mechanisms and so on. The

NSDC will play a significant enabling role in some of these support services, most importantly and in the near term, setting up

standards and accreditation systems in partnership with industry associations.

Shaping/creating: In the near term, the NSDC will proactively seed and provide momentum for large-scale participation by private

players in skill development. NSDC will identify critical skill groups, develop models for skill development, attract potential

private players, and provide support to these efforts.

FOCUS AREAS OF NSDC

The challenge of skilling / up skilling 500 million by 2022 will require both fundamental education reform across primary,

secondary and higher education and significant enhancement of supplementary skill development. In the near term, the NSDC will

focus primarily on supplementary skill development and strive to create seamless tracks within the education system.

In strengthening supplementary skill development, NSDC will focus on fostering private sector led efforts that will include both

non-profit and for-profit initiatives with the goal of building models that are scalable. The NSDC will adopt a differentiated

approach to supporting private sector initiatives depending on the target segment. Based on the marketability of the skill group

and income level of the student population, there are three segments across which the NSDC will focus:

Attractive Segment: Given that the market automatically works, the NSDC will only play a reactive role and support

the scale-up by various players. Viable segment but with marginal economics or involving high risk/uncertainty: This

will be a key focus area of NSDC particularly in the near term, with the aim being to make this segment much more

attractive for private investment.

Completely Unviable Segment: Over time, NSDC will aspire to work in this segment in collaboration with government

departments and help develop innovative business models, which can move players from this segment to the viable

segment.




SKILL SECTOR COUNCILS (SSC)

Today, industry realizes the criticality of skill development for every industry vertical, and all Industry Forums evaluate how

industry could participate in skill development initiatives. The best option for industry sectors is to set up Skill Sector Councils

(SSC’s) to complement the existing vocational education system for the Industry Sector in meeting the entire value chain’s

requirements of appropriately trained manpower in quantity and quality across all levels on a sustained and evolving basis. Sector

Skill Councils are national partnership organizations that bring together all the stakeholders – industry, labor and the academia.

The SSC will operate as autonomous body. It could be registered as a Sec 25 Co, or the government initially does Public Limited

Co. Funding. As it grows, the SSCs become self-funded, for-profit organizations. This initiative has been adopted by a few

leading economies, such as Canada, UK, Australia, New Zealand, Netherlands, South Africa, who have been successful in

addressing their country’s human resource development needs.

SSC will strive to complement the existing vocational education system for the Industry Sector in meeting the entire value chain’s

requirements of appropriately trained manpower in quantity and quality across all levels on a sustained and evolving basis. Thus,

the SSC of every Industry sector must have the active support of all major players of that sector, in order to be successful in its

role. The SSC proposes to complements the existing vocational education system and address the skill gaps through following

activities:

Conducting Research: Building up skill inventory database for the industry sector, skill-wise, region-wise, reviewing

international trends in skill development and identifying skill gaps and technology to be taken up for teaching.

Improving the Delivery Mechanism: Collaborating with educational institutions to train trainers and upgrade skill sets

of existing industry employees, and those in the industry value chain, e.g. dealer and service networks.

Building Quality Assurance: Setting up a robust and stringent certification and accreditation process for industry

sector facing skill development institutes to ensure consistency and acceptability of standards

Following Sectors identified for SSC’s:

Automobile / auto components,

Electronics hardware,

Textiles and garments,

Leather and leather goods,

Chemicals and pharmaceuticals,

Gems and jewellery,

Building and construction,

Food processing,

Handlooms and handicrafts,

Building hardware and home furnishings,

IT or software,

ITES-BPO,

Tourism, hospitality and travel,

Transportation/ logistics/ warehousing and packaging,

Organized retail,

Real estate,

Media, entertainment, broadcasting, animation,

Healthcare,

Banking/ insurance and finance,

Education/ skill development,

Unorganized sector.


ALIGNMENT WITH NSDC MISSION

The National Skill Development Policy 2009, mandates that NSDC would constitute Sector Skill Councils (SSCs) with following

functions:

Setting up LMIS to assist planning and delivery of training,

Identification of skill development needs and preparing a catalogue of skill types,

Develop a sector skill development plan and maintain skill inventory,

Developing skill competency standards and qualifications,

Standardization of affiliation and accreditation process,

Participation in affiliation, accreditation, standardization,

Plan and execute training of trainers,

Promotion of academies of excellence.

SSC will endeavor to fulfill the roles and responsibilities as laid down by NSDC. Further, they will be in conformation with the

overall objective and mission of NSDC, are Student population targeted – SSC will primarily be a testing and certification

institution rather than a training institution for students. However, SSC in association with other institutions (e.g. ITI) will impart

training to trainers for vocational schools and industry, for building capacity and upgrading skills of existing workforce. SSC will




provide certificates to successful candidates and will ensure acceptance of the qualification by the industry. Assessment of training

and providing credible certification will allow employers to use it as a proxy to fast track job applications.

a. Number of new skilled manpower trained in the next 10 years: SSC will map the requirement of additional workforce

over the next 10 years, and will train adequate number of trainers through an outsourced model where it will receive

infrastructural and operational support from participating ITIs and other institutions. In addition, SSC may also retrain

employees and sales personnel in partnership with regional institutions (e.g. ITIs).

b. Number of manpower up skilled in the next 10 years: In the industry sector, SSC will map the present skill gaps in

quality and quantity of manpower, over a 10-year cycle. It will upgrade skills of existing manpower and improve skills of

qualifying manpower to address the existing skill gaps.

c. Leveraging NSDC as a partner: The NSDC will support the funding requirement and it will be represented in the

project implementation.

d. Creation of industry utility: The SSC would not only train trainers but also will create utilities in terms of accreditation

and utilize industry infrastructure. It would also be able to charge consultation and research fees from the industry

players and institutions and thus generate additional revenue.

e. Leveraging existing infrastructure: SSC proposes to leverage existing infrastructure of industry as well as public

infrastructure and facilities for its training initiatives.

f. Industry Partnership: The industry will need to commit itself to the initiative by signing an MOU with SSC to ensure

industry participation. The industry will contribute further by participating in course content development, offering more

apprenticeships to students, providing trainers for courses where there is shortage of qualified trainers and recruiting

trained manpower from SSC affiliated institutions. SSC will enter into MoU’s with select corporate houses to ensure the

above.

NATIONAL OCCUPATIONAL STANDARDS (NOS)

National Occupational Standards (NOS) specify the standard of performance an individual must achieve when carrying out a

function in the workplace, together with the knowledge and understanding they need to meet that standard consistently.

Essentially NOS are benchmarks of good practice. Each NOS defines one key function in a job role. In their essential form, NOS

describe functions, standards of performance and knowledge/understanding. Employers (through their SSCs) lay down the NOS.

A set of NOS, aligned to a job role, called Qualification Pack, would be available for every job role in each industry sector. These

drive both the creation of curriculum, and assessments. Its functions are to develop the business case for NOS development –and

get industry engagement , identify a representative sample of employers to engage in NOS development (minimum 10 each of

large, medium and small employers by workforce size) and identify other key stakeholders who could be helpful in the

development process, e.g., training providers.

Functional Analysis of NOS

Functional analysis is the main tool used to develop National Occupational Standards (NOS). It involves analyzing areas of work

and identifying the outcomes that people should achieve functions mean the activities a person is expected to do as part of their

job. They must have a clear purpose and outcome that are valuable to an employer.

Figure-1: Key Stages in Development of NOS

Sources: www.nsdcindia.com/nos

http://www.nsdcindia.com/nos




Begin with a Key Purpose of the occupational area e.g. Shop, Restaurant, Factory, Construction Site Identify Functions (tasks) by

asking: -‘What needs to happen to achieve the Key Purpose?’ Identify possible NOS titles by asking: ‘What needs to happen to

achieve each Function?’ For each NOS, identify Performance (skills) and Knowledge criteria by asking ‘What are the activities in

each NOS, which are to be performed?’ (Performance / Skills) ‘What are the underpinning knowledge attributes which are to be

understood to perform each of above activities?’ (Knowledge Criteria)

NATIONAL VOCATIONAL EDUCATION QUALIFICATION FRAMEWORK (NVEQF)

The National Skill Development Policy clearly specifies National Vocational Education Qualification Framework (NVEQF) will

be created with an open/flexible system, which will permit individuals to accumulate their knowledge and skills, and convert them

through testing and certification into higher diplomas and degrees. The Government has unambiguously stated that the SSCs will

provide their sector specific competency frameworks, which will feed into the NVEQF. The NVEQF, in turn, will provide various

quality assured learning pathways having standards, comparable with any international qualification framework. Alongside, the

policy also states that a framework of accreditation and infrastructure for information dissemination around measurable criteria on

institutions will be created. Ratings of public and private institutions would be put on public domain.

SSC will play a pivotal role in setting up the NVEQF for the industry sector, and in rating the public and private training

institutes. Further, SSC can oversee changes in course and curriculum structure; introduce short-term courses to train unskilled

manpower into semi-skilled / skilled manpower, assist in establishing “Centers for Excellence in Industry” and training clusters

around various cities/ towns depending on manpower requirements in the areas and co-ordinate with other government agencies

and institutions to implement changes. SSC will also perform as a career guidance center, which will channelize candidates into

jobs, apprenticeships and training. SSC will thus function as the apex body focusing on skill development for the industry sector

as well as coordinate the efforts of various agencies in the area of skill development. Thus, NVQF will theoretically make it

possible to drive competency-based training for every job role in industry. It would be possible for all current vocational courses,

like MES, ITI Courses, or similar vocational courses in schools, colleges and polytechnics to be aligned to job roles at specific

NVQF Levels.

All India Council for Technical Education, (AICTE), the apex body for making and maintaining the norms of Technical Education

in the country has framed a National Vocational Education qualification Framework (NVEQF) for the polytechnics and

Engineering Colleges. NVEQF is introduced by Government in order to formally integrate vocational education together with its

current conventional educational streams across school and higher education space and provide an opportunity and incentive to

students to explore a large universe of opportunity. It is important that a Vocational Educational Qualification Framework is in

place that allow cross mobility of standards and their absorption in Industry with certain skill gained over a fixed period of time or

their seamless integration into higher learning that enable them to acquire formal degree and higher skill so that they perform

higher level jobs in Industry.

Table-1: Framework Options for Students

Sources: NVEQF

The Initiative addresses skills in all sectors and areas across the country. Its Short duration, focused and modular programs allow

for quick and effective delivery of skills training. This allows a person to become productive relatively quickly at younger age.

The modular approach also means that he can add on to his portfolio of skills for vertical and horizontal progression. At the same

time, the content is focused to allow for dissemination of only relevant skill. The duration is decided taking into account the

objectives and content of the constituent programs. Amongst other things, it would be based on Employer-Employee needs,

availability of Infrastructure and Equipment, Characteristics of the Training Content, etc. Programmes of varied durations ranging




from short courses to more protracted ones, depending on the skill and the requirements at particular certificate level. The

practical hands on skills for delivery in the local language, thereby allowing for provision of local trainers, congenial and effective

delivery. The delivery of the program is flexible it could be full day, half day or weekend programs. This would again be decided

on availability of candidate’s spare time, availability of training infrastructure and spare capacities, etc. Training could be

delivered through a network of centers that could include Technical and Non-Technical Schools and Colleges industry centers,

Training Organizations, Services, In addition, for practical training, laboratories of industries could be used as Training Sites for

skill enhancement, where required.

Table-2: General Scheme of Studies

Sources: NVEQF

EVOLUTION OF THE INDIAN AUTOMOTIVE INDUSTRY

The Pre-1980s era was defined by a closed market, availability of outdated models and limited supply of vehicles leading to

limited growth of the market. The industry was in its nascent stages without any significant players in the market and neither were

there a significant base of customers. Automobiles were largely unaffordable and objects of desire for most people. This changed

in the next few years of 1983 to 1993 wherein Maruti Udyog Limited entered the Indian Automotive Sector. The era saw the

formation of several joint ventures in the space of commercial vehicles and auto components. With the de-licensing of the

automotive sector in 1993, several global players entered the market as a consequence of which the market grew, leading to stiffer

competition and a large variety of products for the customers to choose from - currently, the Indian customer has over 30 Auto

Original Equipment Manufacturers (OEM’s) to choose two wheelers, three wheelers, passenger vehicles and commercial vehicles

from; and this is only expected to grow further, with the recent advent of foreign players such as Volkswagen, BMW and Renault-

Nissan.

Figure-2: Evolution of Automobile Industry

Sources: IMaCS Analysis




Geographic Distribution

The Automobile Industry, due to its very nature, has grown in clusters. The clusters have OEMs as hubs or centers of growth

while the suppliers have formed their bases around the OEMs. There are three major automobile and auto component production

clusters across the country, namely:

Western Region (Mumbai–Pune–Nasik–Aurangabad),

Southern Region (Chennai–Bangalore–Hosur) and Northern Region (Delhi–Gurgaon–Faridabad). In the Eastern

region, activity in the automotive sector is seen in Jamshedpur and Kolkata, but the development in this region has

been to a lesser extent than in the others.

Demand drivers for Automobile Segment

One of the key reasons for the rapid growth in the Automobile segment has been the strong influence of several favourable drivers

of demand. While some of the demand drivers are offshoots of favourable growth in the Indian economy, others have come by

due to the comprehensive development of the Automobile segment.

Figure-3: Demand Drivers for Automobile Segment


CURRENT EMPLOYMENT IN THE AUTO AND AUTO COMPONENTS SECTOR IN INDIA

The Automotive Industry, by its very nature, has considerable forward and backward linkages and thus employs a significant

number of personnel. The Society of Indian Automobile Manufacturers (SIAM) has estimated that the Indian Automotive Industry

provides direct and indirect employment to over 13 million people. Direct employment includes personnel working with

automobile OEM’s and auto component manufacturers (about 30% to 40%). Indirect employment includes personnel working in

the enabling industries, such as vehicle finance and insurance industry, vehicle repair, vehicle service stations, vehicle

maintenance, vehicle and component dealers, drivers, cleaners etc., (about 60% to 70%). Though the availability of personnel in

this industry in terms of numbers is not such an at a broad level, it is the quality of the personnel employed, both in terms of

knowledge & skills which is not appropriately matched to the requirements of the automobile industry in India.

Graph-1: Number of Institutes and Students in India





The clusters for the core segments of the Automotive Industry in India are concentrated primarily in the South, West and North

zones, and these zones correspondingly account for about 90% of the employment in the Auto and Auto Components Sector in

India. The South zone itself accounts for about 44% of the total employment in the Auto and Auto Components Sector in India

and the employment is mainly seen in Tamil Nadu14 (about 29% contribution to total employment) and Karnataka (about 11%

contribution to total employment). The West zone accounts for the next highest percentage of personnel employed in the Auto and

Auto Components Sector in India, i.e. about 33% of the employment); in the West zone, the employment is mainly seen in

Maharashtra (about 29% contribution to total employment). Further, the employment across (i) Manufacture of motor vehicles,

(ii) Manufacture of bodies (coach work) for motor vehicles; manufacture of trailers and semi-trailers and (iii) Manufacture of parts

and accessories for motor vehicles and their engines.

Figure-4: Skill Requirements


Some of the emerging trends in human resource and skill requirements in the Auto and Auto Components Industry in India

are as below:

Human resource and skill requirements related to the emerging trends in the industry: As stated earlier, several emerging

trends are seen in the Automotive Industry in India. These trends will in turn give rise to the corresponding human resource and

skill requirements. For example, more number of electronics engineers will be needed to work on the increasing electronic content

of vehicles, design engineers will need to work on complicated engine designs, and design as well as manufacturing personnel

will be needed for hybrid vehicles. Similarly, personnel to work on the emerging regulatory trends will be needed – for example,

design engineers will need to have advanced knowledge of emission and safety regulations. This will also lead to increasing

human resource and skill requirements at the supplier’s end.

Increasing cost of human resources due to the advent of foreign players: With the advent of foreign players in the OEM space

and with the demand-supply situation with reference to skilled human resources in the Automotive Industry in India being as it

currently is, personnel currently employed at OEM’s / Tier I suppliers are found to be “industry-ready” and they are thus being

attracted by the foreign players into their fold. Thus a major challenge currently being faced by OEM’s / Tier I suppliers, is

retaining their skilled employees, thus leading to increasing cost of human resources.

Increasing recruitment of B. Sc. graduates: A recent trend seen in the Automotive Industry in India is the recruitment of B.Sc.

graduates at the same level as ITIs or diploma engineers. It is observed that B.Sc. graduates are able to adapt to the manufacturing

environment and learn quickly – they need to be given the same amount of training (6 months to one year) that is generally

provided to fresh ITI’s or diploma engineers. In addition, the attrition of diploma engineers for higher studies is not found in B.Sc.

graduates. Going ahead, as the Auto Industry further focuses on the design and development function, science graduates may also

be required in the design and development field (e.g. chemists / physicists may be required in companies that produces castings /

forgings). The industry perceives this trend to increase going ahead, and B.Sc. graduates are expected to account for an increasing

proportion of the workforce employed in the Automotive Industry in India.

Shortfall of human resources in vehicle design and styling functions: Styling of vehicles is a key competitive advantage for

OEM’s, but at the same time styling and design capabilities are significantly lacking in India – this is why most auto OEM’s in

India depend upon design houses abroad for styling of the vehicles being developed by them. With the increase in product

development activity in India, the need for developing design capabilities in the country is increasing dramatically. This is also

being driven by the need for developing vehicles as per the tastes of fast growing local and Asian markets. The Indian OEMs over




the years have set up in-house design centers for enhancing their capabilities to develop products to suit customer choices, which

are fast changing. The global OEMs have also felt the growing need for developing vehicles as per local requirements and have

started setting up design houses in India. The focus on developing vehicle design capabilities in India is driving the need-qualified

manpower with the requisite capabilities. Availability of qualified and talented vehicle designers is being considered as one of the

biggest bottlenecks in designing vehicles in India. The supply side is also currently limited, with the Master in Design course

being offered by some IIT’s and NID Ahmedabad. However, in order to build competencies of global levels, continuous

availability of a large pool of qualified and talented designers will be necessary.

Increase in human resource requirements for vehicle financing and vehicle insurance: Vehicle financing and vehicle

insurance are underlying support systems for the Automotive Industry in India and these may be considered as the enablers of

growth of the Automotive Industry. The enabler segments are associated with providing indirect employment to personnel in the

Auto Industry.

Increasing proportion of women in the workforce: The Automotive Industry in India is characterized by maximum proportion

of the workforce being male. Women employed in the Auto Industry in India, are mainly employed in functions such as design,

HR, finance and in support office functions. This has primarily been the case due to the low availability of women who take up

courses such as mechanical engineering in college. Companies, especially auto OEM has and Tier I suppliers, are making a

conscious effort to increase the participation of women in the workforce, including in the core operations function. Whether or not

women will participate in the operations workforce though, remains to be seen.

Skills that will be required due to the upcoming Inspection and Maintenance regime (Including vehicle scrapping):

Mandatory inspection and maintenance regulations, including vehicle-scrapping norms for old vehicles since they contribute to a

larger portion of carbon dioxide emissions are expected to come into being in the near future. These norms will help implement

stricter safety and emission regulations and will in turn lead to employment in certain new areas covering the vehicle scrapping

chain. For example, the role of car dealers will diversify, as they will additionally serve as intermediaries between the customer

and the scrapping industry. There will be an increased need for dismantlers, scrap dealers and vehicle cutters and the absolute

number of these units as well as the employment at existing units will correspondingly increase. Other agencies involved will

include OEM’s, insurance agencies, RTO’s etc. and these agencies will need separate personnel for vehicle scrapping related work

or will need to train their existing personnel specifically for this purpose.

Multi-product integrated dealerships and the corresponding need for multi-skilled sales and service personnel: Currently in

India, OEM’s have their own dealerships that sell cars of only of one particular OEM - thus a Tata passenger car dealer is an

exclusive Tata dealer and will not sell passenger cars of, say, Hyundai. This situation is expected to undergo a change in the near

future, with multi-brand car sales dealerships setting up base. A recent example is Mr. Jagdish Khattar’s “Carnation Auto”, which

is ‘in the process of setting up a state-of-threat network of integrated multi-brand auto sales, services and related solutions across

the country’. Carnation Auto plans to retail new as well as used cars of different brands under the same roof. Such an initiative is

expected to bring about a sea-change in the way cars are sold currently by making available one-stop solutions to customers and

also allowing them to compare new cars at a single location. Such an initiative is expected to lead to the need for multi-skilled

sales and service personnel who are able to sell as well as service multiple car models and brands with the same efficiency.

The Tata Nano and auto hubs in Gujarat and Uttarakhand: There are 3 major automobile and auto component production

clusters across the country and these are located in the Western, Southern and Northern regions. In addition, the clusters have

OEMs as hubs or centers of growth while the suppliers have formed their bases around the OEMs. The Western and the Northern

regions are expected to grow further, with Gujarat and Uttarakhand emerging as auto hubs; the Tata Nano manufacturing facility

being set up in Gujarat will not only provide employment to people working in the manufacturing plant, but will also give a boost

to auto ancillary players in the State in places like Rajkot, thus leading to further employment in the State. In Uttarakhand, the

Tata Ace plant is already in existence, and production of the Tata Nano unit is also expected in the State – this, combined with the

need for auto ancillaries to be available at close quarters, is expected to further increase the employment potential in the State.

Gujarat is also poised to become an auto export hub with vehicle manufacturers investing in its ports to create car export

terminals.

Organized used car industry: The used car industry in India has traditionally been unorganized, and has been characterized by

small players buying, selling vehicles, and direct seller-to-buyer interaction. This scenario is already changing, with the advent of

players such as Maruti True Value and Mahindra First Choice. The organized used car market provides several advantages to the

end-customer - since vehicles purchased by used car dealers are thoroughly tested and valued accordingly, customers can be more

sure of the quality of the product bought from used car dealers as against from unorganized players. The further proliferation of

used car dealerships is also expected to expand the need for certain skill sets in the industry – for example, a greater number of

personnel are in demand for testing, inspecting and valuing used cars, sales personnel are expected to not only sell used cars but

also to aid in purchasing used cars, drivers are required for test-driving used cars, etc.

Projected Human Resource Requirements: The category-wise human resources requirement is expected to be as follows for

Commercial vehicles, Cars, Three Wheelers and Two wheelers by IMaCS analysis.




Graph-2: Projected HR Requirements


Direct employment will consist of employment at OEMs, component suppliers and raw material suppliers, and is expected to be

distributed as below:

Graph-3: Direct Employment Section Wise


Indirect employment will primarily consist of employment in the service sector (auto finance, auto insurance etc.) and

employment generated for drivers. The indirect employment is expected to be distributed as below:

Graph-4: In-Direct Employment Section Wise





Thus at an overall level, the total incremental employment in the Auto and Auto Components Sector is expected to be distributed

as follows:

Graph-5: Overall Employment Section Wise


CONCLUSION

India’s Automotive Mission Plan envisages size of the Indian Automotive Industry to grow at 11.5% p.a. over the next decade to

reach a minimum size of USD 165 to 175 billion by 2022. The Indian Automotive Industry faces a challenge in terms of

developing human resource skills to achieve the said growth targets. The problems are twofold – India needs to train labor to cater

to the higher employment demand from the Indian Auto Industry; further, As India embraces global technology, skill

enhancement becomes mandatory to improve technology and productivity.

The Automotive Industry has also been recognized as an industry with a very high potential to increase employment and

additional employment of 25 million people is envisaged by the year 201617. It is also estimated that by 2022, the Automotive

Industry will employ an incremental 35 million people as per SIAM Mission Plan and ImaCS analysis.

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http://vocationalskillsindia.blogspot.com/2011/08/what-is-nsdc.html

http://nsdcindia.org/about-us/our-role.aspx

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http://www.aictim.org.in/aboutnsdc.php

http://economictimes.indiatimes.com/opinion/editorial/good-work-toyota/articleshow/5210384.cms

http://www.navkarskills.com/images/EW-February-2010-VE-pgs.pdf

http://inskills.co.in/nsdc.php

http://pdfcrop.in/ebook/title/ssc-science-and-technology.html

http://upsdm.org/sites/default/files/RFP_Assessment_Agencies_22_02_14_Final.pdf

http://www.nsdcindia.org/national-occupational-standards.aspx

http://www.thehindubusinessline.com/economy/skill-development-agency-banks-on-vocational-training-to...

http://www.thehindubusinessline.com/economy/skill-development-agency-banks-on-vocational-training-to...

http://www.planningcommission.gov.in/reports/genrep/skilldev/rep_skilldev4.pdf

http://www.aicte-india.org/downloads/NVEQF_schema_All.pdf

http://www.linkedin.com/pub/vibhor-seth/3b/50a/106

http://www.papercamp.com/essay/9848/Indian-Auto-Industry

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http://www.papercamp.com/group/why-has-the-lexus-model-been-very-successful-in-the-u-s-but-has-not-b...

http://nsdcindia.org/pdf/Auto-Auto-Comp.pdf

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ROLE OF TRAINING IN ORGANIZATIONAL DEVELOPMENT:

A STUDY OF C.L. GUPTA & SONS, MORADABAD, UTTAR PRADESH

Dr. Deepak Jain10

ABSTRACT

As after employees have been selected for various positions in an organization, training them for the specific tasks to which

they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a

harmonious working relationship with other employees, he is given adequate training. Training is an important activity in

many organizations. We generally see that when a new machine is installed in a factory, it is operated on trial basis before

going into actual production. “Just as equipment needs a breaking in period, a new employee also needs training period to

adjust to the new environment.” Here company and employees should clear there viewpoints that why training is provided.

Here both should think that, as it is not the matter of a single person or of the organization but it is the matter of survival of the

organization in the end. So it is required to look for the benefit in long run towards attaining the objectives not of short run

perspective.

So the proper training are to be required to be imparted to the employees because training is not imparted to them (Employees)

then following can be the outcome in the following sequence: a) Decreased productivity, b) Decreased performance, c)

Increases accidents, d) Demotions and retrenchment, e) Decreases knowledge and skill sets, f) Under-utilization of resources,

g) Increased supervision &control level, and h) Increases job switching activity. The employees are willing to inform about

the looses to the company that can be incurred in near future if proper training schedule are not imparted to them in near

future.

KEYWORDS

Training, Organizational Development, Productivity, Performance, Knowledge etc.

FIRM PROFILE

As per the given detail of export business and various exporters of Moradabad, one of the top exporters has been selected as a

simple for the study.

C .L. Gupta & Sons

“The only source with string manufacturing Facility for a wide range of exclusive handicrafts”

Generations old family business in exports since 1954, initially dealing in only Brass and E P N S Ware. Gradually increasing the

production capacity and diversifying to other related products, it is now one of the largest manufacturing setups in the region,

exporting 100% of production to reputed stores and whole sellers around the world. The firm includes the covered area of 450,000

Sq. Ft. 2,500 strong workforce, 3000 kilowatts of own power generation, modern tool room for dies and fixtures to curb any

leakage of design, large facilities for all stages of production and quality control to facilitate large deliveries of quality products as

per schedules.

It is partnership firm consisting of seven partners namely:

(1) Sh. J S Gupta (2) Sh. Anil K. Gupta (3) Sh. Ajay K. Gupta (4) Sh. Raghav C. Gupta

(5) Sh. Prabhakar Gupta (6) Sh. Teevra Gupta (7) Sh. Mudit Gupta

There is total of seven hundred fifty people, who are engaged in the various departments of the firm. Out of them forty person are

on permanent basis and rest on daily wages.

Various persons engaged in Diff. Departments are:

Production Manager: Mr. Sanjeev Bajaj

Manager for polishing Department: Mr. A. K. Bansal

Manager for Packing Department: Mr. Anil Kumar

Administrative Manager: Mr. Ashish Vacher

10 Assistant Professor, School of Business, Shri Mata Vaishno Devi University, Jammu & Kashmir, India,

[email protected]





Finance Department Handled by: Mr. Sanjay Jain

Selling & Distribution department by Partners Themselves

Export documents handled by: Mr. A P Paul

It is Government recognized trading house, with one of its units situated at Chowdharpur, Delhi Road, Moradabad. The bankers of

M/s. C.L. Gupta & Sons are the main branch of SBI, Civil Lines, Moradabad. The overdraft limit enjoyed by the firm is Rs. 4

crores.

THE MANUFACTURING RANGE OF THE FIRM

Art Wares

Brass, Aluminium and iron ware of sheet, sand casting, wire, rod in different finishes, polished, bronze powder, nickel, silver,

antique, patina etc.

Garden Items

Decorative benches, tables and accessories like birds, animals, figures, pedestal in Aluminium verdigris lites in power coated iron

& glass.

Wrought Iron

Furniture and accessories in ready to assemble easy carry flat packing, Enameled, gilded, power coated, with beveled glass and

marble tops.

Glass

Mouth blown, captured, pressed, clear, colored, optic, crackle, hand cut glass.

Wood

Small furniture and accessories-table, stools, bookcases, chest of drawers, CD, Cassettes racks, mirrors etc. assembled & knock

down in different finishes.

Clocks

A wide range of antique designs of wall, table & alarm clocks with Japanese movements.

Combinations

By virtue of in-house facilities for all the above different products, the firm have the unique advantage of producing combination

items e.g. Glass with metal etc.

Addresses

Head Office

C.L. Gupta & Sons

Rampur Road, Moradabad – 244 001, India

Telephones: 91(591) 2491395, 2493395, 2490218, 2492164, 2492168

Facsimile: 91(591) 2490301, 2492173

E-mail: [email protected]

Branch Office

B-82, Gulmohar Park,

New Delhi – 110 049, India

Telephones: 91(11) 268644075, 26510791, 2668115

Facsimile: 91(11) 26863625

Production Units

Unit-I : Non-ferrous products and clock

Rampur Road, Moradabad – 244 001, India

Telephones: 91(591) 2490301, 2492173

E-mail: [email protected]

Unit-II : Glass & Iron products

Unit-III : Wood Furniture & Accessories

Chowdharpur, 18km., Delhi Road,

Moradabad, India

Telephone: 91-9836041505






INTRODUCTION

After employees have been selected for various positions in an organization, training them for the specific tasks to which they

have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious

working relationship with other employees, he is given adequate training. Training is an important activity in many organizations.

We generally see that when a new machine is installed in a factory, it is operated on trial basis before going into actual production.

“Just as equipment needs a breaking in period, a new employee also needs training period to adjust to the new environment.”

DEFINING TRAINING AND DEVELOPMENT

According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a particular job. The

major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that

helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a

higher-level job. Training, thus, may be defined as a planned programme designed to improve performance and bring about

measurable changes in knowledge, skills, attitude and social behaviour of employees.

A learning experience is planned and carried out by the organization to enable more skilled task behaviour by the trainee. Training

imparts the ability to detect and correct error; furthermore, it provides skills and abilities that may be called on in the future to

satisfy the organization’s human resource needs. Training may be carried out on the job or in the classroom and in the latter case,

it may be on site or off site – perhaps in a motel or a training center – or it may be in important respects. In any case, trainees are

expected to acquire abilities and knowledge that will enable them to perform their jobs more effectively.

Features of Training

Increases knowledge and skills for doing a job.

Bridges the gap between job needs and employees skills, knowledge and behavior.

Job –oriented process, vocational in nature.

Short-term activity designed essentially for operatives.

Areas of Training

The areas of training in which training is offered may be classified into the following categories:

Knowledge

Here the trainee learns about a set of rules and regulations about the job, the staff and the products or services offered by the

company. The aim is to make the new employee fully aware of what goes inside and outside the company.

Technical Skills

The employee is taught a specific skill (e.g. operating a machine, handling computer etc.) so that he can acquire that skill and

contribute meaningfully.

Social Skills

The employee is made to learn about himself and other, develop a right mental attitude towards the job, colleagues and the

company. The principal focus is on teaching the employee how to be a team member and get ahead.

Techniques

This involves the application of knowledge and skill to various on-the-job situations. In addition to improving the skills and

knowledge of employees, training aims at moulding employee attitudes: When administered properly, a training programme will

go a long way in obtaining employee loyalty, support and commitment to company activities.

Types of Training

A wide variety of training programmes are used in different organizations, depending on requirements and size of their manpower.

Some of the commonly used programmes may be listed as:

a. Orientation Training: Orientation or induction training tries to put the new recruits at ease. Each new employee is

usually taken on a formal tour of the facilities, introduced to key personnel and informed about company policies,

procedures and benefits. To be effective, orientation training should be well planned and conducted within the first week

of employment. Such a pre-job training helps the recruit to familiarize himself with the job and its settings.

b. Job Instruction Training: Job Instruction Training (JIT) was popular during World War II. JIT was offered to while-

and-blue-collar employees and technicians, with a view to improve their job-specific skills. The approach, basically,

consisted of four steps:




Orient trainees to the job situation by providing them with an overview of the job.

Demonstrate the entire job, using the services of experienced trainers.

Ask trainers to do the job as often as necessary until satisfactory performance is obtained.

Evaluate employee performance periodically and offer supplementary training, if necessary.

c. Refresher Training: Rapid changes in technology may force companies to go in for this kind of training. By organizing

short-term courses, which incorporate the latest developments in a particular field, the company may keep its employees

up-to-date and ready to take on emerging challenges. It is conducted at regular intervals by taking the help of outside

consultants who specialize in a particular descriptive.

d. Apprenticeship Training: Commonly found in industries such as carpentry and plumbing, apprentices are trainees here

who spend a prescribed period working with an experienced, master worker.

e. Vestibule Training: It is training offered on actual equipment used on the job but conducted away from the actual work

setting- a simulated work situation.

Training needs Assessment

Organizational Analysis Role Analysis Manpower Analysis

IDENTIFY TRAINING OBJECTIVES

Once training needs are identified, objectives should be set to begin meeting these needs.

Figure-1


As figure suggests training objectives can be of three types. The most basic training takes place through orientation programmes.

The second of training objective is problem solving. The focus is on solving a specific problem instead of providing general

information about a problem area. The final objective is innovation. Here the emphasis is on changing the mindset of workers,

supervisors and executives working at various levels.

TRAINING METHODS

Training methods are usually classified by the location of instruction:

On the Job Training

Is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace; off the job training, on

the other hand, requires that trainees learn at a location other than the real work spot. Some of the widely used training methods

are listed below:

Job Instruction Training (JIT),

Coaching and Mentoring,

Job Rotation,

Apprenticeship Training,

Committee Assignments.




Off the Job Methods

Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material

related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration

on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the

trainees. Off the job training methods are as follows:

Vestibule training,

Role playing,

Lecture method,

Conference/ discussion approach,

Programmed instruction.

Behaviorally Experienced Training

Some training programmes focus on emotional and behavioural learning. Here employees can learn about behaviour by role-

playing in which the role players attempt to act their part in respect of a case, as they would behave in real-life situation. Business

games, cases, incidents, group discussions and short assignments are also used in behaviorally experienced learning methods.

Sensitivity training or laboratory training is an example of a method used for emotional learning. The focus of experiential

methods is on achieving, through group processes, a better understanding of oneself and others. These are discussed elaborately in

the section covering Executive Development Programmes.

EVALUATION OF A TRAINING PROGRAMME

The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information

necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as “any

attempt to obtain information on the effects of training performance and to assess the value of training in the light of that

information.” Evaluation helps in controlling and correcting the training programme. Hamblin suggested five levels in controlling

and correcting the training programme can take place viz., reactions, learning job behaviour, organization and ultimate value.

Reactions: trainee’s reactions to the overall usefulness of the training including the coverage of the topics, the method

of presentation, the techniques used to clarify things, often, throw light on the effectiveness of the programme.

Learning: Training programme, trainer’s ability and trainee’s ability are evaluated based on quantity of content learned,

time in which it is learned, and learner’s ability to use or apply, the content he learned.

Job behaviour: This evaluation includes the manner and extent to which the trainee has applied his learning to his job.

Organization: This evaluation measures the use of training, learning and change in the job behaviour of the department,

organization in the form of increased productivity, quality, morale, sales turnover and the like.

Ultimate value: It is the measurement of ultimate result of the contributions of the training programme to the company

goals like survival, growth, profitability etc., and to the individual goals like development of personality and social goals

like maximizing social benefit.

OBJECTIVES OF STUDY

General Objectives

To identify the gap in responses of both corporate and employees w.r.t. to training schedules and satisfaction level at

both ends.

To find out how training can help in minimizing the gap between job requirements and employees skills sets and

knowledge w.r.t. C.L. Gupta & Sons.

Specific Objectives

To find out the areas in which company undertakes training and to find the gap where they should think to provide

training.

To find out the different methods of Training that are undertaken by company and what methods should they had to

undertake.

To find out what type of training company are providing to their employees and how they can improve their

effectiveness in imparting it.

To find out that whether the company found it fruitful to recruit the new employees instead of giving the training to old

employees and reasons relating to this objective.

To find out whether the company provides training on regular basis or not and reasons relating to it.




Is training beneficial for creating new delight with existing employees?

To find out how much it is beneficial to provide training to employees w.r.t company in enhancing the following

parameters:

a) Performance of employees, b) Learning of employees,

c) Optimum utilization of resources, d) Accidents reduction,

e) Loyalty enhancement towards organization, f) Increased social behavior,

g) Improved knowledge and skills set, h) Promotions.

To find out at what level they are providing the training: Top management, Middle management, Lower management;

and out of these which is the most successful level, after receiving the training w.r.t. organization.

Objectives with respect to employees of C.L. Gupta & Sons

To knows employee’s response towards training schedule and what they think for it.

To find out the employee’s response regarding priority of level of management the company choose; that receives the

training and whether they think that the level that company had choosen is right decision w.r.t. C.L. Gupta & Sons.

To find out the employee’s response regarding areas to be most beneficial for getting training and to identify the area of

improvement.

To find out the employee’s response regarding methods of training that are used by company for imparting training and

also what new methods they want in training?

To find out the employee’s response regarding the selection procedure of the candidates that need training adopted by

company.

To find out, how training can reduce the mobility of employees w.r.t. C.L. Gupta & Sons.

How training can help in making employment search easy for the employees.

To find out what the employees thinks towards training after receiving it on following parameters:

a) Performance of employees, b) Learning of employees,

c) Optimum utilization of resources, d) Accidents reduction,

e) Loyalty enhancement towards organization, f) Increased social behavior,

g) Improved knowledge and skills set, h) Promotions.


We studied the role and effect of training in C.L. Gupta & sons. From this survey we tried to find out the areas in which company

undertakes training and lack training; different methods of Training that are undertaken by company and benefits attained by the

organization from it w.r.t: Performance of employees, Learning of employees, optimum utilization of resources, Accidents

reduction, Loyalty enhancement towards organization, Increased social behaviour, Improved knowledge and skills set,

Promotions.

From the survey, we identify whether the company provides training on regular basis or not and to know at what level they are

providing the training: Top management, Middle management, Lower management and which is the most successful level, after

receiving the training w.r.t. organization.

From the survey, we also get the information regarding whether the company found it fruitful to recruit the new employees instead

of giving the training to old employees and whether the training is beneficial for creating new delight with existing employees.

From the survey, we also get the information regarding employee’s response towards training schedule; employee’s response

regarding priority of level of management the companies choose that receives the training and which is the most successful level,

after receiving the training w.r.t. C.L. Gupta & Sons.

It also provides information regarding employee’s response for areas to be most beneficial for getting training; methods of training

that are used by company for imparting training; the selection procedure of candidates that need training.

It provides information whether it is beneficial to train the employees in order to reduce the mobility of employee’s w.r.t. C.L.

Gupta & Sons; how training can help in making employment search easy for the employees.

It provide us the information what the employees thinks towards training after receiving it on following parameters: Performance

of employees, learning of employees, Optimum utilization of resources, Accidents reduction, Loyalty enhancement towards

organization, increased social behaviour, Improved knowledge and skills set, Promotions.

After analyzing the data collected from both: Management and Employees; we identify the gap in responses of both corporate and

employees w.r.t. to training schedules and satisfaction level at both ends and also try to find out how training can help in

minimizing the gap between job requirements and employees skills sets and knowledge w.r.t. C.L. Gupta & Sons.




For our study, we had taken sample from organization employees.

After highlighting the gap, we gave suggestions and recommendations to both management and employees regarding the training

that will leads to achievement of goals of the organization more effectively.

Data Collection Method

Primary Data: It is collected in two ways: a) From the management itself, b) From employees of the organization.

Sources of Primary Data: Depth Interview based on detailed questionnaire.

Questionnaire Design: It contains set of questions that are Open Ended, Multiple Choice and Dichotomous which are based

on objective for study.

Sampling Size: 30 for second questionnaire

Sampling Process: Random Sampling

Sampling Unit: Staff: Managers, Supervisors, and Workers etc.

Secondary Data: various magazines showing survey details, books, government publication etc., collect this data.


Interpretation from analysis Questionnaire 1: Management Point of View

The company has the training and development department that undertakes the training and development activities from

time to time

They said they provide training to their employees on regular basis.

They said they provide training majorly to middle and then to lower management personnel because it is the middle

management personnel that frames the strategy so they should now all the tools and techniques that can help them in

formulating these strategies.

They said they provides training related to technical skills and application level because development of this will leads

to the development of the other two automatically.

They are providing Apprenticeship training and then refresher training only because Apprenticeship training provides

skills set that are required to carry out the work and refresher training provides scenes of freshness in their current

working environment.

The company identifies the employees that need training against different available parameters in following sequence of

importance: It is the Gap Between current & required performance that is assessed most; then comes the skill set and

knowledge level that is required to undertake the work; and then come past performance of the employees.

The company stated that they provide training to employees on regular basis to keep their technical skills requirement

updated.

The company gets the benefits in the following sequence of importance: Increased performance then Increased

Productivity then Optimum utilization of resources then reduced supervision &control then reduced job switching. Rest

of the parameters is irrelevant from organization point of view.

Interpretation from analysis Questionnaire 2: Employees Point of View

Majority of employees are accepting that organization is providing training to them (Yes: 23, No: 7).

It is clear from the graph that employees are responding that the company is providing the training majorly to middle

management and very low are concerned towards lower management staff. The reasons by enlarge is that it will help to

frame the strategy more effective and can have good control on it.

In reply to above point, Majority of the staff are not satisfied with this strategy because they are saying that it should be

both the middle and lower management that should receive the training because thought the middle management are

involved in strategy formulation, it is the lower management staff that actually work on it implementation part and they

are the persons that directly work on it.




Majority of the employees agrees that organization is providing training in order to improve technical skills and application level

of staff because development of this will leads to the development of the other two automatically.

The company is providing Apprenticeship training and then refresher training only because Apprenticeship training provides skills

set that are required to carry out the work and refresher training provides a scenes of freshness in their current working

environment.

As the company are providing Apprenticeship training and then refresher training only because of above – mentioned reasons.

However, the staff on majority wants that job instruction training must also be provided to them to brush up their skills live on

performance bench.

As per the employees, the company is providing training to them in extreme case as per the requirement of time

Employees are not satisfied with the company in this regards, as they want the training schedule to be imparted on regular basis in

order to update their skills set and knowledge base.

The company identifies the training need for employees against different available parameters in following sequence of

importance: of resources then reduced supervision & control then reduced job switching.

Employees believes that if the training is not imparted to them (Employees) then following can be the outcome in sequence as:

decreased productivity -> decreased performance -> increases accidents -> demotions and retrenchment -> decreases knowledge

and skill sets -> under-utilization of resources -> increased supervision & control level -> increases job switching activity.

The employees are willing to inform about the loses to the company that can be incurred in near future if proper training schedule

are not imparted to them in near future.

SUGGESTIONS

Regarding Training& Department

Employee Views & Management Views: the company has the training and development department that undertakes the training

and development activities from time to time.

Suggestion: The Company can also look for the consultancy firm that can provide the training to the employees only after proper

assessment of the amount that is to be incurred on their training.

Regarding Training Schedule

Management Views: They said they provide training to their employees on regular basis.

Employee Views: The Company is providing training to them in extreme case as per the requirement of time. As this is clear

from the graph that employees are not satisfied with the company in this regards, as they want the training schedule to be imparted

on regular basis in order to update their skills set and knowledge base.

Situation: Contradiction situation in both the views.

Suggestion: Here both the company and employees should identify the reasons that create the gap between both the views and

the management should try to correct the implementation process of training schedule so that each employee are well-informed

about the programme.

Training to Which Level of Management

Management Views: They said they provide training majorly to middle and then to lower management personnel because it is the

middle management personnel that frames the strategy so they should now all the tools and techniques that can help them in

formulating these strategies

Employee Views: The Company is providing the training majorly to middle management and very low is concerned towards

lower management staff. The reasons by enlarge is that it will help to frame the strategy more effective and can have good control

on it. And majority of the staff are not satisfied with this strategy because they are saying that it should be both the middle and

lower management that should receive the training because thought the middle management are involved in strategy formulation,

it is the lower management staff that actually work on it implementation part and they are the persons that directly work on it.


Suggestion: The company should concentrate on providing training majorly to lower management instead of concentrating more

on middle management because as it is the lower management that actually work on the technology so they are the first customers

for training schedule. Moreover the company should try to develop the feedback system and review process to know that whether

the employees are getting the training effectively




Training To Improve Which Skill Sets

Management & Employee Views: They provides training related to technical skills and application level because development of

this will leads to the development of the other two automatically.

Suggestion: Here the company should also try to develop some measuring technique to note that whether the training is providing

sufficient enhancement to technical skills and application level or not. An here there is requirement to change the view point that

training not only provide the enhancement to this only; it also develops the Knowledge level and Social skills level side by side.

Type of Training

Management Views: They are providing Apprenticeship training and then refresher training only because Apprenticeship

training provides skills set that are required to carry out the work and refresher training provides scenes of freshness in their

current working environment.

Employee Views: The Company is providing Apprenticeship training and refresher training only because Apprenticeship training

provides skills set that are required to carry out the work and refresher training provides a scenes of freshness in their current

working environment. As the company are providing Apprenticeship training and then refresher training only because of above –

mentioned reasons. However, the staff on majority wants that job instruction training must also be provided to them to brush up

their skills live on performance bench.


Suggestion: Here the company should identify the basic objective behind why they are imparting these two training methods only

to employees. In addition, other trainings methods should be considered only after seeking the views from employees because

they thought that refresher training is not worth to undertake.

Need of Training

Management Views: The Company identifies parameters in following sequence of importance: It is the Gap Between current &

required performance that is assessed most; then comes the skill set and knowledge level that is required to undertake the work;

and then come past performance of the employees.

Employee Views: The company used to identifies the employees that need training against different available parameters in

following sequence of importance: firstly it comes the gap between current & required performance from employees secondly It is

the improvement in skill set and knowledge level that is required to be possessed by the employee; lastly it comes the past

performance of the employees with the company.


Suggestion: Here company and employees should clear there viewpoints that why training is provided. Here both should think

that, as it is not the mater of a single person or of the organization but it is the matter of survival of the organization in the end. So

both them should move up from this point-of- views.

Benefits from Training

Management Views: The Company gets the benefits in the following sequence of importance: Increased performance then

Increased Productivity then Optimum utilization of resources then reduced supervision &control then reduced job switching. Rest

of the parameters is irrelevant from organization point of view.

Employee Views: The Employees are benefited in the following sequence of importance: Increased productivity then increased

performance then reduced accidents them promotions then increases knowledge and skill sets then Optimum utilization of

resources then reduced supervision &control then reduced job switching.


Suggestion: Here company and employees should clear there viewpoints that why training is provided. Here both should think

that, as it is not the mater of a single person or of the organization but it is the matter of survival of the organization in the end. So

it is required to look for the benefit in long run towards attaining the objectives not of short run perspective.

CONCLUSIONS

As after employees have been selected for various positions in an organization, training them for the specific tasks to which they

have been assigned assumes great importance.

It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he

is given adequate training. Training is an important activity in many organizations. We generally see that when a new machine is

installed in a factory, it is operated on trial basis before going into actual production. “Just as equipment needs a breaking in

period, a new employee also needs training period to adjust to the new environment.”

Here company and employees should clear there viewpoints that why training is provided. Here both should think that, as it is not

the mater of a single person or of the organization but it is the matter of survival of the organization in the end. So it is required to

look for the benefit in long run towards attaining the objectives not of short run perspective. Therefore, the proper training are to




be required to be imparted to the employees because training is not imparted to them (Employees) then following can be the

outcome in the following sequence:

Decreased productivity,

Decreased performance,

Increases accidents,

Demotions and retrenchment,

Decreases knowledge and skill sets,

Under-utilization of resources,

Increased supervision &control level,

Increases job switching activity.

The employees are willing to inform about the losses to the company that can be incurred in near future if proper training schedule

are not imparted to them in near future.

REFERENCES

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2. Ivancevich, Dannelly, Gibson, & Richard D Irwin. (1999). Management –Principles and Functions (fourth Ed.).

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Company Limited.

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you-...

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*****

http://projectreporton.net/employees-training-and-development-hr-project-report-mba/training-and-dev...

http://projectreporton.net/employees-training-and-development-hr-project-report-mba/training-and-dev...

http://www.iosrjournals.org/iosr-jhss/papers/Vol19-issue4/Version-6/J019466270.pdf

http://satyammishrahr.blogspot.com/2009/09/evaluation-of-employee-training.html

http://www.studymode.com/essays/Training-215547.html

http://www.citeman.com/19145-executive-development.html

http://mepcourseinkerala.blogspot.in/

http://www.bms.co.in/discuss-the-importance-of-training-and-development-in-organizations-how-do-you-...

http://www.bms.co.in/discuss-the-importance-of-training-and-development-in-organizations-how-do-you-...

http://management-assignment.com/training-methods

http://www.citehr.com/3599-evaluation-training-hr-department.html

http://en.allexperts.com/q/Human-Resources-2866/2011/3/Training-4.html

http://hrnews-sukumar.blogspot.in/2011_12_01_archive.html




WORK-LIFE BALANCE POLICIES AND PRACTICES FOR MANAGERS

IN THE ERA OF GLOBALIZATION

Dr. Nisha Sharma11

ABSTRACT

The advent of globalization has made business enterprises and managers to work across the borders of various countries, thus

providing exposure to cross cultural working environment to both the organization and the managers. This change has led to

change in the working styles and expectations of company’s world over. At the same time today’s knowledge economy

managers are also looking for opportunities to learn and improve their skills and to work for an organization with a reputation

of a good employer who gives due importance to work-life balance. The paper attempts to highlight the work-life balance

principles policies, programmes and practices for today’s managers. It also explains the challenges that management is facing

today. The paper covers only the theoretical aspect of “Work-life balance policies and practices for managers in the era of

globalization”.

KEYWORDS

Work Life Balance, Managers, Working Styles, Policies and Practices etc.

INTRODUCTION

Today’s companies have a world of opportunities. The challenge lies in accessing them. Technology has made it possible for

companies to expand into international markets. The advent of globalization has made business enterprises and managers to work

across the borders of various countries, thus providing exposure to cross cultural working environment to both the organization

and the managers. This change has led to change in the working styles and expectations of company’s world over. At the same

time today’s knowledge economy managers are also looking for opportunities to learn and improve their skills and to work for an

organization with a reputation of a good employer who gives due importance to work-life balance. All good employers today

realize that the work-life balance also affect retention. Before proceeding with further details on the topic, it becomes important to

explain the two main concepts highlighted in the above topic i.e. ‘globalization’ and ‘work-life balance’.

Globalization

Globalization refers to the increasing cross-border movements of goods, money, information, ideas, and people, and to the

connected interdependency of people and institutions around the world. This interconnectedness, and the changes it brings in

living conditions and perspectives, creates both opportunities and challenges. It can be seen from different aspects as:

Economic Globalization

… The greater global connectedness of economic activities through international national trade, financial flows and

transport, and the increasingly significant roles of international investment and multinational corporations.

Environmental Globalization

… The increasingly global effects of human activity on the environment and the effects of global environmental

changes on people.

Cultural Globalization

… The connections among languages, ways of living, and fears of global homogeneity through the spread of North

American and European languages and culture.

Political Globalization

… Including wider acceptance of global political standards such as human rights, democracy, the rights of workers,

environmental standards, as well as the increased coordination of actions by governments and international agencies.

WORK-LIFE BALANCE

The role of work has changed throughout the world due to economic conditions and social demands. Originally, work was a

matter of necessity and survival. Throughout the years, the role of ‘work’ has evolved and the composition of the workforce has

changed.

11Assistant Professor, Rajkiya Kanya Mahavidylaya, Himachal Pradesh, India, [email protected]





Today, work still is a necessity but it should be a source of personal satisfaction as well. One of the vehicles to help provide

attainment of personal and professional goals is work-life benefits and programs. Are work-life balance programs in existence

because of a social responsibility to employees or to provide a competitive advantage to employers? Before answering such a

question let us just define ‘work-life balance’.

In simple words, Work-life balance is about the interaction between leisure and personal development. The concept includes

proper prioritization between "work" and “lifestyle” where work implies to career and ambition and lifestyle implies to health,

pleasure, leisure, family and spiritual development/meditation. Work-life balance is meaningful achievement and enjoyment in

everyday life. The primary ways by which the companies can help facilitate work-life balance for their employees are through

work-life programs and training. Achievement and enjoyment at work is a critical part of anyone’s work-life balance.

Furthermore, achievement and enjoyment in the other three quadrants of one’s life (e.g. family, friends and self) is critical as well.

Work-life balance for today’s managers is about creating a productive work culture where the potential for tensions between work

and other parts of people's lives is minimized. This means having appropriate employment provisions in place, and organizational

systems and supportive management behind them. Work-life balance for any manager must have the 'right' combination of

participation in paid work (defined by hours and working conditions), and other aspects of their lives. This combination will not

remain fixed, but may change over time.

There are certain expectations from new global manager are and these are; firstly, managers are responsible for utilizing human,

financial, informational, and physical resources in ways that facilitate their organization’s overall objectives in turbulent and

sometimes hostile environments about which they often understand very little. Secondly, these challenges can be particularly

problematic when operations across national boundaries. These expectations are a consequence of upsurge in globalization, which

has occurred due to:

• Increased customer demands and access to competing products and services.

• Increased technological innovation and application.

• Increased power and influence of emerging markets and economies.

• Shared R&D and global sourcing.

• Increased globalization of financial markets.

• Evolving government trade policies.

CHALLENGE S FACED BY MANAGEMENT

Wherever a manager is hired, he or she needs the technical knowledge and skills to do the job, and the intelligence and people

skills to be a successful manager. Beyond the obvious job-specific qualifications, an organization needs to consider the qualities

and circumstances while selecting a candidate such as willingness to communicate, form relationships with others, and try new

things, good language skills, flexibility and open-mindedness about other cultures, the ability to cope with the stress of new

situations, the spouse's career situation and personal attributes, the existence of quality educational facilities for the candidate's

children and enthusiasm for all sorts of assignments. To be specific, management should be able to:

Develop a learning strategy to guide both short and long-term professional development as a global manager.

Develop a basic knowledge of how different cultures work, what makes them unique, and how managers can work

successfully across such environments.

Develop effective strategies for working with managers from other cultures who may process information differently

and view their roles and responsibilities in unfamiliar ways.

Develop an understanding of the competing interests and demands of various stakeholders in an organization, as well as

the organizational processes necessary for achieving targeted outcomes.

Develop an understanding of how business enterprise can be organized differently across cultures, as well as the

implications of these differences for management, cooperation, and competition.

Develop effective cross-cultural communication skills.

Develop an understanding of leadership processes across cultures, and how managers can work with others to achieve

synergistic outcomes.

Develop knowledge of how cultural differences can influence the nature and scope of employee motivation, as well as

what global managers can might do to enhance on-the-job participation and performance.

Develop effective negotiating skills and an ability to use these skills to build and sustain global partnerships.

Develop an understanding of how ethical and legal conflicts relate to managerial and organizational effectiveness, as

well as how managers can work and manage in an ethical, fair, and socially responsible manner.

Along with management, the global managers also face challenges of adjusting to new job requirements and job pressures.

Therefore, the task of becoming a global manger is not an easy job. Before dreaming of becoming, a successful global manager

one must be prepared to answer some questions such as:




How important are global issues and challenges to your future career aspirations?

What principal skills do you currently bring to a global manager’s job?

What skills do you believe you need to acquire or further develop in order to succeed in today’s increasingly

competitive business environment?

WORK-LIFE BALANCE PRINCIPLES FOR THE MANAGERS

Having understood the concept of globalization and work-life balance, we can now shift the focus on work-life balance principles

for the managers.

Work-life Policy Principles for Managers

Work-life balance should:

Benefit both the manager and the organization,

Be responsive to the needs of the organization in terms of nature of the business, operating hours etc. And demands of

their service-users who are either citizens and/or government,

Be aligned with the vision and strategic direction of the organization,

Recognize that the needs of both the organization and managers are not static, but change over time,

Be broad, in order to cover a wide variety of situations (e.g. Not just targeted at those with children) and manager’s

needs,

Be a joint responsibility between managers, their union and the organization,

Be available to all managers, or have it clearly stated where they are not (e.g. Some jobs may not be able to be done

part-time),

Be fair and equitable, recognizing that different cultures, abilities/disabilities, religions, beliefs and family practices may

mean different solutions for different people, and that "one size does not fit all" be affordable for the organization and

realistically budgeted,

Value managers for their contribution to the organization, regardless of their working pattern.

Work-life Policies and Programs for the managers

The following section will explain certain policies and practices that can be followed by companies in order to promote managers

engagement in organizations to increase their productivity and retain them. As work- life balance is the key driver of manager’s

satisfaction, each company must have employee friendly policies and practices.

Work-life Benefits: this can include flexible working hours, telecommuting, family leave, work-life balance policies

allowance for religious holidays etc.

Rewards and Recognition: Compensation, rewards programs.

Health Care: Long-term care, dependent care, elder care, wellness programs.

Training and Development: Professional development, mentorships, temporary work assignments, job sharing,

succession, planning, formal leadership development programs.

CONCLUSION

Companies now days are realizing the benefits of work-life programs and continuously evaluating work-life initiatives as part of

its larger labor policies. In addition, in coming years, the most important workplace issue over the next decade will be the work-

life balance issue. Currently, programs are based around what an employer can do for the employee. However, for true work-life

balance to occur, employees need to be responsible for adopting certain behaviors, which help them, balance work and the other

parts of their life (e.g. family, friends and self). Companies with a long-term strategy on work-life balance will recognize this and

provide employees with training which addresses personal shortfalls they might have that keep them from achieving work-life

balance. When both company plans and employee efforts are complimentary, true work-life balance can be achieved.

REFERENCES

1. Glass, & Riley. (1998). Mean Racial and Ethnic Differences in Sales Performance: The Moderating Role of Diversity

Climate. Personnel Psychology, 61, 349-374.

2. Landauer. (1997). Bottom-Line Benefits of Work-Life Programs. HR Focus, 74, 3-4.

3. Soniya. (2012). Review of Indian Work Cultures and Challenges Faced by Indian in the Era of Globalization.

Interscience Management Review (IMR), 2, 67.




4. Susi & (et. Al). (2011). Work-life Balance: The key driver of Employee Engagement. Asian Journal of Management

Research, 2, 474-483.

5. Retrieved from www.ssc.govt.nz

6. Retrieved from www.indianmba.com/faculty_column.html.

7. Retrieved from www.unesco.org/education/tlsf/mods/theme_c/mod18.html

8. Retrieved from http://www.slideserve.com/bud/global-realities-and-management-challenges

9. Retrieved from http://www.ukessays.com/essays/social-work/the-work-life-balance-social-work-essay.php

10. Retrieved from http://prezi.com/ux4_tco7l0tb/globalisation-and-your-future-careers/

11. Retrieved from

http://www.hermanmiller.com/content/dam/hermanmiller/documents/research_summaries/wp_BRIC_Countries....

12. Retrieved from http://www.hermanmiller.com/research/research-summaries/culture-and-work-styles-in-the-bric-

countrie...

13. Retrieved from http://www.unesco.org/education/tlsf/mods/theme_c/mod18.html

14. Retrieved from http://www.studymode.com/essays/Work-Life-Balance-175844.html

15. Retrieved from http://www.questia.com/library/journal/1G1-349609388/assessing-work-life-balance-among-it-ites-

women

16. Retrieved from http://www.cambridge.org/asia/catalogue/catalogue.asp?isbn=9780511686078&ss=exc

17. Retrieved from http://www.cliffsnotes.com/more-subjects/principles-of-management/management-in-a-global-

environment.. .

18. Retrieved from http://www.business.dtu.dk/MMT/Program-Design

19. Retrieved from http://www.readbag.com/shrm-research-articles-articles-documents-09-0027-rq-march-2009-final-no-ad

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http://www.hermanmiller.com/content/dam/hermanmiller/documents/research_summaries/wp_BRIC_Countries....

http://www.hermanmiller.com/research/research-summaries/culture-and-work-styles-in-the-bric-countrie...

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http://www.unesco.org/education/tlsf/mods/theme_c/mod18.html

http://www.studymode.com/essays/Work-Life-Balance-175844.html

http://www.questia.com/library/journal/1G1-349609388/assessing-work-life-balance-among-it-ites-women

http://www.questia.com/library/journal/1G1-349609388/assessing-work-life-balance-among-it-ites-women

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MANAGING STRESS ISSUES OF EMPLOYEES AT S.B.I., KADAPA: AN EMPIRICAL STUDY

Dr. A. Harihara Nath Reddy12 Dr. S. Raghunatha Reddy13

ABSTRACT

Present empirical study analyses certain variables inducing stress among the employees at SBI, Kadapa. The paper also tries to

explore dimensions and possible scope for reducing stress levels among employees of SBI, Kadapa. This will result in

enhanced participation, reduced employee attrition and better employee engagement.

KEYWORDS

Job Stress, Attrition, Employee Engagement, Participation etc.

INTRODUCTION

Banks play an important role in development of Indian economy. After liberalization, banking industry underwent significant

changes. RBI permitted new banks to be started in the private sector as per the recommendation of Narasimhan committee. The

Indian banking industry was dominated by public sector banks. Now situations have changed and new generation banks with

sophisticated technology and professional management are challenging public sector banks in terms of competition and service

offerings. Due to intense competition, benchmarks in the banking industry are often being redefined. This is indeed posing lot of

threat to the employees due to increasing stress levels and excessive work pressure.

Stress management is vital to the organization because change in the environment can reduce or induce stress .Understanding the

reasons behind stress helps the managers for enhancing employee participation. Some of the factors that induce stress are:

Unable to meet demands of the job,

Heavy work pressure,

Worry about deadlines,

Changes in job and technology,

Harassment.

1


Quick, Quick, Nelson and Hurrell 1997, in their study identified that mostly physical work tasks induce stress – related problems.

In their study, Sauter and Murphy 1995 observed that factors like employee having no control events, lack of support at work

place are the major reasons for cause of stress among employees.

NEED FOR THE STUDY

Organizations can only survive when they thrive on the abilities of employees. Activities organized by T&D department renders

employees more competitive and help accomplish the goals.

OBJECTIVES OF STUDY

To examine the major reasons inducing stress among employees.

To identify physiological, psychological and behavioural changes due to stress.

Suggest suitable recommendations for reducing stress.


Total of 120 employees working with SBI at main branch, Yerramukkapalli branch, Apsara circle branch and bazaar branch of

Kadapa city were selected as sample respondents. Sample selected includes employees belonging to managerial and non-

managerial cadre. Non-probabilistic convenience sampling method was adopted for data collection.

Data was collected by circulating 120 Questionnaires among sample respondents on a random basis. Likert’s 5-point Scale was

used to construct Questionnaires. Data was analyzed and interpreted using simple percentage methods and calculating correlation

coefficient.

12Assistant Professor, Department of MBA, KLMCEW, Andhra Pradesh, India, [email protected] 13Professor & H.O.D., Department of Commerce, Y. V. University, Andhra Pradesh, India, [email protected]






DATA ANALYSIS AND INTERPRETATION

Table-1: Volatile Environment Increases Stress

Options Number of Respondents Percentage

Never 16 13.33 %

Some times 63 52.5 %

Always 22 18.33 %

Rarely 5 4.17 %

Often 14 11.67 %

Total 120 100 %


Inferences: From table1, it is understood that 52.5% employees are experiencing stress only sometimes due to change in the

environment, 18.33% of employees experiencing stress always, 13.33% never experienced stress, 4.17% rarely experience stress

and 11.67% often experienced stress due to changed circumstances.

Table-2: Emotions are expressed at Work Place

Options Number of Respondents Percentage

Never 21 17.5%

Some times 53 44.17%

Always 17 14.17 %

Rarely 1 8.33 %

Often 19 15.83%

Total 120 100 %


Inferences: From table 2 it is observed that majority of the respondents i.e.; 44.17 % express emotions only some times, 14.17 %

of respondents always express emotions, 17.5 % of employees never expresses any emotions, 15.83% often express emotions and

only 8.33% express emotions rarely.

Table-3: Correlation co-efficient Between Health of the Workers and Pressure Levels Experienced in Jobs


Table-4

S. No. X Y X^2 Y^2 XY

1 21 30 441 900 630

2 33 52 1089 2704 1716

3 48 33 2304 1089 1584

4 8 5 64 25 40

5 10 0 100 0 0

Totals 120 120 3998 4718 3970


R = 3970/3998*4718

R = 0.01331

Inference: There is high degree of correlation between health of the workers and pressure experienced in their jobs.

SUGGESTIONS

State Bank of India will have to develop interpersonal relations among employees.

It is suggested to the Bank authorities to emphasize on counselling, Training and Development activities

Employee assistance programmes like health insurance are suggested for implementation with more focus.

Work Pressure Very Often Often Some Times Never Always

Number of Respondents 21 33 48 8 10

Health of The Workers Excellent Very Good Good Average Poor

Number of Respondents 30 52 33 5 0




REFERENCES

1. Gold, Berger, & L. Brezitz S. (1993). The Hand Book of Stress. New York: Free Press.

2. Kothari, C. R. (1985). Research Methodology (2nd ed.). New Age International (P) Limited.

3. Taylor, S. E. (1999). Health Psychology (4th ed.). Singapore: McGraw Hill.

4. Sauter, Steven L., & et.al. (1995). Organizational Risk Factors for Job Stress. Washington D.C: American

Psychological Association.

5. Quick, et.al. (1997). Preventing Stress Management in Organizations. Washington D.C: American Psychological

Association.

6. Retrieved from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1044621

7. Retrieved from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1044621&rec=1&srcabs=1089020

8. Retrieved from http://www.aijsh.org/setup/business/paper147.pdf

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STUDY AND IMPACT OF GENDER ON PERSONALITY TRAITS

Dr. Gayathri Band14 Ruchi Sao15 Alaisha Dalal16

ABSTRACT

This study examines the relationship between the gender and personality traits of the employees. The sample data are derived

from a questionnaire survey of 50 employees of Rasna International, Ahmedabad where 48 were males and 12 were females.

The personality of the employees were accessed using the Big Five personality test where their personality was analyzed on

the basis of five traits, Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism. By using the statistical tools

like Chi Square, test. As per the results, it was concluded that females had a low score in neuroticism this means that Females

are more emotionally stable and hence the low score.

KEYWORDS

Gender, Extraversion, Neuroticism, Conscientiousness’, Openness, Agreeableness, Personality Traits etc.

INTRODUCTION

Personality

The definition of personality trait is a characteristic or quality that distinguishes one person as distinctive. Five major personality

traits are openness, conscientiousness, extraversion, agreeableness, and neuroticism.

Big Five Personality

The Big Five personality traits are five broad domains or dimensions of personality that are used to describe human personality.

The theory based on the Big Five factors is called the Five Factor Model (FFM). The Big Five factors are openness,

conscientiousness, extraversion, agreeableness, and neuroticism.

The Big Five model is able to account for different traits in personality without overlapping. During studies, the Big Five

personality traits show consistency in interviews, self-descriptions and observations. Moreover, this five-factor structure seems to

be found across a wide range of participants of different ages and of different cultures. Beneath each factor, a cluster of correlated

specific traits is found; a summary of the factors of the Big Five and their constituent traits are:

Openness to Experience: Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience.

Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has.

It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a

variety of activities over a strict routine. Some disagreement remains about how to interpret the openness factor, which is

sometimes called "intellect" rather than openness to experience.

Conscientiousness: A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than

spontaneous behavior; organized, and dependable.

Extraversion: Energy, positive emotions, assertiveness, sociability and the tendency to seek stimulation in the company of

others, and talkativeness.

Agreeableness: A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is

also a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not.

Neuroticism: The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability.

Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole,

"emotional stability".

14 Assistant Professor, Department of Management Technology, Shri Ramdeobaba College of Engineering & Management,

Maharashtra, India, [email protected] 15 Assistant Professor, Department of Management Technology, Shri Ramdeobaba College of Engineering & Management,

Maharashtra, India, [email protected] 16Student (2nd Year MBA), Department of Management Technology, Shri Ramdeobaba College of Engineering & Management,

Maharashtra, India, [email protected]

http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Curiosity

http://en.wikipedia.org/wiki/Self-discipline

http://en.wikipedia.org/wiki/Duty

http://en.wikipedia.org/wiki/Stimulation

http://en.wikipedia.org/wiki/Compassionate

http://en.wikipedia.org/wiki/Cooperative

http://en.wikipedia.org/wiki/Paranoia

http://en.wiktionary.org/wiki/antagonism

http://en.wikipedia.org/wiki/Anger

http://en.wikipedia.org/wiki/Anxiety

http://en.wikipedia.org/wiki/Vulnerability







Given below in the table are the characteristics of low and score of each Big Five Personality Trait.

Table-1

Dimensions High Scores Low Scores

Openness Imaginative, Creative, original, Curious Down- to- earth, not creative, Conventional,

Not curious

Conscientiousness Hard working, Well organized,

Punctual, Sincere

Negligent, Lazy, Disorganized, Late

Extroversion Joiner, Talkative, Active, Affectionate,

Social, Expressive

Loner, Quiet, Passive, Reserved, Anti- social

Agreeableness Trustworthy, Lenient, Soft- Hearted,

Good Natured

Critical, Ruthless, Irritable, Suspicious

Neuroticism Worried, Temperamental,

Self-Conscious, Emotional, Agitated

Calm, Even- Tempered, Comfortable, Stable


LITERATURE REVIEW

Stefanie Schurer (2011) sample of working-age adults to demonstrate that personality as measured by the Big Five is stable over

a four-year period. Average personality changes are small and do not vary substantially across age groups.

Laurie Birch Buchanan, 1998, Virginia studied the impact of big five personality patterns on both group cohesiveness and

group performance on creative, brainstorming tasks. At the group level, it was predicted that the teams with personality patterns

consisting of moderate levels of Extraversion, high levels of openness to experience and high levels of conscientiousness (optimal

pattern) would perform significantly better on an innovative task than teams with personality patterns that varied from this pattern.

Personality has been considered as an important factor in the personality related studies specifically for predicting the job

performance (Beer & Brooks, 2011). It is a behaviour, which differentiates one person from another, and provides acumen

whether a person will do some specific job, in comparison to others (Sackett et al., 2002).

Denissen et al., 2011; Gerber et al., 2011; Myers, 1998, said that the traits, relevant to personality, are considered to be stable

and steady throughout the work life in a personality behaviour model.

Hogan and Shelton (2006) pointed out that the personality theories examine the variances and similarities in a person. The

similarities can be used to predict one’s performance and behaviour, as they provide the collective attributes of human nature.

Chen, 2004; Schneider et al., 1998; Judge & Cable, 1997; Barrick et al., 2003, Latest studies illustrate that personality effects

the environments in which individuals are living and plays a significant role to select the situation in which individuals decide to

stay in.

According to Barrick and Mount (2005) the preference for organizational environments, the cycle of individuals one choose to

interact with and the kind of activities one enjoys strongly relies on one's personality. Values of this type also relates strongly

with person-organization (P-O) fit.

cf., de Raad, 2000; McCrae & Costa, 1997 identified that the traits we investigated were: five traits adapted from one the most

widely accepted models of normal personality—the Big Five: Conscientiousness, Extraversion, Neuroticism, Openness and

Agreeableness.

According to Alharbi Mohammad Awadh, the personality traits and the work related attitudes such as job involvement and

organizational commitment have direct positive significant relationships with employee work, performance, with the moderating

effect of organizational culture in Saudi Arabia context.

OBJECTIVES OF STUDY

To assess the personality traits of each employees using Big 5 personality test.

Study effect of gender on Personality Traits of the employees.

HYPOTHESIS OF STUDY

Gender has an impact on Big Five personality traits.





Period of Study: The study was undertaken from July 2013 until Jan 2014.

Statistical Tools Used: Chi Square Test was used to analyze the data.

Sampling Design

Sample Frame: 60 employees work at Rasna International, Ahmedabad (Head Office) who belongs to the top, middle and lower

level of management, where 48 were Males and 12 were Females.

Sample Size: The sample size taken for survey is 50 employees. A census survey of 60 employees was undertaken, from which

50 questionnaires were taken into consideration.

DATA ANALYSIS

The study was conducted to analyze the BIG Personality traits of the employees and if gender is a differentiating factor in

identifying personality trait.

Chi Square Test

The cross-tabulation of the gender with the respective big five-personality trait is presented below. Chi square has been used to

analyze if gender discriminates the Personality Traits. The coefficient contingency has been used to find out the extent of relation

between the personality trait and gender.

Hypothesis

H0: there is no impact of gender on Big Five Personality Traits.

H1: there is impact of gender on Big Five Personality Traits.

Extraversion

Table-1

Crosstab

Count

Gender Total

Male Female

Extraversion Relatively low 1 3 4

About average 29 5 34

Relatively high 8 4 12

Total 38 12 50


Under the extraversion, we find that maximum respondents irrespective of male or female are in the average category. We find

that the employees are more ambivalent in the nature. Hence, the employees are neither extrovert nor introvert. Irrespective of

gender, they lie between the energetic and solitary.

Table-2

Chi-Square Tests

Value D.f.

Asymp. Sig.

(2-sided)

Pearson Chi-Square 7.887a 2 .019

Likelihood Ratio 6.938 2 .031

Linear-by-Linear Association .309 1 .578

N of Valid Cases 50

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Contingency Coefficient .369 .019

N of Valid Cases 50





The chi square statistic p value is 0.019 which is less than 0.05 hence we can say gender is a differentiating factor for the

personality trait of extra version and hence the contingency coefficient is significant with a value of 0.369.

Agreeableness

Table-3

Crosstab

Count

Gender Total

Male Female

Agreeableness Relatively low 2 2 4



Total 38 12 50


Under the agreeableness, we find that maximum respondents irrespective of male or female are in the average and high category.

Agreeableness is a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also

a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not. Irrespective of gender, both

male and female are average and high.

Table-4

Chi-Square Tests

Value D.f.

Asymp. Sig.

(2-sided)




N of Valid Cases 50

Symmetric Measures

Value Approx. Sig.


N of Valid Cases 50


The chi square value is 1.634 and is not significant as the sig value is greater than 0.05. Hence, there is no significant difference

on agreeableness with respect to gender. It is not a differentiating factor. The contingency coefficient also proves the same.

Conscientiousness

Table-5

Crosstab

Count

Gender Total

Male Female

Conscientiousness

Relatively low 1 1 2

About average 5 4 9


Total 38 12 38


Under the conscientiousness, we find that maximum male respondents are on high category and so are females. Conscientiousness

is a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized,

and dependable. The result shows that both male and female are high and trustworthy.




Table-6

Chi-Square Tests

Value D.f.

Asymp. Sig.

(2-sided)



Linear-by-Linear Association 3.272 1 .070

N of Valid Cases 50

Symmetric Measures

Value Approx. Sig.


N of Valid Cases 50


The chi square value is 3.587 and is not significant as the sig value is greater than 0.05. Hence, there is no significant difference

on conscientiousness with respect to gender. The contingency coefficient also proves the same.

Neuroticism

Table-7

Crosstab

Count

Gender Total

Male Female

Neuroticism Relatively low 18 9 27



Total 38 12 50


Under the neuroticism, we find that maximum male respondents are on low and average category but female are in low category.

Neuroticism is the tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability.

Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to as "emotional

stability". The result shows females are more emotionally stable than males. Females are more emotionally stable and hence the

low score.

Table-8

Chi-Square Tests

Value D.f.

Asp. Sig.

(2-sided)



Linear-by-Linear Association 6.735 1 .019

N of Valid Cases 50

Symmetric Measures

Value Approx. Sig.


N of Valid Cases 50


The chi square value is 7.771 is significant as the sig value is less than 0.05. Hence, there is a significant difference on neuroticism

with respect to gender. It is a differentiating factor. The contingency coefficient also proves the same.




Openness

Table-9

Crosstab

Count

Gender Total

Male Female

Openness Relatively low 21 6 27



Total 38 12 50


Under the openness, we find that both maximum male and female respondents are on low and average category. Openness reflects

the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the

extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict

routine.

Table-10

Chi-Square Tests

Value D.f.

Asymp. Sig.

(2-sided)

Pearson Chi-Square .136a 2 .934

Likelihood Ratio .133 2 .935


N of Valid Cases 50

Symmetric Measures

Value Approx. Sig.


N of Valid Cases 50


The chi square value is 0.136 is not significant as the sig value is more than 0.05. Hence, there is no significant difference on

openness with respect to gender. The contingency coefficient also proves the same.

CONCLUSION

Gender and Big 5 Personality Traits

Under the extraversion, we find that maximum respondents irrespective of being male or female are in the average

category. We find that the employees are more ambivalent in the nature. Hence, the employees are neither extrovert nor

introvert. Irrespective of gender, they lie between the energetic and solitary.

Under the agreeableness, we find that maximum respondents irrespective of being male or female are in the average

and high category. Agreeableness is a tendency to be compassionate and cooperative rather than suspicious and

antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally

well tempered or not. Irrespective of gender, both male and female are average and high.

Under the neuroticism, we find that maximum male respondents are on low and average category but female are in

low category. Neuroticism is the tendency to experience unpleasant emotions easily, such as anger, anxiety, depression,

or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes

referred to as "emotional stability". The result shows females are more emotionally stable than males. Females are more

emotionally stable and hence the low score.

Under the openness, we find that both maximum male and female respondents are on low and average category.

Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It

is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a

variety of activities over a strict routine.




Under the conscientiousness, we find that maximum male respondents are on high category and so are the females.

Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than

spontaneous behavior; organized, and dependable. The result shows that both male and female are high and trustworthy.

REFERENCES

1. Alharbi, Mohammad Awadh. The Impact of Personality Traits and Employee Work-Related Attitudes on Employee

Performance with the Moderating Effect of Organizational Culture: The Case of Saudi Arabia. Asian Journal of

Business and Management Sciences, 1(10), 108-127.

2. Beer, A., & Brooks, C. (2011). Information Quality in Personality Judgment: The Value of Personal Disclosure.

Journal of Research in Personality, 45(2), 175-185.

3. Chawla, Deepak, & Sondhi, Neena. Research Methodology Concepts and Cases. Vikas Publishing House Private

Limited. ISBN: 81-259-5205-5.

4. Kothari, C. R. Research Methodology Methods and Techniques (2nd rev. ed.). New Age International (P) Limited.

ISBN: 81-224-1522-9.

5. Retrieved from http://www.personalitytest.org.uk/

6. Retrieved from http://www.ssrn.com/en/

7. Retrieved from http://www.shrm.org/Pages/default.aspx

8. Retrieved from http://blog.lib.umn.edu/meriw007/myblog/2012/04/what-does-your-personality-say-about-you.html

9. Retrieved from http://en.wikipedia.org/wiki/Big_Five_test

10. Retrieved from http://en.wikipedia.org/wiki/Big_Five_personality_traits

11. Retrieved from http://en.wikipedia.org/wiki/Big_Five_model

12. Retrieved from http://scholar.lib.vt.edu/theses/available/etd-32198-18285

13. Retrieved from http://scholar.lib.vt.edu/theses/public/etd-32198-18285/etd-title.html

14. Retrieved from http://www.weegy.com/?ConversationId=152D2782

15. Retrieved from http://www.weegy.com/?ConversationId=2927C4D1

16. Retrieved from http://www.studymode.com/essays/Human-Element-a-Case-Study-On-1448297.html

17. Retrieved from https://answers.yahoo.com/question/index?qid=20130419074350AAwSUck

18. Retrieved from http://www.academia.edu/Documents/in/Work_Related_Attitudes

19. Retrieved from http://www.linkedin.com/pub/prashant-chhajer/b/401/101

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http://www.personalitytest.org.uk/

http://www.ssrn.com/en/

http://www.shrm.org/Pages/default.aspx

http://blog.lib.umn.edu/meriw007/myblog/2012/04/what-does-your-personality-say-about-you.html

http://en.wikipedia.org/wiki/Big_Five_test

http://en.wikipedia.org/wiki/Big_Five_personality_traits

http://en.wikipedia.org/wiki/Big_Five_model

http://scholar.lib.vt.edu/theses/available/etd-32198-18285

http://scholar.lib.vt.edu/theses/public/etd-32198-18285/etd-title.html

http://www.weegy.com/?ConversationId=152D2782

http://www.weegy.com/?ConversationId=2927C4D1

http://www.studymode.com/essays/Human-Element-a-Case-Study-On-1448297.html

https://answers.yahoo.com/question/index?qid=20130419074350AAwSUck

http://www.academia.edu/Documents/in/Work_Related_Attitudes

http://www.linkedin.com/pub/prashant-chhajer/b/401/101







GRIEVANCE AND DISCIPLINARY PROCEDURE WITH REFERENCE TO

VISAKHAPATNAM STEEL PLANT

Dr. B. Ravi Kumar17

ABSTRACT

Grievance is a state of dissatisfaction over some issues related to employment. Generally, expression of this dissatisfaction in

oral form is known as complaint while in written form it is known as grievance. In the organizational settings, employees may

have some grievances against employers, in the same way; employers may have grievances against employees.

Grievance Management is very essential to maintain good Industrial Relations, which increases productivity and effectiveness

of an organization. Grievance should be redressed by adopting proactive approach rather than waiting for the grievance to be

brought to the notice of management. Discipline is a Code of Conduct in an Enterprise in which the members of the enterprise

conduct themselves within the standards of acceptable behaviour, which means that the stipulations of the code of conduct laid

down by the enterprise are properly understood and observed by all.

This paper attempts to portray the whole concept of grievance and discipline procedure into two parts, part-1 covers the entire

gamut of grievance management at the organization and part-II encloses the information relating to discipline procedure at the

organization level. The present study is an effort to represent the grievance and disciplinary management that is followed by

Visakhapatnam Steel Plant.

KEYWORDS

Discipline, Grievance, Modus Operandi, Steel Plant, Code of Conduct etc.

INTRODUCTION

I. Grievance Management

Grievance is a state of dissatisfaction over some issues related to employment. Generally, expression of this dissatisfaction in oral

form is known as complaint while in written form it is known as grievance. In the organizational settings, employees may have

some grievances against employers, in the same way; employers may have grievances against employees.

Grievance Management is very essential to maintain good Industrial Relations, which increases productivity and effectiveness of

an organization. Grievance should be redressed by adopting proactive approach rather than waiting for the grievance to be brought

to the notice of management. In many cases, even the proactive approach of management for removing the causes of grievances

may leave some scope for the emergence of grievances. For handling such grievances, a Grievance Handling Machinery, known,

as Grievance Procedure is required. The Grievance Procedure is problem solving, dispute-settling machinery, which has been set

up following an agreement to that effect between labour and management. A trade union or an employee makes and processes his

claim that there has been a violation of the labour agreement by the company by the means. Grievance Procedure is a device

through which grievances are settled, generally to the satisfaction of employees/trade union and management.

Grievance Redressal Procedure at VSP

The objective of Grievance Redressal is to provide easily accessible machinery for settlement of grievances of executives and to

adopt measures as would ensure expeditious settlement of grievances leading to increased satisfaction on the job and resulting in

improved productivity and efficiency of the organization. In Visakhapatnam Steel Plant the Grievance Procedure consists of three

stages, they are:

Stage-I

An aggrieved employee shall send his grievance to his Head of the Department within a period of 3 months of its occurrence. The

Head of the Department will give a personal hearing and try to resolve the grievance at his level and intimate his decision to the

aggrieved employee in writing within a week.

Stage-II

If the aggrieved employee is not satisfied with the reply of Stage-I authority or has not got a reply within the stipulated time, he

may submit his grievance to the Divisional Head. The Divisional Head concerned shall go through the Grievance and settle the

same at his level. The decision taken shall be communicated in writing to the aggrieved employee within 15 days of receipt of the

grievance.

17Assistant Professor, Sree Vidyanikethan Engineering College, Andhra Pradesh, India, [email protected]





Stage-III

If the aggrieved employee is not satisfied with the reply of Stage-II or does not have reply within the stipulated time, he may

address his grievance to the Grievance Council. The Grievance Council shall examine the Grievance in detail and give their

recommendations before the end of the month following the month in which the grievance council receives the representation.

The aggrieved shall have the right to represent his grievance before Chairman-cum-Director direct if his grievance is not settled to

his satisfaction at Stage-III or within the time limits as prescribed under the Company’s Grievance Redressal Procedure. The

Machinery for Grievance Redressal at Departmental Level, Plant Level and Company Level shall consist of following grievance

procedure.

Chart-1: Grievance Procedure


Procedure of Grievances Management at VSP

Today’s Grievance is tomorrow’s IR problem. VSP has carved out a unique way of dealing the grievances. With a view to provide

immediate redressal of grievance with participation of workers representative / Union representative. The Grievance Redressal

procedure at glance is given in the figure below:

Chart-2

Sources: Visakhapatnam Steel Plant Annual Records

Area Grievance Redressal Forum (AGREF)

All Major Departments will have AGREF and the Small Departments will be clubbed into groups with each group having one

AGREF. The Forum consists of:

Abbrevations

CENGREF - Central grievance redressal forum

AGREF - Area grievance redressal forum

SLSC - Shop level safety committee

SJPC - Shop level joint production committee

Review by

Director(personnel)

Executive Director(works)

CENGREF

HOD

AGREF

1. Registration & segregation

2. Redressal

SJPC SLSC

Form II

Form I

GrievanceFeedback

GM(personnel)

CENGREF

HOD

AGREF

1. Registration & segregation

2. Redressal

SJPC SLSC

Form II

Form I

FeedbackGrievance

Plant grievance

redressal machinery

Non-plant grievance

redressal machinery

Registration of grievance

with controlling officer

Registration of grievance

with controlling officer

Grievance Redressal Machinery




Head of the Department --- Chairman

Zonal Personnel In charge --- Convener

Representative of Finance Department --- Member

Representative of Marketing Systems Department --- Member

One Representative from each major Union --- Member

Central Grievance Redressal Forum (CENGREF)

It consists of:

(a) Works Division

Executive Director (works) --- Chairman

Plant Personnel In charge --- Convener

General Manager (Industrial Relations) --- Member

Joint General Manager (Finance) --- Member

One Representative from each union --- Member

(b) Non-Works Department

General Manager (Personnel) --- Chairman

Manager (Personnel) --- Convener

General Manager (Marketing Systems) --- Member

Chief (Production) --- Member

Joint General Manager (Finance) --- Member

One Representative from each Union --- Member

The following matters are comes under the grievance redressal. They are:

Payment of Wages and Incentives,

Increments,

Deduction / Recovery of dues,

Allowances and Advances,

Seniority and Promotion,

Attendance and Leave,

Workmen’s Compensation,

Working conditions at place of work,

Transfer etc.

PURPOSE OF STUDY

The present survey is to portray about the grievance and disciplinary procedure that is followed by the Visakhapatnam Steel Plant

in order to resolve the problems of their employees.

SCOPE OF STUDY

The scope of the study is limited only to the Visakhapatnam Steel Plant.

The present study is based on the opinions of executives, non-executives of Visakhapatnam Steel Plant.

It has covered both executives and non-executives of Visakhapatnam Steel Plant of all Departments i.e. personnel,

finance, marketing, general administration, etc…, the production units like Coke Ovens, Sinter Plant, Blast Furnaces,

Steel Melt Shop (SMS), Continuous Casting Department (CCD), Light and Medium Merchant Mill (LMMM), Wire

Rod Mill (WRM), Maintenance Department etc.

After knowing the procedure of grievance management at VSP, in the process of research opinions from the respondents were

collected. As per that, the following information is gathered and presented in the table No 1.

Table-1: Respondents Opinion on Working of Grievance Machineries

S. No. Response Number of Respondents Percentage

1 Satisfactory 302 50

2 Un-Satisfactory 181 30

3 No – Opinion 121 20

Total 604 100


Employees are aware of the grievance redressal mechanism and do not hesitate to invoke the grievance procedure. The opinions of

respondents reveal that half of them have expressed satisfaction on the effective working of the machinery. However, nearly one-

third respondents expressed dissatisfaction about working of grievance machinery and 20% of the respondents have reserved their

opinion. On the whole, it could be inferred that mechanism is not satisfactory to a considerable extent.

Employees are also asked about the ability of trade union(s) to settle the grievance of the employees in the organization. The

responses are presented in Table 2.




Table-2: Ability of Trade Union in Grievance Handling


1. Yes 453 75

2. No 151 25

Total 604 100


From Table 2 it could be noticed that majority of the Respondents (75 per cent) expressed, satisfaction about the settlement of

grievances through their Trade Unions only 25 per cent of the Respondents have expressed that the trade Union could not play an

effective role in grievance redressal.

Table-3: Respondents Opinions Regarding their Involvement in Disputes with their

Subordinates/Superiors/Supervisors during Past 10 Years


1 Yes 127 21

2 No 477 79

Total 604 100


From the above table it is clear that the majority of respondents including executive and non-executives do not involved in any

disputes with their subordinates, superiors, or supervisors during the past 10 years. Only few segments of respondents are

expressed that they had involved with minor problems with their superiors, but it is pacified with the negotiations and

consultations.

Table-4: Respondents Opinion Regarding to Relationship between Superiors/Peers/Supervisors

S. No Response Number of Respondents Percentage

1 Cordial 145 24

2 Strained 157 26

3 Neither cordial nor strained 302 50

Total 604 100


The above table projects that 24% of the respondents said that their relationship between their superiors or peers or supervisors is

cordial, 26% said it is strained, and the remaining 50% said that it is neither cordial nor strained.

Table-5: Opinions of Respondents Regarding their Suggestions to Improve the Existing Relations


1 Educating 85 14

2 Consultation of proper communication

between employees & management

223 37

3 Decent behaviour and discipline 296 49

Total 604 100


From the above data, it is clear that 14% of the respondents opined that through the educating, the employees will improve the

existing relations, and 37% said that proper consultation among them will improve their relations and the remaining 49%

suggested that decent behaviour and discipline would improve the existing relations between the employees of VSP. At present

because of management policy proper discipline is maintained, which is helping to maintain cordial relations among the

employees.

Table-6: Respondents Opinion Regarding Grievances with their Management


1 Yes 256 42

2 No 348 58

3 Total 604 100





The above data represents that 42% of the non-executive respondents are having grievances with their management regarding to

low wage, long working hours and heavy work, whereas the 58% opined that, they are not having any grievances with the

management.

Table-7: Reasons for Employees Grievances with their Management


1 Low wage 284 47

2 Long working hours 169 28

3 Heavy work 211 35

Total 604 100


From the above it can be understood that most of the times some contract and temporary employees are indulged in dispute with

management just because of low wage and indifferent timings. Hence, by knowing the information it is advised to management to

engage fulltime employees to show more concern and commitment toward the organization.

Table-8: Liberty to Express Grievance to Management


1 Directly to the management 48 8

2 Through union leader 205 34

3 Through labour officer 115 19

4 Any other (specify) 236 39

Total 604 100


From the above analysis 8% of the respondents opined that they are expressing their grievances directly to the management, 34%

through union leader, 19% through labour officer, where as 39% of the respondents said through the personnel department. Hence,

it can be concluded that employees are following proper procedure in the organization.

Table-9: Respondents Opinion Regarding Time Taken to Dispose a Grievance


1 14 days 54 9

2 21 days 73 12

3 1 month 133 22

4 3 months 199 33

5 Indefinite time 145 24

Total 604 100


From the above analysis it can be understand that to solve the dispute in the organization, as per the procedure the authority is

fixing different time schedule to solve the problems, as per that if the concern employee is dissatisfied he has an opportunity to

represent the matter to the next highest authority to settle the matter, if the employee goes on representing the matters to the next

authorities it will on never ending process. Hence, every employee must settle the problem at some point this will helps the

management as well to the employee.

Table-10: Respondents Opinions Regarding Satisfaction with the Existing Procedure of Grievance Redressal


1 Yes 284 47

2 No 320 53

3 Total 604 100


Form the above it is evident that 47% of the respondents are satisfied with the existing procedure of grievance redressal, whereas

53% are not satisfied in this regard. Hence, proper care to be taken by the management to solve the employee grievance in

transparent manner. This will help the management to reduce the grievances.




II. Discipline

Discipline is a Code of Conduct in an Enterprise in which the members of the enterprise conduct themselves within the standards

of acceptable behaviour, which means that the stipulations of the code of conduct laid down by the enterprise are properly

understood and observed by all. The state of Industrial Relations in a country/factory is also reflected in the discipline and the

morale of the labour force. Discipline is very essential for a healthy industrial atmosphere and the achievement of organizational

goals. In any Organization maintenance of discipline among personnel at all levels is required to create the conducive work

environment to facilitate increased productivity and organizational effectiveness. Therefore, management of an organization can

adopt two approaches for discipline maintenance:

Adopting preventive measures ‘prevention is better than cure’ principle is based on the assumption that employees

perform better through rewards than punishments. Therefore, the problems of indiscipline do not emerge.

Curative measures that it taking “disciplinary actions” against the persons involved in indiscipline.

The Disciplinary Action should be taken after going through specific process because the punishment may be held invalid if there

is any deviation from the procedure laid down. The procedure for taking disciplinary action is defined by the Standing Orders

formulated by the Organization. While taking an action, all the relevant facts leading to indiscipline must be ascertained so that

the need for disciplinary action is determined. The facts must be collected as soon as possible to take the action promptly. The

disciplinary procedure either Punitive or Curative has to be invoked for preserving industrial peace as well as maintaining the

efficiency of the organization.

Disciplinary Procedure at Visakhapatnam Steel Plant

When an act of misconduct is alleged against a workman for whom a punishment as provided under Standing Orders of the

Company. The workman shall be given an opportunity to show cause before punishment is imposed.

Disciplinary Authority

Any Executive/Officer to whom powers are delegated to take disciplinary action against a workman shall be the disciplinary

authority competent to initiate disciplinary action and to impose punishment on a workman. The Disciplinary Authority shall

frame definite charges based on the allegations against him. The Disciplinary Authority shall communicate the charges together

with a statement of allegations, on which they are based, in writing to the workman who shall be required to submit a written

statement of his defense within such time as may be specified but not exceeding 3 days. If it is necessary, the Disciplinary

Authority shall hold an enquiry and take the necessary action.

Appellate Authority

The workman shall have the right of appeal to Appellate Authority. The appeal shall be submitted within 15 days of receipt of the

order of the Disciplinary Authority, and the Appellate authority shall dispose of the appeal within 30 days of the receipt of the

appeal. The appellate authority is the next higher authority to disciplinary authority.

Disciplinary Management

Disciplinary Regulations apply to all Plant employees except (1) Casual employees, (2) Those subject to discharge from service in

less than one month’s notice, and (3) Any person for whom special provision is made in respect of matters covered by these

regulations, under any agreement etc. The appointment authority holds the disciplinary authority at VSP and various disciplinary

actions taken on employees are explained below:

Suspension

In the following cases, an employee may be placed under suspension:

Where disciplinary proceedings against him are either contemplated or pending.

Where a case against him in respect of any criminal offence is under investigation, inquiry or trial.

Where in the opinion of the authority concerned, he has engaged himself in activities prejudicial to the interest

of the security of the State.

In the case of all Non-Executive employees, the concerned Head of the Department is the appointing authority and Disciplinary

authority and such authority can put under suspend the violation of discipline in his Department. In respect of Executives, other

than Heads of Departments, Chairman-Director, VSP is the competent authority to suspend the employee who disobeys the rules

of discipline. In the case of Heads of Department, they cannot be kept under suspension until the Central Government approves it.

An Employee is deemed to have been placed under suspension by the appointing authority (1) with effect from the date of his

detention if it exceeds 48 hours, whether on a criminal offence or otherwise. (2) with effect from date of conviction for an offence

and sentenced for a term of imprisonment exceeding 48 hours and is not forth with dismissed or removed or compulsorily retired




consequent on such conviction. The period of 48 yours will cover intermittent periods of imprisonment, if any. The order of

suspension will be in force until it is revoked or modified by a competent authority to do so. Where an employee is suspended or

deemed to have been under suspension (whether in connection with any disciplinary proceedings or otherwise) and any other

disciplinary proceedings is commenced against him during the continuance of that suspension the authority competent to place

him under suspension may for the reasons recorded by him in writing, direct that the said employee, shall continue to be under

suspension, till the termination of all or any of such proceedings.

Discipline

Penalties for good and sufficient reasons may be imposed on an employee who violates the rules and regulations in

vogue.

Minor Penalty

Censure,

withholding of his promotion,

recovery from his pay the whole or part of any pecuniary loss caused by him to the Port by his negligence or

breach of orders,

Withholding of the increments of pay.

Major Penalty

Reduction to lower stage in a time scale of pay for a specific period, with further directions as to whether or

not the employee will earn increments of pay during the period of such reduction and whether on the expiry of

such period, the reduction will or will not have the effect of postponing the future increments of his pay;

Reduction to lower time-scale of pay; grade, post or service which shall ordinarily be a bar to the promotion of

the employee to the time – scale of pay, grade post or service from which he was reduced, with or without

further directions regarding conditions of restoration to that grade, post or service; from which the employee

was reduced and his seniority and pay on such restoration to that grade post or service; from which the

employee was reduced and his seniority and pay on such restoration to that grade post or service;

Compulsory retirement;

Removal from service which shall not be disqualification for future employment;

Dismissal from service which shall ordinarily be a disqualification, for future, employment;

Orders imposing Major penalties should be done only after holding an enquiry as per the provisions. A memorandum containing

substance of the imputation of misconduct or mis-behaviour, shall be drawn into definite Articles of charges and statement of all

relevant facts including any submission or confession made by the employee and a list of documents by which together with a list

of witnesses by whom the articles of charges are proposed to be substantiated.

The memorandum should be delivered to the employee, directing him to submit his written statement within a specified time,

mentioning therein whether he desires to be heard in person. After receipt of written statement from the employee, for the various

articles of charges, the disciplinary authority may itself enquire into such of the articles of the charge as one not admitted or may

appoint an enquiring authority for the purpose and where all articles of charges are admitted, disciplinary authority may record its

findings. Even if no written statement is received, the disciplinary authority may itself enquire or appoint any officer to enquire

into the charges leveled against the employee and take necessary action, as per the provisions of regulations. If disciplinary

authority decides, that the articles of charges have to be inquired into, by enquiry officer, it would appoint an inquiry officer and

presenting officer to appear on its behalf. The disciplinary authority would send all the necessary documents to the inquiry

authority such as memorandum containing articles or charges, statement of defense if any, evidence providing the delivery of

documents concerned, to the employee and a copy of order appointing Presenting Officer. The employee shall appear before the

enquiry authority, as per the specific date mentioned in the notice. This date shall not exceed 10 working days after receipt of

charges of memorandum by him. The employee may take the assistance of any other employee to defend the case on his behalf

but may not engage a legal Practitioner for the purpose unless the Presenting Officer appointed by disciplinary authority is a legal

practitioner or the disciplinary authority having regard to the circumstances of the case, so permits.

The inquiry authority shall return a finding of guilty in respect of those articles of charge to which the employee pleads guilty. The

enquiring authority shall if the employee fails to appear within the specified time or refuses or omits to plead require the

presenting officer to produce the evidence by which he proposes to prove the charges and shall adjourn the case to later date not

exceeding 30 days, after recording an order an employee may for the purpose of preparing his defense. On the date fixed for the

inquiry, the oral and documentary evidence by which the articles or charge are proposed to be proved shall be produced by or on

behalf of the disciplinary authority. The witnesses shall be examined by or on behalf of the presenting officer and may be cross-

examined by or on behalf of employee. The Presenting Officer shall be entitled to re-examine the witness on any points on which

they have been cross-examined, but not on any new matter, without the leave of the inquiring authority. The inquiring authority

may also put such questions to the witnesses, as it thinks fit. If the inquiry officer feels necessary, before close of the case, he may

allow the presenting officer to produce evidence not included in the list given to the employee may call for new evidence or re-call

or re-examine any witness and in such case the employee shall be entitled to have, if he demands it, a copy of the list of further




evidence proposes to be produced and an adjournment of the inquiry for three clear days before the production of such new

evidence exclusive of the day of adjournment and the day to which the inquiry is adjourned.

The inquiring authority shall give the employee and opportunity for inspecting such documents before they are taken on the

record. The inquiring authority may also allow the employee to produce new evidence, if it is of the opinion that the production of

such evidence is necessary in the interests of justice. When the case for the disciplinary authority is enclosed, the employee shall

be required to state his defense, orally or in writing, as he may prefer. If the defense is made orally, it shall be recorded and the

employee shall be required to sign the record, in either case, a copy of the statement of defense shall be given to the presenting

officer if any, appointed. The evidence on behalf of the employee shall then be produced. The employee may examine himself in

his own behalf if he so prefers. The witnesses produced by the employee shall then be examined and shall be liable to cross-

examination, re-examination and examination by the inquiring authority according to the provisions applicable to the witnesses

for the disciplinary authority.

III. Appeals

Orders made by Central Government are not applicable withstanding any this contained in this part; no appeal shall lie against –

any order made with approval of the Central Government; Any order or any interlocutory nature or of similar nature or the final

disposal of a disciplinary proceeding, other than an order of suspension and any order passed by an inquiring authority in the

course of an inquiry under Regulation–10.

Appeals against orders of Suspension

An employee may appeal against an order of suspension of the authority, to which the authority, which made or is deemed to have

made the order is immediately subordinate.

Appeals against Orders Imposing Penalties

Any employee of a Board aggrieved by an order involving this reduction in rank, removal or dismissal may appeal within 45 days

normally but in exceptional cases the appellate authority may condone and entertain to the Central Government, where such order

is passed by the Chairman; and to the Chairman, in any other case, provided that where the person who made the order appealed

against becomes, by virtue of his sub sequent appointment the appellate authority in respect of such order, an appeal against such

order, shall lie to the Central Government and the Central Government, in relation to that appeal shall be deemed to be the

appellate authority for the purpose of this regulation. The opinions of the respondents regarding the effectiveness of disciplinary

enforcement mechanism at VSP are collected and presented in the following table.

Table-11: Respondents Opinion on Effectiveness of Disciplinary Action

Opinion Number of Respondents Percentage

Fully Transparent and very effective 337 55.80

Transparent to some extent and moderately effective 195 32.33

Non-Transparent and poor in effectiveness 60 9.96

Non-Transparent and very poor in effectiveness 12 2.00

Total 604 100


Disciplinary procedure at VSP is very clear, unambiguous and fully transparent (55.8 per cent) respondents felt that the procedure

in known to the employees of VSP and they believe that violation of rules and regulations and irresponsible behaviour should be

punished by the management. Some felt that the procedure is moderately transparent i.e. 32.33 per cent and need clear view of the

mechanism. It is true that employees of an organization should know their duties, responsibilities and accountability and the

consequences of violations and in disciplinary attitude. Though the respondents expressed satisfaction on the conduct of

investigation and reporting on in disciplinary cases, some respondents expressed that real culprits are being escaped by exploiting

the lapses in the system. Some are getting protection from the judiciary system of the country. Undue delay in judgment on the

cases at labour courts of the country is one of the safest avenues of escaping disciplinary action against the culprits. Informal

discussions with the respondents reveal that plant authorities are benevolent and condoning the employees at the end. Thus, the

extent of punishments is not significant.

SUMMARY AND CONCLUSION

Employees are aware of the grievance redressal mechanism and do not hesitate to invoke the grievance procedure. The opinions

of respondents reveal that half of them have expressed satisfaction on the effective working of the machinery. However, nearly

one-third respondents expressed dissatisfaction about working of grievance machinery and 20 per cent of the respondents have

reserved their opinion. Overall, it could be inferred that mechanism is not satisfactory to a considerable extent.




Disciplinary procedure at VSP is very clear, unambiguous and fully transparent (55.8 per cent) respondents felt that the procedure

in known to the employees of VSP and they believe that violation of rules and regulations and irresponsible behaviour should be

punished by the management. Some felt that the procedure is moderately transparent i.e. 32.33 per cent and need clear view of the

mechanism. It is true that employees of an organization should know their duties, responsibilities and accountability and the

consequences of violations and in disciplinary attitude. Though the respondents expressed satisfaction on the conduct of

investigation and reporting on in disciplinary cases, some respondents expressed that real culprits are being escaped by exploiting

the lapses in the system. Some are getting protection from the judiciary system of the country. Undue delay in judgment on the

cases at labour courts of the country is one of the safest avenues of escaping disciplinary action against the culprits. Informal

discussions with the respondents reveal that plant authorities are benevolent and condoning the employees at the end. Thus, the

extents of punishments are not significant.

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5. Goodman, John. (1985). Employment Relations in Industrial Society, pp.114. New Delhi: Heritage Publishers.

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7. Jackson, Michael P. (1982). Trade Unions, pp. 11. New York: Longman Inc.

8. Seth, N. R. (1971, September). Indian Management, X, 3–4.

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Prakasam.

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http://jnport.gov.in/new_site/right2info/regulations/REGULATIONS/CCA%20REGULATIONS%20MAIN%20PAGE.

html

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17. Retrieved from http://www.studymode.com/essays/Grievance-Management-673839.html

18. Retrieved from http://industrialrelations.naukrihub.com/grievance-procedure.html

19. Retrieved from http://www.vocport.gov.in/regulations/CCARegulations.html

20. Retrieved from http://www.mandiboard.nic.in/Rules/Punishment.html

*****

http://rajyashastra.blogspot.com/2009/08/chief-minister-of-karnataka-is-talking.html

http://jnport.gov.in/new_site/right2info/regulations/REGULATIONS/CCA%20REGULATIONS%20MAIN%20PAGE.html

http://jnport.gov.in/new_site/right2info/regulations/REGULATIONS/CCA%20REGULATIONS%20MAIN%20PAGE.html

http://mbanotesravi.files.wordpress.com/2013/06/a-study-on-trade-unions.doc

http://www.studymode.com/essays/Grievance-Management-673839.html

http://industrialrelations.naukrihub.com/grievance-procedure.html

http://www.vocport.gov.in/regulations/CCARegulations.html

http://www.mandiboard.nic.in/Rules/Punishment.html




VEDAS IN MODERN MANAGEMENT PRACTICES

Dr. Deepa Chaudhary18

ABSTRACT

The Vedas have great practical relevance and significance. The Vedic wisdom can be deployed fruitfully to the contemporary

business organizations as well. The Vedic statements apply stunningly to the modern business management practices such as

financial management, knowledge management, corporate governance, change management, cultural management, Total

quality management etc.

The Vedas advise the business organizations to design and implement focused succession-planning strategies for ensuring

career growth avenues for the employees at all levels besides uninterrupted and continuous business operations.

Tasmat yat puruso manasabhi gacchati, Tad vaca vadati, Tad karmao karott, (therefore whatever man contemplates in his

mind that he expresses in words and does in action). The Vedas denounce untruthfulness and command everyone to be fully

true and transparent resulting in good corporate governance. They advocate a clear-cut and transparent link in terms of

planning, communication and action at all organizational levels. An in-depth analysis of the Vedas proves that the wide

spectrum of modern business management practices is convincingly of Vedic origin.

This article looks at how the Vedas plays the vital and significant role in organizing various modern management practices.

KEYWORDS

Vedas, Management Practices, Succession-Planning etc.

INTRODUCTION

The Vedas have great practical relevance and significance. The Vedic wisdom can be deployed fruitfully to the contemporary

business organizations as well. The Vedic statements apply stunningly to the modern business management practices.

FINANCIAL MANAGEMENT

The objective of a company must be to create value for its shareholders. The Vedas repeatedly call upon everyone to earn and

maximize wealth. The primary objective of financial management is maximization of the shareholders’ wealth. The Vedas inspire

all to be associated with increase of wealth. They advise one not to reject or condemn wealth. They urge upon one to be

prosperous. Wealth shall be multiplied: That is the vow. The Vedas mention about two types of wealth, viz., prevalent wealth

(Vittam) and potential wealth (Vedyam). One shall possess Vittam (wealth that is earned already) and Vedyam (wealth to be

earned hereafter).One shall possess increased wealth because of doing proper actions.

PROFITABILITY MANAGEMENT

The Vedas declare that profits shall be earned only through fair means. One shall earn wealth through lawful path. Wealth has to

be attained through genuine labor.

CAPITAL STRUCTURE PLANNING

The Vedas emphasize that one shall clear all debts. They restrain taking debts from one tainted with sins. Thus, the Vedas advise

the business organizations not to be debt-oriented in their capital structure planning. In case debts are contracted, these have to be

duly discharged. Incurring of debt, settlement of debt, requital of loan is indicated in the Vedas. One shall discharge his debt. One

shall be freed from debt. One is guilty of non-payment of debt. One shall be redeemed from debt. Cancellation of debt is

mentioned in the Vedas. The concept of equity share capital is indicated in the Vedas in the form of equal partnership through

commonality.

WEALTH

The principle of maximization of shareholder wealth provides a rational guide for running a business and for the efficient

allocation of resources in society. The Vedas contain a number of references to wealth in terms of acquisition, maximization and

distribution.

18 Assistant Professor, Department of Management Studies, KIET-Ghaziabad, Uttar Pradesh, India,

[email protected]





a) Fair Mode for Wealth Acquisition

The Vedas stipulate that wealth have to be earned only through fair means and one should put in his best efforts to acquire wealth

through ethical and moral practices. He has to adopt lawful means. Wealth has to be won by deeds of glory. A man who is

desirous of wealth shall strive to win it by lawful path.

b) Wealth Maximization

The Vedas inspire and enthuse one to maximize wealth and drive away poverty. The Vedas encourage one to increase wealth.

Celestials are propitiated for bestowing wealth in a number of Vedic hymns. Increase of wealth, unfailing thousand-fold

prosperity and prosperity throughout the year are sought.

c) Multi-Sources of Wealth

The Vedas stress that there should be different sources for augmenting wealth and that it shall be available ceaselessly at all points

of time. They encourage one to be prosperous by having multiple channels for earning income. The doors of wealth shall be

unbarred. Wealth in thousands should dwell and should never disappear. People are to be masters of plentiful riches. Wealth has

to be brought from all sides. There should be unexhausted availability of food grains and its eaters as well. Like a perennial well

having numerous springs, one shall have an unceasing supply of grains from a thousand sources. One shall obtain prosperity

forever.

d) Enjoyer of Wealth

The Vedas repeatedly declare that one shall not only be the possessor of wealth but also be the enjoyer of wealth.

e) Social Distribution of Wealth

The Vedas assert that there shall be proper distribution of wealth from the wealthy to the poor. They also condemn those who

enjoy wealth without partaking it with others. One shall not be selfish and consume all by himself. Wealth should be accumulated

through hundred hands and distributed to thousand hands.

f) Conservation of Wealth

The Vedas advocate conservation of resources to take care of future requirements. One shall produce fair wealth for today and

tomorrow.

g) Poverty

The Vedas condemn poverty and give the clarion call to eradicate it. Poverty should be banished. In addition to acquisition of

wealth, the knowledge of how to use and enjoy the same assumes much significance. Hence, knowledge management is crucial.

KNOWLEDGE MANAGEMENT

Knowledge, combined with hands-on input into daily activities, is tantamount to power, and those members of an organization

who possess key skills are in a position to secure them a base of practical power. Knowledge management plays a vital role in

ensuring the success of any business organization. The knowledge workers hold the key in modern days for the success of any

business enterprise. In view of their importance, they are being given a lot of recognition like participation in the top management

and lucrative stock options besides excellent working environment and enriching job content. It is a challenging task to understand

the real sources of knowledge and convert the tacit knowledge residing in human repositories into explicit knowledge for the

purpose of knowledge dissemination and sharing across all members of the organization. For any knowledge to take place, the

following three factors are important:

Prameya representing the object to be known.

Pramata denoting the knower of the object.

Pramana indicating the means of knowledge.

a) Knowledge Acquisition

The Vedas attach great importance to acquiring knowledge. The Vedas reiterate that only knowledge liberates a person. Whatever

is done with proper knowledge becomes more effective. Only when there is definiteness, knowledge is possible. One who knows

that which is the eldest and the best verily becomes the eldest and the best.




b) Knowledge Propagation

The Vedas emphasize the need for knowledge propagation. One may impart knowledge to others though unsolicited. Knowledge

purifies all. For craving for knowledge, an inquisitive man. Celestials are propitiated for acquisition of knowledge. One who

performs the sacrifice knowingly overcomes misfortune and evil and wins prosperity. Through intellect, one gets true delight.

c) Vidya (Knowledge)

The Vedas extol the greatness of Vidya (education). It truly liberates one. It is the inspirer of gracious thoughts. It lightens every

pure thought. It brings all good. One who knows and meditates becomes progressively higher and better. By science (Vidya), one

attains endless life.

d) Avidya (Ignorance)

The Vedas caution that one who follows the Avidya shall traverse and suffer in darkness. A person without requisite knowledge

shall not be appointed to a position, which demands possession of knowledge. Men who engulfed by nescience (avidya) go to

blinding darkness.

e) Vijñanam (Wisdom)

The Vedas attach paramount significance to wisdom, as it is the foundation for clear and unambiguous understanding of the

reality. Wisdom is the light, which is to be won. One shall obtain wisdom, thought, fervour and power. Human resources are the

treasures carrying the needed knowledge and skills for carrying out any business venture. Hence, fully harnessing the limitless

human potentials is very significant. The tacit knowledge inherent in the human beings has to be converted into explicit

knowledge tactfully to benefit the knowledge.

HUMAN RESOURCE MANAGEMENT

Human Resource Management is the management function that deals with recruitment, placement, training and development of

organization members. The Human Resource remuneration practices vary from industry to industry and from one enterprise to

another based on the financial soundness of the organization. External variables like economic boom / recession / depression /

recovery have great impact in this regard. The Vedas lay great emphasis on proper Human Resource remuneration practices. They

emphasize that women have to be treated equitably without any discrimination.

a) Employee Remuneration

The Vedas spell out that remuneration for services rendered may be paid based on the principle of capability to pay. One may pay

based on his ability to pay. If the employer is highly prosperous, he shall remunerate his employees on a higher scale. If the

employer is one with average prosperity, he shall remunerate his employees on a moderate scale. If the employer is one with

resources, he shall remunerate his employees on a meager scale.

b) Equal Remuneration

Women are to be treated on par with men.

c) Personality Management

Depending upon the predominant characteristic of one’s personality, five types of personality traits can be presented based on the

Vedic concept of Pañca kosa (Five sheaths) as contained in the Taittiraya Upaniÿad of Krsna Yajur Veda. The five-dimensional

approach to Vedic personality management is presented in table below:

Table-1: Vedic Personality Management

Personality Type Meaning

Annamaya Physical, Materialistic

Pranamaya Energetic, Action-oriented

Manomaya Emotional, Sentimental

Vijñanamaya Intellectual, Judgmental

Anandamaya Creative, Visionary




Annamaya or Physical Personality

Annamaya Personality denotes that type of personality, which is mainly attracted towards physical objects. Such a

person is mundane with a highly materialistic and selfish perspective. He is body-centric in his pursuits and has a short-

term narrow vision.

Pranamaya or Energetic Personality

Pranamaya Personality refers to that type of personality with predominantly an active and energetic approach. Such a

person is always action-centric. He often over-works on routine aspects and is task-oriented. He represents a hard-task

master who extracts work from others as per pre-determined schedules.

Manomaya or Emotional Personality

Manomaya Personality means that type of personality, which is governed chiefly by one’s inner feelings, emotions and

sentiments. Mind is responsible for love, kindness, hatred, jealousy, passion, envy, etc. Such a person understands and

values the sentiments of others and approaches any issue through the heart.

Vijñanamaya or Intellectual Personality

Vijñanamaya Personality denotes that type of personality, which uses razor sharp intellect to think, contemplate, reflect,

examine, discriminate, judge, and decide. Such a person objectively analyzes the pros and cons of any situation, clearly

distinguishes between good and bad and acts after proper evaluation of the various courses of action available. He does

not give room for emotions and sentiments to sway the decisions. He concentrates on strategic aspects, which may affect

a large number of people and processes.

Aandamaya or Creative Personality

Aandamaya Personality refers to that type of personality, which is fully creative, innovative, positive, enthusiastic and

visionary. Such a person has a long-term perspective and takes intuitive decisions even in unforeseen circumstances

despite constraints and problems. He acts with foresight and statesmanship. He considers the overall social dimensions

and implications of his decisions. He is always ahead in terms of his visualization and planning. He is a leadership role

model for others to emulate.

VARNA AND MANAGEMENT

Division of work refers to the breakdown of a complex task into components so that individuals are responsible for a limited set of

activities instead of the task as a whole. Thus, it fosters specialization, as each person becomes expert in a certain job. The four

Varnas (classes) are mainly based on the core principle of division of work due to the varying mental temperaments and inherent

character of the different types of people. This again is mainly due to the presence of the Trigunas of satva, rajas and tamas at

varying degrees with different classes of people. The Vedic division of labor is founded based on Guna (quality) and karma

(profession). Though one could see a scope for gradation in relation to Qualities, all professions are deemed equal.

From a management perspective, this is based on the core competency concept by which one takes up that particular profession or

avocation which is in alignment with his unique svadharma which causes no stress while performance. One for high sway, one for

exalted glory, one for pursuit of gain and one for labor.

The four-dimensional approach to Vedic division of labor is presented in table below:

Table-2: Vedic Division of Labor


A Brahmana is predominantly satvic with some rajas and signs of tamas. A Ksatriya is predominantly rajasic with some satva and

rajas. A Vaiþya is mostly rajasic with some tamas and traces of satva.

S. No. Varna Type of Labor Pre-dominant Quality Coupled with

1 Brahmana Planning

Advisory Service

Consulting

Satvic

Rajas

Tamas

2 Ksatriya Administration

Execution

Service

Rajasic

Satva

Tamas

3 Vaisya Trade

Business

Governance

Rajasic

Tamas

Satva

4 Sudra Service

Physical Labor

Tamasic

Rajas

Satva




A Sudra is mainly tamasic with some rajas and signs of satva. The Brahmanas are ideal for preaching and planning, the Kÿatriyas

for protecting, fighting, administering and ruling the country, the Vaiþyas for trade, business and commerce and sudras for

carrying out physical labor and serving the society. Those with thinking and advisory capabilities are Brahmanas. Those with

administrative and executive powers are Ksatriyas. Those with negotiating and trading skills are Vaiþyas. Those who are

physically strong and capable of rendering services are sudras. Such a division as above is meant to select any vocation or job,

which suits one’s inherent mental temperament and aptitude. This is based on the principle of division of work to facilitate

specialization and higher levels of efficiency and productivity. It is also possible to look at the Varna based on the waxing and

waning of an individual’s personality due to his gunas, deeds and conduct over a period.

Thus, a Sudra may ascend to the level of a Brahmana and a Brahmana may descend to the level of a Sudra in terms of satvic

qualities and mental framework. While the Vedic division into four classes defines the duties and responsibilities of each class, no

superior status is assigned to any class over the others. All the four classes are considered equal in status. Lustre representing

intellectual and spiritual brilliance is sought for the Brahmanas, Ksatriyas, Vaiþyas and sudras.

The four-dimensional approach to Vedic management structure in a business organizational environment is presented in table

below:

Table-3: Vedic Management Structure

Asrama Meaning

Brahmachari Management Trainee

Grhastha Manager

Vanaprastha Director

Sanyasi Management Consultant


LABOR WELFARE

The Vedas reveal their utmost care and concern for the welfare of the labor and their happiness and well-being. The farmers shall

plough the land happily. The steers and men shall work happily.

RELATIONSHIP MARKETING

Relationship marketing is based on the premise that important accounts need focused and continuous attention. Salespeople

working with key customers must do more than call when they think customers might be ready to place orders. They should call

or visit at other times, taking customers to dinner, making useful suggestions about their business and so on. They should monitor

these key accounts, know their problems and be ready to serve them in a number of ways. Relationship Marketing emphasizes that

for surviving in markets, which have become more competitive and more turbulent, organizations must move away from

managing transactions and instead focus on building long-lasting customer relationships. Relationship Marketing (or relationship

management) is a philosophy of doing business, a strategic orientation that focuses on keeping and improving current customers,

rather than on acquiring new customers. The Vedas highlight the importance of cordial and continued relationship building, which

is crucial for effective relationship marketing. The basic qualities required are pleasant speech, gentleness, graciousness, helpful

attitude and courtesy.

TIME MANAGEMENT

The Vedas advocate proper time management. One shall not delay to perform his tasks. What is and what is to be stands out

determined by time.

QUALITY SYSTEM

Quality focuses on the production of increasingly better products and services at progressively more competitive prices. This

includes doing things right on the first try, rather than making and correcting mistakes. The Vedas contain references about

grading which is a part of the quality system.

TOTAL QUALITY MANAGEMENT

Total Quality Management involves the continuous improvement of organizational processes, resulting in high-quality products

and services. The Vedas inspire one to follow the ideals of the total quality management concept in terms of ensuring perfection

zero-defect product/service quality) and customer delight. The Vedic principles are so comprehensive that they include the total

quality of mind, intellect and Atman. All shall be perfect: From perfection originates fulfillment: Perfection permeates the

Universe.




BENCHMARKING

Benchmarking is the process of finding the best available product features, processes and services and using them as a standard

for improving a company’s own products, processes and services. The Vedas declare that only good practices of others are to be

emulated for the purposes of benchmarking. Anything, which is not an acceptable practice, needs to be shunned even though some

eminent persons/organizations may be practicing them. Only those actions that are free from blemishes are to be done and not

others.

KAIZEN

Kaizen means continuous improvement denoting the never-ending search for perfection. The Vedas advocate continuous

improvement, which is the essence of Japanese quality concept of Kaizen. One shall improve upon the rites with new

performance. Let the rite be born anew.

CULTURE MANAGEMENT

Multi-culturism implies that there are many different cultural backgrounds and factors that are important in organizations and that

people from different backgrounds can coexist and flourish within an organization. Culture refers to the complex mixture of

assumptions, behaviors, stories, myths, metaphors and other ideas that fit together to define what it means to be a member of a

particular society. The Vedas advise one to fully respect and follow the cultural practices. The Vedic cultural vision includes the

various aesthetic dimensions including music, dance, sports and recreation. The Vedic culture is the foremost in the world. Culture

management refers to allowing fresh entry of new practices and retaining the desirables of the old. Those that are here of old and

those that are new.

VALUE SYSTEM AND ETHICAL PRACTICES

To be able to manage oneself, one finally has to know what his values are. In respect to ethics, the rules are the same for

everybody. Values are and should be the ultimate test in a conflict between a person’s values and his strengths. Values are

relatively permanent desires that seem to be good in them, like peace or goodwill. Ethics is the study of rights and of who is - or

should be- benefited or harmed by an action. The Vedas urge the business organizations to be the harbingers of the Value system

through transparent ethical practices in the best interests of the society. The Vedas stress upon moral and ethical conduct and

appeal to everyone to be guiltless and blemishes. They give the clarion call for value-centric business practices. The individual

value system of the various employees together shape up and determine the value system of an organization to which they identify

themselves.

CORPORATE GOVERNANCE

Good corporate governance is the key to efficiency in a competitive environment. In this, corporate governance provides the

cutting edge. Good corporate governance is not merely desirable but it is essential for survival. It is essential not just because it is

good for the shareholders and other stakeholders, it is essential because it is in the interest of the company itself in the present

competitive environment. It is good for the shareholders because it is good for the company on which their future depends. Good

corporate governance should of course emphasize ethicality.

Decision making processes should be transparent, consistent with the need to protect the competitive interests of the company as

otherwise shareholders and other stakeholders in the enterprise would lose out. The Vedas denounce untruthfulness and command

everyone to be fully true and transparent resulting in good corporate governance. They advocate a clear-cut and transparent link in

terms of planning, communication and action at all organizational levels. Business should be done truthfully. Applying the Vedic

concept, corporate Governance shall mean transparency and truthfulness in the Vision, Policy and Practices of an organization in

letter and spirit as projected in figure below:

Figure-1





GLOBALIZATION

Globalization implies the recognition by organizations that business must have a global, not local focus. The Vedas encourage free

and fair trade with other countries of the world. They encourage cordial relationship with foreigners and welcome new practices

for improvement. One shall not sin against a neighbor or foreigner.

PRODUCTIVITY MANAGEMENT

Productivity is the measure of how well an operations system functions and indicator of the efficiency and competitiveness of a

single firm or department. The Vedas stress importance on productivity and assert that performance with knowledge and faith

shall increase the productivity and effectiveness of any action performed. One shall scale heights of efficiency using fully his

proficiency. The Vedas motivate for achieving highest productivity levels as they refer to unexhausted grain of numerous streams.

Whatever is performed with knowledge, faith and meditation becomes more effective. The Vedas deplore one who is lazy. One

who does not work is a social evil.

COMPETITION MANAGEMENT

Competitiveness is the relative standing of one competitor against other competitors. The Vedas caution about the competitors,

whose activities have to be constantly monitored. The Vedas assert that the competitive forces have to be taken seriously and dealt

with accordingly. This Vedic management wisdom may be construed as an advice to the business entities to take expeditious,

aggressive and strong action to counter competitors’ strategies and practices in the market place. Rivals are to be smote down to

lowest darkness. Enemies are to be crushed and subdued.

CHANGE MANAGEMENT

Change is Norm

It requires a great deal of hard work. Only change leaders survive in a period of rapid structural change. A change leader sees

change as opportunity. He looks for change, knows how to find the right changes and knows how to make them effective both

outside the organization and inside it. The Vedas encourage one to face the new environment in a pleasant manner and manage it

properly. They advise that a person shall identify him and work in unison in the changed environment and shall at the same time

remain vigilant and happy.

SUMMARY

An in-depth analysis of the Vedas proves that the wide spectrum of modern business management practices is convincingly of

Vedic origin.

REFERENCES

1. Keith, B. (1923, repr. 1976). The Religion and Philosophy of the Vedas and Upanishads.

2. Arnold, V. (1960, repr. 1972). The Rigveda.

3. Olivelle, P. tr. (1992). Samnyāsa Upanishads

4. Winternitz, M. History of Indian Literature (3 vol., tr. 1927-33)

5. Majumdar, R. C. (1951, repr. 1957). The Vedic Age.

6. Bloomfield, M. (1908, repr. 1973). The Religion of the Veda.

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10. Retrieved from http://pramodtrivedi.blogspot.in/2009_06_28_archive.html

11. Retrieved from http://vedvikas.blogspot.in/2008_05_01_archive.html

http://vedvikas.blogspot.com/2008_06_01_archive.html

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12. Retrieved from http://www.hindu-blog.com/2007/05/vedic-management-holistic-approach-to.html

13. Retrieved from http://vedvikas.blogspot.in/2008/05/social-distribution-of-wealth.html

14. Retrieved from http://www.markedbyteachers.com/gcse/business-studies/power-the-ability-to-exert-influence-that-is-t...

15. Retrieved from http://www.citeman.com/5185-balancing-views-on-power.html

16. Retrieved from http://vedvikas.blogspot.in/2008_06_01_archive.html

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18. Retrieved from http://layman-blog.blogspot.in/2010/06/basic-economic-terms-list-with.html

19. Retrieved from http://hinduism.about.com/library/weekly/extra/bl-lawsofmanu10.htm

20. Retrieved from http://lib.znate.ru/docs/index-106622.html?page=286

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22. Retrieved from http://www.projectguru.in/publications/building-customer-relationship

23. Retrieved from http://www.slideshare.net/hemanthcrpatna/a-project-report-on-service-marketing

24. Retrieved from http://vedvikas.blogspot.in/2008/05/relationship-marketing.html

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http://vedvikas.blogspot.in/2008/05/social-distribution-of-wealth.html

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http://vedvikas.blogspot.in/2008/05/relationship-marketing.html







A STUDY ON EMPLOYEE MOTIVATION OF MANUFACTURING, BANKING & IT SECTOR

W.R.T. HERZBERG’S TWO FACTOR THEORY

Preeti Tilekar (Surkutwar)19 Dr. Asha Pachpande20

ABSTRACT

This study was executed in order to find out the most influential employees’ motivational factors in the company, as well as to

use that information to determine which factors could be changed, implemented, or eliminated in order to motivate them to do

their best work in the future. The study was conducted by issuing a questionnaire to the employees working at the

Manufacturing, banking & IT in Maharashtra. The employees that participated were from all different departments, and have

been working at the company for varied periods. The study will aim at finding out the important factors that trigger the

employee motivation in the selected sectors. Factor Analysis will be carried out to find out these factors.

KEYWORDS

Motivation, Banking Sector, IT Sector, Herzberg’s Two Factor Theory, Extrinsic, Intrinsic etc.

INTRODUCTION

The will to work is something different from the power & capacity to work. It has once been remarked by the American

Corporation - “You can buy a man’s time, you can buy man’s physical efforts at a given place, but you cannot buy his enthusiasm,

initiative or loyalty”. In addition, motivation can only create willingness to work. Motivation is the action that impels or urges an

individual to assume an attitude generally favorable towards his work leading him to perform satisfactorily.

Different Theories of Motivation

Content Theories

1. Maslow’s need Hierarchy theory,

2. Herzberg’s two factor Theory,

3. Theory X & Y,

4. Alderfer’s Erg need Theory,

5. McClelland Need achievement theory,

Process Theories

6. Victor Vroom’s Expectancy Valence theory,

7. Adam’s equity theory,

8. Goal setting theory,

9. Motivating Employees.

LITERATURE REVIEW

Luthans (1998) defines motivation as, “a process that starts with a physiological deficiency or need that activates behaviour or a

drive that is aimed at a goal incentive”. Therefore, the key to understanding the process of motivation lies in the meaning of and

relationship among, needs, drives, and incentives7. The word motivation is coined from the Latin word motus, a form of the

verbmovere, which means to move, influence, affect, and excite. By motivation, we then mean the degree to which a person is

moved or aroused to act (Rainey, 1993, p.20).

Maslow’s Theory (1954)1 has been modified by Herzberg and he called it two factor theory of motivation. This theory

distinguishes between higher order and lower order needs. Herzberg (1966), whose theory of work motivation is most widely

known, applied and discussed, dramatically sharpened this distinction. His theory is also called the two-factor theory of

motivation, as he discusses two main classes of the deficit and development needs. The study led him to two sets of factors: one

set of needs that caused dissatisfaction if they were not met; and the other set, which provided positive satisfaction to the people.

Herzberg proposed a two-factor theory. He further classified the various needs into, what he called the hygiene factors (those

which may prevent dissatisfaction) and motivators (factors which may provide satisfaction)8.

Rajeswari Devadass (2011) through his integrative literature review has concluded that theoretical and editorial literature

confirms motivation concepts are central to employees. Job characteristics, management practices, employee characteristics and

broader environmental factors are the key variables influence employees’ motivation in organization. (11)

19Assistant Professor, Sinhgad Institute of Management and Computer Application, Maharashtra, India, [email protected] 20Director, Institute of Business Management and Research, Maharashtra, India, [email protected]






Danila Serra et al., (Feb 2010) results provide support for B&G’s theory( Besley and Ghatak (2005) propose that individuals are

differently motivated in that they have different “missions,” and their self-selection into sectors or organizations with matching

missions enhances organizational efficiency). Both of their motivational proxies predict working in the non-profit sector. The

results also support the prediction that mission matching “economizes on the need for high-powered extrinsic incentives” (B&G,

p.616) as they found evidence that non-profit employers pay lower salaries to philanthropically motivated health workers,

reserving higher salaries for more competent health workers. (2)

Randall E. Berkson et al., research and findings illustrate that competitive wages are a strong motivational factor especially for

the lower-income demographic of the company. They are less pleased with management and the company, which helps lead to

their comparatively low motivation levels (2012). (12)

Oudejans, R. (2007), this study found that intrinsic and extrinsic motivation are negatively correlated to each other. In addition,

intrinsic motivation is positively correlated to job satisfaction while extrinsic motivation is negatively correlated to job

satisfaction. Call center agents are more extrinsically motivated and less intrinsically motivated than nurses. Moreover, call center

agents are less satisfied than nurses (10).

Kevin R. Wesley Baron (2003) supported the importance of such research stating, “a strong case can be made for the view that

motivation—the internal processes that activate, guide, and motivate behavior (especially goal-directed behavior)—is one of the

most pivotal concerns of modern organizational research” (p. 193). (6)

Gary P. Latham & Craig C. Pinder examined progress made in theory and research on needs, traits, values, cognition, and affect

as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-

environment fit. They focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive and

organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. They

reached 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new

millennium. (4)

Michal Kirstein (2010) suggested that future businesspersons are motivated by factors from many different categories. Therefore,

the most efficient approach to their motivation should not be based solely on intrinsic motivators neither on extrinsic motivators.

By being aware of the factors that are the most important for future businesspersons companies can meet the challenge of

attracting, motivating and retaining them. (9)

Kwasi Dartey-Baah (2011) concluded that in Ghana, it would be more prudent for managers to strike a balance between the

motivator factors and hygiene factors with more emphasis on the hygiene factors since it appears to motivate the Ghanaian worker

better. After all, there is a popular saying in Ghana that ‘a hungry man is an angry man’ and certainly a hungry and an angry

man’s performance and commitment to work is likely to be affected negatively and invariably affect organizational performance

and therefore these need to be well managed for efficiency and effectiveness in Ghanaian organizations. (5)

Frederick (1968), This was the article that challenged the prevailing notion that motivation was all about money and other

rewards, and emphasized just how important it is for people to have their personal needs recognized and met if they are to be

committed to their work. It is only through understanding the significance of people’s personal needs and goals that managers and

leaders can involve them in working together to achieve their vision. It is a manager's perennial question: "How do I get an

employee to do what I want?" The psychology of motivation is very complex, but the surest way of getting someone to do

something is to deliver a kick in the pants--put bluntly, the KITA. (3)

Worlu, Rowland E. K. & Chidozie, F.C. (2012) The results of the correlation analysis indicate that out of the five factors having

the highest correlation to job satisfaction, two are classified as motivating and three as hygiene factors. These results appear to be

at variance with the Herzberg’s theory that the motivators relate more strongly to job satisfaction than hygiene factors. (13)

Christina M. Stello (2008) had sought to learn if the two-factor theory had ever been validated in the literature, and if this old

concept was still relevant in a modern workplace. Was this theory a relic from a different time and no longer relevant in the more

complex and diverse workforce of today? Although the majority of the empirical evidence invalidates the two-factory theory, she

said it should not be dismissed. It is a simple model that made a significant contribution to our knowledge of employee attitudes

about their jobs. It was groundbreaking at the time, and although not perfect, it provided future scholars with a foundation upon

which to continue to build new and better theories of job satisfaction and work motivation. (1)

OBJECTIVES OF RESEARCH

1. To study the motivational profile of employees specifically belonging to Manufacturing, IT, Banking sector.

2. To find out the critical factors that trigger employee motivation.

3. To study whether extrinsic factors or intrinsic factors play an important role in motivating employees.




SCOPE

Scope SCOPE ‘IN’

Sector Manufacturing, IT Sector, Banking Sector

Respondent Experience >= 1 Year

Theory Herzberg’s Theory of Motivation

Function Organizational Behaviour


Approach: Quantitative Approach

Sampling Design

Sampling Frame: The employees of three sectors will be considered for study is: a) Manufacturing-40, b) Banking-24,

c) IT-36.

Sampling Method: Quota Sampling will be the appropriate sampling method for Data Collection as the strata’s are

defined for data collection & from this strata’s the researcher will be selecting the sample based on convenience of the

researcher.

Sample Size: Employees from Manufacturing, Banking & IT sector.

Sampling Technique: Quota sampling technique is the technique used in the process of the research.

Sources & Methods of Data Collection

Primary Data: A structured questionnaire will be designed to gather the responses from the service organizations.

Personal interview will be another tool used to collect the primary data.

Secondary Data: will be collected from the reference magazines, other literature & periodicals of the companies.

Tool Used for Research

Structured Questionnaire was used for the research. The reliability of the questionnaire is tested using Cronbach’s Alpha. The

questionnaire contains 14 items 7 related to intrinsic 7 related to extrinsic.


The breakdown of the respondent’s demographic characteristics is shown in Table 1. The majority of the respondents are male

from Manufacturing IT & banking Sector. Most of the respondents have more than 5years of experience. 49% of the respondents

are from Middle level management.

Table-1: Breakdown of the Respondent’s Demographic Characteristics

Demographic Details

Number Percentage

Gender Male 79 79%

Female 21 21%

Sector Manufacturing 40 40%

Banking 24 24%

IT 36 36%

Experience 1yr 26 26%

2-3yrs 29 29%

3-5yrs 11 11%

Above 5 yrs. 34 34%

Designation Top 33 33%

Middle 49 49%

Lower 18 18%


Reliability

Reliability of the Questionnaire is tested using Cronbach's alpha the results of which are as given below in (Table 2)




Table-2: Case-Processing Summary

N %

Cases

Valid 100 100.0

Excludeda 0 .0

Total 100 100.0

Note: a. List wise deletion based on all variables in

the procedure.


Table-3: Reliability Statistics

Cronbach's Alpha N of Items

.789 46


Factor Analysis: Communalities

Communalities indicate the amount of variance in each variable that is accounted. Initial communalities are estimates of the

variance in each variable accounted for by all components or factors. For principal components analysis, this is always equal to

1.0 (for correlation analyses) or the variance of the variable (for covariance analyses). Extraction communalities are estimates of

the variance in each variable accounted for by the factors (or components) in the factor solution. Small values indicate variables

that do not fit well with the factor solution, and should possibly be dropped from the analysis. In this research some of the

variables, have a very small value and therefore these variables have been dropped from further analysis.

Table-4: Communalities

Initial Extraction

Advancement in career 1.000 .636

Interesting Work 1.000 .591

Respect & Recognition at workplace 1.000 .479

Responsibility & Independence in my job 1.000 .591

Achievement 1.000 .398

Technically Competent Supervisor 1.000 .599

Equitable Pay (Impartial or unbiased Pay) 1.000 .521

Job Security 1.000 .744

Adequate Earnings 1.000 .667

Fringe Benefits (PF, gratuity, Insurance etc.) 1.000 .712

Comfortable working conditions 1.000 .528

Sound Company Policies & Practices 1.000 .368

Considerate & Sympathetic Seniors or supervisors 1.000 .554

Restricted Hours of Work. 1.000 .644

I am satisfied with the salary I draw at present 1.000 .441

Good physical working conditions play an important role in employee motivation 1.000 .523

I feel job security is important for boosting the morale of the employees 1.000 .694

I feel that my superior always recognizes the work done by me 1.000 .699

I am satisfied with the responsibility and role that I have in my work 1.000 .532

My work interests me a lot 1.000 .607

I find opportunities for advancement in this organization 1.000 .382

I feel my comfortable with my working hours 1.000 .548

I feel that I receive sufficient and appropriate on-the-job performance recognition 1.000 .698

My work provides me with Respect & Recognition from the people 1.000 .648

I feel the salary provided by employer is justified & equitable

(experience, work performance, qualification is considered)

1.000 .187

My company rules & policies are designed considering the employees welfare 1.000 .571

I always receive help & valuable inputs from my supervisors/boss 1.000 .674

Fringe benefits motivate me to work 1.000 .593

My work seems to be very boring & does not fit into my interest & skills 1.000 .414

I am proud to work in this company because it recognizes my achievements 1.000 .659

Financial incentives motivate me to do my best work 1.000 .398




My boss rarely talks to me and shows little interest in getting to know me & solving problems 1.000 .520

I will choose career advancement rather than monetary incentives 1.000 .531

I believe my job is secure 1.000 .594

I am encouraged to work harder because of my salary 1.000 .482

I feel satisfied because of the comfort I am provided at work 1.000 .490

The pay I receive is appropriate for the work I do 1.000 .334

I receive adequate recognition for doing my job well 1.000 .495

PF, Gratuity, Insurance, Medical benefits provided has no effect on job 1.000 .503

I am proud to work for this company because the company policy is favorable for its workers 1.000 .566

I believe my job should not have restricted work timings 1.000 .392

I feel my performance has improved because of the support from my supervisor 1.000 .698


Note: Extraction Method: Principal Component Analysis

Factor Analysis: Rotated Component Matrix

The Rotated component matrix reports the factor loadings for each variable on the components or factors after rotation. Each

number represents the partial correlation between the item and the rotated factor. These correlations can help us formulate an

interpretation of the factors or components. This is done by looking for a common thread among the variables that have large

loadings for a particular factor or component. Through Factor Analysis, six factors have been extracted out of the total attributes.

Table-5: Rotated Component Matrixa

Component

1 2 3 4 5 6

Advancement in career.

.694

Interesting Work.

.702

Respect & Recognition at workplace.

.596

Responsibility & Independence in my job.

.718

Achievement.

.516

Technically Competent Supervisor.

Job Security.

.589

Adequate Earnings.

.780

Fringe Benefits (PF, gratuity, Insurance etc.).

.743

Comfortable working conditions. .569

I am satisfied with the salary I draw at present.

.588

I feel that my superior always recognizes the work done by me. .576

My work interests me a lot.

.501

I feel comfortable with my working hours. .630

I feel that I receive sufficient and appropriate on-the-job performance

recognition. .550

My work provides me with Respect & Recognition from the people.

.576

My company rules & policies are designed considering the employees welfare.

.687

I always receive help & valuable inputs from my supervisors/boss. .727

I am proud to work in this company because it recognizes my achievements.

.690

I believe my job is secure.

I feel satisfied because of the comfort I am provided at work. .617

The pay I receive is appropriate for the work I do.

.500

PF, Gratuity, Insurance, Medical benefits provided has no effect on job.

.633

I am proud to work for this company because the company policy is favorable

for its workers. .595

I believe my job should not have restricted work timings.

I feel my performance has improved because of the support from my

supervisor. .703


Note: Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

a. Rotation converged in 9 iterations.




Table-5 shows the names of extracted factors along with their respective variables. The extracted Factors are Work Culture,

Compensation Structure, Work Recognition, Equity-in-Pay, Interesting Work, and Company Policy.

Table-6

Good Work

Culture

Compensation

structure Work Recognition

Equitable

Pay

Interesting

Work

Sound

Company rules

& policies

Comfortable

working

conditions

I am satisfied

with the salary

I draw at present.

Respect &

Recognition at

workplace

Adequate

Earnings

Advancement

in career

Responsibility

& independence

in my job

I feel that my

superior always

recognizes the

work done by me

My company

rules & policies

are designed

considering the

employees welfare

I feel that I receive

sufficient &

appropriate on-the-job

performance

recognition

The pay I

receive is

appropriate

for the work

I do

Interesting

Work Job Security

I feel my

comfortable with

my working hours

PF, Gratuity,

Insurance, Medical

benefits provided

has no effect on job

My work provides

me with Respect &

Recognition from

the people

Achievement

Fringe Benefits

(PF, gratuity,

insurance etc.)

I always receive

help & valuable

inputs from my

supervisors/boss

I am proud to

work in this company

because it recognizes

my achievements

My work

interests me

a lot

I am proud to

work for this

company

because the

company policy

is favorable for

its workers

I feel satisfied

because of the

comfort I am

provided at work


CONCLUSION

Motivation plays an important role in having a positive work environment. The productivity of the organization depends on the

motivated workforce. The study on factors suggests that in searching the extrinsic & intrinsic factors that affect employee

motivation, the results obtained from the analysis lead to the following conclusions:

1) Good work Culture: Good work culture refers to the favourable atmosphere in the company, good relations with the

boss, comfortable work conditions, etc. employees feel that good work culture is important for motivating them.

2) Compensation Structure: Proper compensation structure, which comprises of PF, gratuity, medical benefits, is

important factor for the employees in this sector.

3) Equitable Pay: Unbiased pay, which means people should be paid, based on their qualification, experience, expertise,

knowledge, etc.; there should be equity in salary within the organization as well as outside the organization.

4) Sound Company Policies: The company policies should be designed in a way, which will be favourable for the

employees.

5) Work Recognition: Recognition for the work done is a very important factor for the employees, which will keep them

motivated towards their goal.

6) Interesting Work: Work itself is a great motivator, which will lead people towards achievement and advancement in

their career.

FINDINGS

It is found out through the research that four critical four Extrinsic factors are found through the study which trigger employee

motivation are: a) Compensation, b) Equitable Pay, c) Company Policy, and d) Work Culture. In addition, Two Intrinsic Factors

that motivate people are: a) Recognition for the work done, and b) Interesting work.




REFERENCES

1. Danila Serra et al., (2010, February). Intrinsic Motivations and the Non-Profit Health Sector: Evidence from Ethiopia

(IZA Discussion Paper No. 4746).

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number R0301F). Retrieved from

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3. Gary, P. Latham, & Craig, C. Pinder. (2005). Work Motivation Theory & Research. The Dawn of Twenty-First

Century. Annual Review of Psychology, 56, 485–516.

4. Kwasi, Dartey-Baah. (2011). Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding

Employee Motivation at Work: A Ghanaian Perspective. European Journal of Business and Management, 3. ISSN

2222-2839.

5. Kevin, R. Wesley Baron. (2003). A Motivated Workforce: A Mixed Methods Study of Worker Motivation at a

Nebraska Manufacturing Company. In Educational Administration: Theses, Dissertations, and Student Research.

Paper 117, 2012.

6. Luthans, F. (1998). Organizational Behaviour (8th Ed.). Boston: Irwin McGraw-Hill.

7. Maslow, A. Motivation and Personality (2nd Ed.). Harper and Row.

8. Rajeshwari, Devdass. (2011). Employee Motivation in Organization: An Integrative Literature Review. In Proceedings

of the International Conference on Sociality and Economic Development, (Volume 10, pp. 566-570).

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...

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ENG

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19. Retrieved from http://www.euroasiapub.org/IJRIM/May2011/5.pdf

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*****

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml

http://www.studymode.com/essays/Work-Motivation-1527104.html

http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.55.090902.142105

http://digitalcommons.unl.edu/libphilprac/722

http://ftp.iza.org/dp4746.pdf

http://www.slideshare.net/AlexanderDecker/11application-of-frederick-herzbergs-two-factor-theory-in-

http://www.slideshare.net/AlexanderDecker/11application-of-frederick-herzbergs-two-factor-theory-in-

http://www.eq4u.co.uk/eqreview.html

http://hbr.org/product/one-more-time-how-do-you-motivate-employees-hbr-classic/an/R0301F-PDF-ENG

http://hbr.org/product/one-more-time-how-do-you-motivate-employees-hbr-classic/an/R0301F-PDF-ENG

http://www.amazon.de/One-More-Time-Motivate-Employees/dp/1422125998

http://iiste.org/Journals/index.php/EJBM/article/download/642/535

http://www.euroasiapub.org/IJRIM/May2011/5.pdf

http://pic.dhe.ibm.com/infocenter/spssstat/v20r0m0/topic/com.ibm.spss.statistics.cs/fac_cars_communa

http://pic.dhe.ibm.com/infocenter/spssstat/v22r0m0/topic/com.ibm.spss.statistics.cs/spss/tutorials/f

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PROFESSIONAL ETHICS OF CHARTERED ACCOUNTANTS IN INDIA:

AN EMPIRICAL STUDY IN BANGALORE

T. Ravikumar21

ABSTRACT

Professional ethics helps a professional choose what to do when faced with a problem at work that raises a moral issue. One

can certainly study what professionals do when faced with such problems and confine the enquiry to the description. Even

though recognized professional accounting bodies in India, like ICAI and IMA, are trying very hard to ensure best practice in

the auditing profession via the enforcement of professional code of conduct for their members, the strict observance of such

codes is still questionable. Since there is growing criticism of accountants in public practice and their counterparts in private

sectors then it is of significance to embark on a study such as this to further explore the relationship between accounting ethics

and the practice of accounting profession in India. The research questions what the perception of chartered accountants about

professional ethics is. In addition, what are the factors that affect professional ethics of chartered accountants in India? Were

raised to address this problem.

The study has attempted to study and analyze professional ethics of chartered accountants in Bangalore based on data

collected through questionnaire. Data analysis reveals that there are significant differences in their perceptions of chartered

accountants based on age, gender, field of specialization in auditing, years of experience and annual income and there is no

significant variations were found only when observed on basis of marital status. Further, the study found that integrity,

objectivity, professional confident and due care, confidentiality and professional behavior are factors affecting professional

ethics of chartered accountants.

KEYWORDS

Ethics, Chartered Accountants, Professional Behaviour, Confidentiality etc.

INTRODUCTION

Professional ethics has become more important over the years. As one becomes more specialized in his occupation, the issues

become that much more complex – and hard. Professional bodies have increasingly been at work developing, revising and refining

professional codes of ethics. Professionals themselves ask for more detailed codes to have greater guidance. There is no longer

deference to the authority of experts on the part of the public or of the client group.

Professional ethics helps a professional choose what to do when faced with a problem at work that raises a moral issue. One can

certainly study what professionals do when faced with such problems, and confine the enquiry to the description.

Today, in the era of globalization, the role of Chartered Accountants has shifted from number crunching to strategic thinking thus

expanding their role to a proactive catalyst in factoring change into emerging global vision. In a rapidly changing world,

Accountants have evolved as a professional group with new concepts and procedures to meet the varied demand of society on

their skills. As corporate sector evolves in an environment of enhanced transparency and accountability, the Chartered

Accountants are required to work with independence and maintain highest integrity. They need to follow laws and regulations to

maintain a very high level of self-discipline and work within the code of ethics framework.

Ethics in accountancy profession are invaluable to Chartered Accountants and to those who rely on their services. Stakeholders

including clients, credit grantors, governments, taxation authorities, employees, investors, the business and financial communities

etc. perceive them as highly competent, reliable, objective and neutral people. Chartered Accountants therefore, must not only

possess contemporary knowledge but also possess a high degree of professional integrity. The Code of Ethics calls chartered

accountants to maintain a level of self-discipline that goes beyond the requirements of laws and regulations.

STATEMENT OF RESEARCH QUESTIONS

The Institute of Chartered Accountants of India (ICAI) has always been the standard-bearer of the accounting profession since its

inception and for the same it has always been vigilant in ensuring that the training of its Chartered Accountants matches the best

in the world. In this new world order, chartered accountants are respected in society as being part of the intelligentsia because of

their comprehensive training, adherence to high standards of ethics and professionalism. They are competent professionals to

provide value added services to the National and trans-national corporate world. At the same time, chartered accountants have to

21Assistant Professor, Department of Manaement Studies, Christ University, Karnataka, India, [email protected]





abide by certain prescribed fundamental principles of ethical behavior laid down by professional institutions and are duty bound to

observe these principles in their professional duty rendering mechanism.

Even though recognized professional accounting bodies in India, like ICAI and IMA, are trying very hard to ensure best practice

in the auditing profession via the enforcement of professional code of conduct for their members, the strict observance of such

codes is still questionable. Since there is growing criticism of accountants in public practice and their counterparts in private

sectors then it is of significance to embark on a study such as this to further explore the relationship between accounting ethics and

the practice of accounting profession in India.

The following research questions were raised to address this problem:

What is the perception of chartered accountants about professional ethics?

What are the factors that affect professional ethics of chartered accountants in India?

OBJECTIVES OF STUDY

The basic objectives of the study are as follows:

To study and analyze perceptions of chartered accountants on professional ethics.

To analyze factors affecting professional ethics of chartered accountants.


The main drive of accounting ethics and ethical values is the upholding of professionalism and good practice. Ethical

responsibility in the business world, according to Micewski and Troy (2006), is not holistic, but what we can do is consider any

phenomenon that within a certain context influences ethical behavior. In most corporations in the world, the largest ethical issue in

the accounting process is the potential for conflict of interest (Gomez, 2002).

The breach of ethical rules in the practice of corporate financial reporting is not fair to users and such action can jeopardize the

main objective of the financial reports (Gowthorpe and Amat, 2005).

Brinkmann (2002) defined ethics as a discipline in which matter of right and wrong, good and evil, virtue and vice are

methodically examined. Ethics looks at human behavior, moral principles and the attempt to distinguish well from bad. When

trying to identify common issues being dealt with within the business environment, professional bodies’ codes of ethics is the

right place to look. These codes represent what we can consider the reflection of business ethics. Codes of ethics should mainly

address the particularities of high-risk activities and are built on the collective conscience of a profession as a proof for the

group’s acknowledgment of the moral dimension.

According to Smith and Smith (2003), ethical values provide the foundation on which a civilized society exists. Nowadays, ethical

standards act as a compass that direct and monitor the actions of people so that the best true and fair practices are achieved.

Doolan (2009), append that assuming a person derives ethical values from religious principle, history and literature, or personal

observation and experience, there are some basic ethical guidelines and ethical codes to which everyone can agree. In the

particular case of the accounting profession, we should mention the International Federation of Accountants’ (IFAC) code of

ethics establishing the standards for accounting professionals behavior and displaying the fundamental principles, they should

respect in order to fulfill their common objectives. IFAC’s code of ethics generally adopts a principles-based approach. The five

fundamental principles in the IFAC code are integrity; objectivity; professional competence and due care; confidentiality; and

professional behavior (IFAC, 2006).

In their study, Gaffikin, M J R and Lindawati, A S L (2012) explored the user's perceptions of the role of moral reasoning in

influencing the implementation of codes of ethics as standards and guidance for professional audit practice by Indonesian public

accountants. The study employed a multiple case study model to analyze the data collected from interviewing 15 financial

managers of different company categories (as users). The findings indicated that moral development was an important component

in influencing the moral reasoning of the individual public accountants, the degree of professionalism of public accountants was

determined by the degree of the development of their moral reasoning, and moral reasoning of individuals influences both

Indonesian public accountants and company financial managers in building and improving the effectiveness of the implementation

of codes of conduct. It was concluded that the role of moral reasoning was an important influence on achieving ethical awareness

in public accountants and financial managers. The development of a full code of ethics and an effective compliance monitoring

system is essential for Indonesia if it is to play a role in the emerging global economy.

Clements, Curtis E; Neill, John D; Stovall, O Scott., (2012) critically examined three situations in the accounting/auditing

profession in which conflicts of interest arise. Specifically, the conflicts of interest that occur (1) because audit fees are paid by the




very companies being audited, (2) due to the tension built into accountants' codes of professional ethics between the responsibility

to maintain client confidentiality and the need to serve the public trust, and (3) because of most auditors' perspective of who was

their primary client. The researcher concluded that these three inherent conflicts of interest, in the absence of some unforeseen

revolutionary changes, were likely to persist within the auditing profession. Attempts to mitigate some of these conflicts of

interest through the Sarbanes-Oxley legislation had only been moderately successful. The researcher had proposed that audit

professionals must learn to identify and manage the conflicts of interest that were likely remain a part of the profession for the

indefinite future.

Modarres, Ahmad; Rafiee, Afsaneh (2011) studied the extent to which Iranian accountants think ethically and elaborated on the

factors influencing the level of Iranian accountants' ethical decisions. Research method used was a quantitative design. Data were

collected via a structured questionnaire from a sample of students from four universities in Iran. Among the factors correlated with

students' ethical decision-making are gender, level of education, work experience, and familiarity with the Iranian Association of

Certified Public Accountants' Code of Ethics.

Dickerson, Carol (2009) investigated the multiple factors that are associated with auditors' ethical sensitivity. The conceptual

framework used to investigate ethical sensitivity included the ethical decision-making model and the moral intensity model

developed in earlier researches. A questionnaire was conducted among 127 enrolled members of the California Society of

Certified Public Accountants. The questionnaire included three scenarios and items measuring personal, organizational, and issue-

related characteristics. The methodology used to analyze the results included descriptive statistics, bivariate analyses, and

hierarchical regression models. Overall, the results indicate that auditors' vary in their ability to recognize ethical issues. The

variance in ethical issue identification was in part due to personal characteristics. Thus, gender, age, and education were the three

personal characteristics significantly associated with the auditors' ability to recognize ethical issues. This study also found that

issue-related characteristics were significantly related to ethical sensitivity. Proximity and social consensus were the two issue

related characteristics that significantly predicted ethical sensitivity. Therefore, ethical sensitivity was heightened by the auditors'

affinity for the potential victims of unethical acts. Likewise, the auditors' ethical sensitivity was heightened by the extent of social

agreement surrounding the ethical issues.

Using a nationally representative sample of accounting practitioners and a multidisciplinary student sample at two Southern

United States universities, the researcher compared sample responses to 25 ethically charged vignettes to test whether they differ.

They postulated that the accounting practitioners might apply a legalistic framework to their assessment of the acceptability of

each vignette and found no significant difference between auditors and institutional practitioners compared to all other types of

accountants in the sample. They conclude that ethical attitudes of accounting practitioners do not differ significantly by specialty

area.

Charles E. Landes (2004) identified the audit standards-setting process and the inappropriate belief that auditing standards were

broken to the point that having someone else set the standards might cure the problem and the researcher commented on rules and

behavior. For auditor's work to be credible, the public must perceive them to be independent. The true problem that must be faced

was the casual, and sometimes cynical, attitude towards auditing and the role of auditors in society that lets auditors accept

something that does not quite pass the smell test because it seems to be within the rules. Insensitivity to the underlying substance

of professional ethics on the part of individuals and firms was the greatest threat to the future of the profession. The proliferation

of auditing as well as accounting and reporting rules over the last two decades, coupled with the growing complexity of business,

has aggravated the problem. Responsibility to the public for objective financial reporting must come first.

G.H. Maadevaswamy; Mahdi Salehi, (2008) concluded the existence of an audit expectation gap and to find similarities and

differences in responsibilities of audit expectation gap between auditor and investor between two countries, and to measure the

magnitude of auditor responsibility. The data for the study had been collected from auditors and investors being sample

respondents of the study. A seven-section questionnaire was prepared and distributed to sample respondents. Sample respondents

were chosen from different parts of India and Iran. The findings included a wide audit expectation gaps in both the countries in the

area of auditors’ responsibilities exist. There were no much differences between the opinion of auditors as well as investors in

both the countries. The study was limited at it covered only the responsibility Area it has not covered any other areas like, role,

effectiveness, independence etc., and also only auditor and investors were approached to extract the data.


The study is based on primary data and employed survey method. Questionnaire was used to collect data from chartered

accountants. Population of the study is chartered accountants practicing and/or working in India. Target population is chartered

accountants practicing and/or working in Bangalore.

The study is limited to the chartered accountants practicing and/or working in Bangalore. 300 questionnaires were issued to

sample population using snowball or chain-referral sampling. Out of 300 questionnaires issued, sample chartered accountants

returned 271 questionnaires. As two questionnaires were incomplete, they were not considered for the study.




The study used 269 questionnaires were used for analysis that was sample size determined using Krejcie and Morgan formula for

the population of around 1000 population.

To study about factors affecting professional ethics of chartered accountants, three variables namely accounting standards,

professional commitment and professional work environment were employed.

Professional ethics of chartered accountants was measured by integrity, objectivity, professional confident and due care,

confidentiality and professional behavior. Professional ethics of chartered accountants was analyzed based on their demographic

factors.

ANALYSIS & INTERPRETATION

Demographic Profile and Profession Related Characteristics of Chartered Accountants

The demographic and profession related characteristics reveal certain significant features of the sample respondents, which may

be summarized as follows:

With regard to the age group, 59% of the CAs are less than or equal to 50 years of age.

Sample population reveals that 85.3% of all CAs are males and 14.7% of all CAs are females. This shows that among

the CA profession is more dominated by male members.

95.4% of the respondents CAs are married as per the sample data.

49.2% of the respondent CAs have specialized in all three major types of audit namely Tax audit, corporate audit and

Revenue audit.

72.9% of the respondent CAs has an experience of over 10 years in the field, which reflects the respondents’

professional maturity.

73.6% of the respondent CAs has an average annual income below Rs.20 lakhs.

93.8% of the Professional CA respondents are employed in Private sector Organizations.

35.2% of the CAs has functional affiliation to all four major functions of accounts, finance, costing and corporate

affairs.

Analysis of Perception on Professional Ethics Based on Demographic Variables

Personal characteristics are likely to influence the perceptions on professional ethics of the CAs. Hence, by applying ANOVA (F

test), the differences in levels of professional ethics among the CAs are tested based on selected demographic variables. The results

and their significance are explained below.

Table-1: Age and Perception on Professional Ethics

Age Mean Value F Value P Value Result

Below 30Years

31 - 40 Years

41 - 50 Years

Above 50Years

69.87

71.06

72.04

72.27

3.397 .000** Significant

Sources: Primary Data

Note: **Highly Significant at 1% Level

*Significant at 5% Level.

The above result reveals that with the advancement of age, CAs perception towards professional ethics also increases. This result

strengthens the argument that ‘age’ is an important factor influencing the perception on professional ethics of CAs.

Table-2: Gender and Perception on Professional Ethics

Gender Mean Value t- Value P- Value Result

Male

Female

71.95

70.82 18.690 .000* Significant




The Table-2 reveals that perceptions of male and female CAs on professional ethics are high and they are significantly different in

their perceptions on professional ethics. The mean scores indicate that male CAs are marginally higher (71.95) on their perception

on professional ethics as compared to females (70.82).




Table-3: Marital Status and Perception Professional Ethics

Marital Status Mean Value t- Value P -Value Result

Single

Married

73.16

71.71 .293 .589* No Significant




The above table reveals that single and married CAs is high in their perception on professional ethics and they are not

significantly different in their perceptions on professional ethics. The mean scores indicate that single CAs are marginally higher

(73.16) on their perception on professional ethics as compared to married (71.71).

Table-4: Field of Specialization in Auditing and Perception Professional Ethics

Field of Specialization in Auditing Mean Value F –Value P- Value Result

Tax Audit

Corporate audit

Revenue Audit

Any other.

All the above

71.90

69.34

72.81

70.04

72.47

2.305

.000** Significant




Above table–4 indicates that perception on professional ethics levels of the CAs (grouped and analyzed on the basis of field of

specialization in auditing) exhibit high levels of perception on professional ethics in the groups of Tax Audit, Revenue Audit and

in case of auditors specializing in Corporate Audit and in all three types of audits, showed a marginally lesser level of perception,

when distinguished on the basis of overall mean score. F-test reveals that CAs with different field of specialization in auditing in

general shows significantly different perceptions towards professional ethics.

Table-5: Years of Experience and Perception on Professional Ethics

Total Experience Mean Value F Value P Value Result

Less than 5 Years

5 to 10 Years

10 to 15 Years

Above 15 years

70.870

70.265

72.190

72.381

2.044

.001*

Significant




The Table-5 indicates that perception levels, on professional ethics, of the CAs (grouped and analyzed on the basis of total no. of

years of experience in auditing) exhibit lower levels of perception on professional ethics in the case of CAs with less than 10 years

of experience and showing increasing level of the means with advancing age for groups with more than 10 years of experience.,

when distinguished on the basis of overall mean score. F-test reveals that CAs with different years of experience in auditing in

general shows significantly different perceptions towards professional ethics.

Table-6: Annual Income and Perception on Professional Ethics

Annual Income Mean Value F Value P Value Result

Less than 5 lakhs

5 lakhs to 10 lakhs

10 lakhs to 20 lakhs

Above 20 lakhs

70.56

71.92

71.66

72.32

3.359

.000*

Significant




The mean scores show that higher the income level, higher will be the level of perception on professional ethics. There is a

gradual increase of mean scores with increase in income level of respondent CAs. In the present study of CAs, the increased level




of income earning increase the level of accepting professional ethics, hence the increase level of the mean values. F-test reveals

that CAs with different range on annual income in general shows significantly different perceptions towards professional ethics.

Table-7: Organization Type and Perception on Professional Ethics

Organization Type Mean Value F -Value P -Value Result

Pvt. Sector (Ind.)

Pvt. Sector (MNC)

Govt. / Pub. Sector

72.71

68.23

73.35

1.678

.024*

Significant




Above table indicates that perception levels of the professional CAs on professional ethics (grouped and analyzed on the basis of

organization type) exhibit high levels of perception on professional ethics among the CAs employed with Government / Public

sector undertakings as compared to the other type Organizations where professional CAs are employed when distinguished on the

basis of overall mean score. F-test reveals that Professionals CAs, being classified on basis of the type of organization employed

in general show significantly different perceptions towards professional ethics.

Mean Values and Rank of Sub Dimensions of Professional Ethics

Table-8: Sub-Dimensions’ Mean Score Value

Sub Dimensions Mean Rank

Integrity 74.3567 2

Objectivity 64.5114 5

Professional competence & due care 71.8306 3

Confidentiality 85.4072 1

Professional behavior 67.0521 4


The analysis of mean score values of sub-dimensions of professional ethics shows that the mean score for the dimension

Confidentiality (85.40720) is the highest followed by Integrity (74.3567), Professional competence & due care (71.830),

professional behaviour (67.0521) and Objectivity (64.5114). Professional behaviour and Objectivity are lowly ranked because all

other three variables are more of personal centric values, the perception on objectivity and professional behaviour are more

influenced by professional factors and less affected by ones’ own personal beliefs. From the above mean scores, it can be

understood that all sub-dimensions (factors) considered for the study of professional ethics affect professional ethics perceptions

of chartered accountants.

CONCLUSION

The study has attempted to study and analyze professional ethics of chartered accountants in Bangalore based on data collected

through questionnaire. Data analysis reveals that there are significant differences in their perceptions of chartered accountants

based on age, gender, field of specialization in auditing, years of experience and annual income and there is no significant

variations were found only when observed on basis of marital status. Further, the study found that integrity, objectivity,

professional confident and due care, confidentiality and professional behavior are factors affecting professional ethics of chartered

accountants.

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among the Differences in Internal Auditor Job Burnout. Internal Auditing, 26(1), 11-18.

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Organizational Commitment and Job Involvement in Canadian Accounting Firms. Journal of American Academy of

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In Emerging Markets. Managerial Auditing Journal, 22(5), 485-502.

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State University of New Jersey - Newark, 2008. 3326972.

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Romania; Analysis after Five Decades of Communist Ideology and Two Decades of Accounting Harmonization.

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21. Retrieved from http://iosrjournals.org/iosr-jbm/papers/Vol12-issue1/G01214551.pdf

22. Retrieved from http://books.google.com/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-

0vcq1HYkC

23. Retrieved from http://gradworks.umi.com/33/64/3364044.html

24. Retrieved from http://www.studymode.com/essays/Proffessional-Ethics-1233340.html

25. Retrieved from Retrieved from http://www.geriskmanagement.com/Ethics.html

26. Retrieved from http://www.bcsp.org/pdf/PresentationsArticles/714_1.pdf

http://iosrjournals.org/iosr-jbm/papers/Vol12-issue1/G01214551.pdf

http://books.google.com/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-0vcq1HYkC

http://books.google.com/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-0vcq1HYkC

http://gradworks.umi.com/33/64/3364044.html

http://www.studymode.com/essays/Proffessional-Ethics-1233340.html

http://www.geriskmanagement.com/Ethics.html

http://www.bcsp.org/pdf/PresentationsArticles/714_1.pdf




27. Retrieved from http://www.acaus.org

28. Retrieved from http://ezinearticles.com/?id=516791&Are-Ethics-Important-For-Professional-Accountants%3F=

29. Retrieved from http://ro.uow.edu.au/aabfj/vol6/iss1/10

30. Retrieved from http://czytanki.net/channels/australasian-accounting-business-and-finance-journal?page=1

31. Retrieved from http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1276&context=aabfj

32. Retrieved from http://journals.cluteonline.com/index.php/JABR/article/view/6848

33. Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1911984&show=html

34. Retrieved from http://books.google.co.in/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-

0vcq1HYkC&...


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http://www.acaus.org/

http://ezinearticles.com/?id=516791&Are-Ethics-Important-For-Professional-Accountants%3F

http://ro.uow.edu.au/aabfj/vol6/iss1/10

http://czytanki.net/channels/australasian-accounting-business-and-finance-journal?page=1

http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1276&context=aabfj

http://journals.cluteonline.com/index.php/JABR/article/view/6848

http://www.emeraldinsight.com/journals.htm?articleid=1911984&show=html

http://books.google.co.in/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-0vcq1HYkC&

http://books.google.co.in/books/about/Ethical_Decision_making_in_Public_Accoun.html?id=QP-0vcq1HYkC&


http://www.questia.com/library/journal/1P3-2821636951/the-moderating-role-of-personality-in-hrm-from

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ORGANIZATIONAL CULTURE IMPACT ON HRM PRACTICES: A CONCEPTUAL STUDY

Sri Devarajappa S.22 Dr. Nagaraja S.23

ABSTRACT

Culture has a pervasive impact on the management of human resources. Culture influences how blue- and white-collar

workers respond to pay and non-pay incentives, how international firms are organized, the success of multinational work

teams, and even how executives compose and implement business strategies. The purpose of this paper is to understand

concept cultural difference and Human Resource Management Practices (HRM) and other objective is to study cultural the

impact of HRM practices in Organist ions, this can be explained in three sections. First, is cultural influence on interpersonal

behavior and negotiation style and second part is cultural difference on managers and policy makers. Final section focuses on

cultural difference in employee group. Finally, it reveals that Cultures have an important impact on approaches to managing

people, so the cultural differences call for differences in management practices.

KEYWORDS

Cultural Difference, HRM Practices, Recruitment, Selection, Business Strategies, Organizational Culture etc.

INTRODUCTION

Culture may be defined as 'The way of life of a people, including their attitudes, values, beliefs, arts, sciences, modes of

perception, and habits of thought and activity. In this context, a culture defines how individuals live and behave in an environment

and how their perceptions are shaped which affect the mutual relationship between both the individuals who are part of that

environment and those who interact with that environment.

For organizations, cultural differences are becoming more and more important. With globalization, workforce diversity has

increased and cultural impacts are shaping organization’s performance. These cultural differences have profound impact over

Human Resource practices such as training, staffing etc. corporate culture, which helps an organization create a high performance

environment, which supports business strategy implementation. Because culture is so important to the success of a firm, human

resource professionals need to increase their proficiency at affecting culture. Indian organizations are moving from the primarily

planned economic system to the market-oriented one.

Particularly developing and transitional economies country like India also frequently are in an unpredictable, pitiable and social

situation that makes interactions with their environment very few peculiar and often frustrating. Yet the developing economy

countries are bound to be increasingly important because of their potential market as the raw material sources of production and as

the strategic regional centers for the expansion in other areas. Even so, multinational enterprises entering into the Indian market

pose new challenges to the functioning of Indian organizations and their implications on the various internal HR functions are

quite intricate.

The enterprise vision and mission will not become a reality unless the employees are involved and integrated with the company’s

goals. The HRM provides enabling the work culture of the organization comprising of managerial values, attitudes and styles.

OBJECTIVES OF STUDY

To understand the concept of Cultural difference and HRM practices in organization.

To know the measures of organizational culture.

To study the how cultural difference effects the HRM practice in Organizations.


The study purely based on secondary data. The required data have been collected from Magazines, Journals, Internet Searches,

and Published Statistical Resources.

Measure of Organization Culture

Measures organization culture was developed by Super and Neivell (1986) and used by Sinha (1987) for Indian organizations.

Those measures are as follows:

22Assistant Professor of Commerce, University College of Arts, Tumkur University, Karnataka, India, [email protected] 23 Assistant Professor, P.G. Department of Studies and Research in Sociology, Tumkur University, Karnataka, India,

[email protected]






Self-Realization

Consisting of the values of ability utilization, achievement, advancement, aesthetics, personal development, and peace.

Status Enhancement

Consisting of the values of altruism, authority, physical activity, and prestige.

Sulpitic Values

Consisting of the values of autonomy, creativity, life styles, risk taking, and variety.

Socio-economic Support

Consisting of values of economics, social interaction, social relationships, working conditions, comforts, tendency, and

Managerial effectiveness.

CULTURAL IMPACT ON HRM PRACTICES

Culture has a pervasive impact on the management of human resources. Culture influences how blue- and white-collar workers

respond to pay and non- pay incentives, how international firms are organized, the success of multinational work teams, and even

how executives compose and implement business strategies. Cultural effects on HRM practices can be explained in three sections.

First on is cultural influence on interpersonal behavior and negotiation style and second part is cultural difference on managers

and policy makers. Final section focuses on cultural difference in employee group.

Section-A: Cultural Influence on Interpersonal Behavior and Negation style

Interpersonal behavior is the bond or behavior between two people depending on the context of their relationship. This could be

workmates, couples in a relationship or even business partners. People appreciate each other's skill when they work together. The

investigation of the structure and meaning of interpersonal behavior in different cultures has been an important component of

cross-cultural research in psychology for many years. The reason for the centrality of this topic is obvious: interpersonal behavior

forms the core of human daily activity, and, thus, it seems inevitable that culture will influence it greatly. In fact, we can safely

assume that culture and interpersonal behavior constitute each other in that it is hard to think of one without referring to the other.

Interpersonal behavior is classified into three types viz:

Aggressive Behavior

Aggressive behavior is that type of interpersonal behavior in which a person stands up for their own rights in such a way that the

rights of others are also violated. Aggressive behavior humiliates, dominates, or puts the person down rather than simply

expressing one’s own emotions or thoughts. It is an attack on the person rather than on the person’s behavior. Aggressive

behavior is quite frequently a hostile over-reaction or outburst, which results from past pent-up anger.

Non-Assertive Behavior

Non-Assertive behavior is that type of interpersonal behavior, which enables the person’s rights to be violated by another. This

can occur in two ways: first, you fail to assert yourself when another person deliberately attempts to infringe upon your rights.

Second, the other person does not want to encroach upon your rights, but your failure to express your needs of feelings results in

an inadvertent violation. A non-assertive person inhibits her/his honest, spontaneous reactions and typically feels hurt, anxious

and sometimes angry because of being non-assertive in a situation. Often, this person relives the situation in their minds

pretending how they would do things differently if it happened again.

Assertive Behavior

Assertive behavior is that type of interpersonal behavior in which a person stands up for their legitimate rights in such a way that

the rights of others are not violated. It communicates respect for that person’s behavior. Assertive behavior is an honest, direct and

appropriate expression of one’s feelings, beliefs, and opinions.

Subjective Culture and Interpersonal Behavior

Triandis (1972) pioneered the exploration of the perceived structure or cognitive organization of interpersonal behavior across

cultures using a research paradigm known as "subjective culture," which he defined as a group's characteristic way of perceiving

its social environment. Subjective culture includes the meaning and belief systems, interpersonal relationships, norms, values, and

attitudes that account for the interaction of people in various social contexts. The goal of research based on this paradigm was to

explore the psychological determinants or causes of interpersonal behavior by identifying variables and processes that either were

specific to particular cultures or were culture-general.




Section-B: Cultural difference in Managers and Policy Makers

Globalization, offshore outsourcing, global value chain and global division of labor have led today’s Business firms to

internationalize their activities, therefore, cultural diversity become an important issue in managing the contemporary worldwide

workplaces. In fact, it has become a necessity for managers to take this challenge by fully utilizing the potential capabilities of

multi-cultural workforce in order to achieve organizational effectiveness.

Cultural values have a considerable effect on the way managers run an organization. The following figure presents the differences,

which managers may encounter when managing business at an international level.

Figure-1


Time Focus (Monochronic / Polychronic)

Time is perceived differently in every culture according to its traditions, history etc. According to Hall and Hall (1990), the two

authors distinguish two types of time systems: monochromic and polychromic. In cultures where monochromic time system is

followed, time is used in a linear way where people perform one activity at a time according to a pre-set schedule. Moreover, their

focus is on information rather than people. On the other hand, in cultures where polychronic time system is, used people focus on

more than one task and depend less on detailed information, and schedules are open to change. In addition, people take priority

over schedules

Time Orientation (Past, Present and Future)

Cultures differ concerning their perception of time orientation. For instance, cultures concerned about the past are those that value

past traditions in their culture. Their plans are focused on whether they are in concordance with the history and traditions of the

company. While cultures concerned about the past are those interested in short-term gain. Future focused companies are those

concerned about long-term benefits. Hall and Hall (1990) make an emphasis on cultures oriented towards the past, whereby

countries such as the Far East, India and Iran stick to the past. On the other hand, the urban US culture is oriented towards the

present and short-term future and the culture of Latin America is oriented to both the past and present. As a result, past oriented

companies emphasize traditions and build on them long-term plans. While future oriented companies emphasize longer-term plans

and results.

Power (Hierarchy and Equality)

In the workplace, the level of power is emphasized in cultures, which are oriented to hierarchy. The employees implement the

directions of their manager and the role of the manager is to take decisions and distribute the work for employees. In some

cultures, inequality is accepted and there are no attempts taken to change the situation. While in other cultures, inequality is

considered as something undesirable and therefore it requires reform. Equality oriented cultures do not emphasize hierarchy

although it exists in order to facilitate relations within the organization. As a result, managers are involved in the work itself rather

than people whose role is to give directions. In addition, managers are not the ones that take the decision on their own; the

decision-making is done at the level of all employees involved in the issue.




Competitiveness (Competition)

Management may well encourage competition in an organization, particularly where the environment is that of a “free market”

(Browaeys and Price, 2008). In some organizations, competition among employees is encouraged when competition is valued in

an organization, then the focus is on wealth, performance and ambitions. While in other cultures, job satisfaction is focused

whereby competition is not valued as much as working in a good environment.

Activity (Action: Doing or Being)

Some companies are considered to have “doing cultures” where the focus is on developing measurable, time-framed actions. In

“being cultures,” the emphasis is put on the vision the company strives to achieve.

Space (Private or Public)

Cultures differ in their perception of space, what some cultures consider as private, it might be considered as public by another

culture. There is also, what is called “personal zone”; cultures differ when it comes to proximity during a conversation. In case

this personal zone is crossed, this will cause discomfort. In some cultures, some personal or family issues are discussed openly,

while in other cultures where privacy is of high importance there has to be high formality in conversations where the focus lies on

business rather than on personal issues.

Communication (High-Context or Low-Context)

According to Hall and Hall (1990), they defined the concept “context” which is the surrounding circumstances in which

communication occurs. They also made a distinction between high context and low context as follows: A high context (HC)

communication or message is one in which most of the information is already in the person, while very little is in the coded,

explicit, transmitted part of the message. A low context communication (LC) is just the opposite; i.e., the mass of the information

is vested in the explicit code. For example, Japan is considered a high context country because information is implicit in the text

while the USA is considered a low context country because the information is given clearly.

Structure (Individualism or Collectivism)

The term “structure” refers to organizational structure in business. Individualism refers to the culture that focuses on the

individual over the group. In this case, the individual is supposed to be more self-reliant, there is less need to resort to the group,

and there is no difference between in-groups and out-groups. Collectivism refers to the shared values of the group where the

interests of the group overweigh the interests of the individual. Individualism and collectivism are two opposite concepts.

Hofstede & Hofstede (2005) studied individualism and collectivism in different countries. The result was that the United States

ranked first in individualism where parents bring up their children on self-reliance. American children were raised to express their

own opinions and ideas; they are responsible for their choices when it comes to their college study as well as job choices have in

order to make the employees more responsible and more creative.

Section-C: Cultural Difference in Employee Group

Today’s businesses operate in an increasingly complex and global environment, with companies conducting more and more

business in foreign countries. As such, organizations are faced with the challenge of managing a culturally diverse workforce.

Research suggests that effective management of the employer-employee relationship can directly influence important

organizational outcomes such as turnover, commitment, and performance. The broader national culture that the employment

relationship is embedded can shape employees’ expectations about the organization, including what they feel their organization

owes them (perceived obligations).

For example, a recent study by King and Bu (2005) focused on whether different components of employees’ perceived obligations

of the employer varied by culture and found that U.S. employees valued career advancement and job completion timeliness as

more important factors than Chinese employees. Similar to King and Bu (2005) we use culture as a lens through which employees

perceive their own obligations and employer obligations. However, in contrast to these researchers we will examine culture as a

key moderator of how an employee perceives an organization’s failure to provide perceived obligations. The purpose of this

research is to investigate the role culture plays in the employment relationship.

Advantages: Strong corporate cultures indicate that employees are like-minded and hold similar beliefs and ethical values. When

these beliefs and ethical values align with business objectives, they can prove to be effective in building teams because rapport

and trust quickly ensues. The bonds that the teams build help them avoid conflicts and focus on task completion. Strong corporate

cultures ease communication of roles and responsibilities to all individuals. Employees know what is expected of them, how

management assesses their performance and what forms of rewards are available.




Effect on Performance: Organizational cultures can have varying impacts on employee performance and motivation levels.

Oftentimes, employees work harder to achieve organizational goals if they consider themselves part of the corporate culture.

Different cultures operating in one company can also affect employee performance. For example, if the organization maintains a

reserved “talk when necessary” culture, employees may work accordingly; however, if the organization allows one area, say the

sales team, to be outspoken and socially active, the organization may experience rivalries among areas. Thus, allowing an area to

set up their own culture can affect the performance of the employees deployed elsewhere in the company.

CONCLUSION

Cultures have an important impact on approaches to managing people, so the cultural differences call for differences in

management practices a great strategy is no guarantee of long-term business success. Many other factors affect organizational

performance. One such factor is corporate culture, which helps an organization create a high performance environment, which

supports business strategy implementation. Because culture is so important to the success of a firm, human resource professionals

need to increase their proficiency at affecting culture. People from different cultures have different value systems and these

differences in values often result in cross-cultural barriers

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*****




of organizations.

The contributions can be conceptual, theoretical and empirical in nature, review papers, case studies, conference reports,

relevant reports & news, book reviews and briefs; and must reflect the standards of academic rigour.











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http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199234257.001.0001/oxfordhb-9780199234257-e...

http://oxfordindex.oup.com/view/10.1093/oxfordhb/9780199234257.003.0018

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http://www.wou.edu/student/sla/Assets/leadershipresources/Definitions%20of%203%20Types%20of%20Interp...

http://scienceindex.com/stories/2985544/CrossCultural_Management_and_Organizational_Performance_A_Co...

http://www.ccsenet.org/journal/index.php/ijbm/article/view/23624

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EMPLOYEE SATISFACTION AND HR PRACTICES IN THE PRIVATE TECHNICAL

INSTITUTIONS OF ODISHA: AN EMPIRICAL STUDY IN BHUBANESWAR

Malavika Patnaik24 Ajit Kumar Kar25

ABSTRACT

Employee satisfaction refers to the employee’s sense of well-being within his or her work environment. It is the result of a

combination of extrinsic rewards, such as remuneration and benefits, and intrinsic rewards, such as respect and appreciation.

Positive changes in the HRM systems and the way in which managers and supervisors interact with staff on personnel issues

can increase the level of employee satisfaction. Employee satisfaction is one of the most crucial aspects of a successful

organization. Organizational atmosphere, functionality, and success depend upon employee morale & satisfaction.

Today, Human Resource practices are an indispensable element of any organization. Recently though, its importance has been

felt in the circles of Professional and technical Institutions in and around the vicinity of Bhubaneswar. Certain human resource

(HR) competencies and empowerment in the HR department are essential to assist with the dynamics of change in the higher

education landscape.

The main aim of this study was to determine the scope of HR practices at professional educational institutions at

Bhubaneswar. Other objectives were to establish the satisfaction of academicians, administrative staff and management

regarding he HR practices and the importance thereof.

KEYWORDS

Satisfaction, HR Practices, Bhubaneswar, Technical, Professional Institution etc.

“Measuring our Employee Satisfaction Index enables us to work on HR issues at a more strategic level. The results show us

exactly what we need to work on and which improvements we need to make to achieve our commercial goals”.

Asa Virdhall, NetSurvey

INTRODUCTION

Employees are the greatest asset of any company and hence employee satisfaction is the chief thing, which is required to establish

trust between both the parties. If employees are satisfied then they remain loyal to the corporations and again if they are motivated

they deliver better quality of work and respect the organization they are working for.

To test whether the employees are satisfied and for constant betterment of people, it is always required having a feedback from the

employees and they should always be encouraged to speak out the problems they are facing within the organization. In addition,

the complaints should be worked upon and the drawbacks should be removed.

The people who are into human resource should take up this job and questionnaire should be prepared by them to collect views

from the employees about the betterment of the corporation. Employee satisfaction surveys should be undertaken and its regularity

should be maintained. Specific steps should be taken and improvements in this area should be highlighted to gather trust of the

employees. This provides a better perspective to both the employee and the corporation. This aid to increased employee loyalty

and people get more motivated and eager to work for. Even they would happily bring out the tips for betterment of environment.

Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires

and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal

achievement, and positive employee morale in the workplace.

Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because

they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with

respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and

compensation, providing employee benefits and company activities, and positive management within a success framework of

goals, measurements, and expectations.

24 Assistant Professor, Biju Patnaik Institute of Information Technology and Management Studies, Odisha, India,

[email protected] 25 Assistant Professor, Biju Patnaik Institute of Information Technology and Management Studies, Odisha, India, [email protected]






Employee satisfaction becomes all the more important in case of educational institutions, that too in case of professional studies

because it is a critical juncture of not only satisfying individual employee but also bringing in superior tuning in the personalities

of the future or would-be professionals.

Employee dissatisfaction makes a domino effect in the case of an educational institution because it goes a long way in shaping the

culture and attitude of the final products also. An unsatisfied faculty is not only hazardous to his department or institution but also

to the students. Hence, this research enunciates the need of understanding employees’ level of satisfaction to thrive their

motivation and morale.

LITERATURE REVIEW

The study of human resource management practices has been an imperative and critical area in management and organizational

performance from last several years especially in the education sector. Impact of HR practices on organizational performance has

been an important area of research in past 25 years demonstrating positive relationship between HR practices and organizational

performance. A number of researchers have discussed that HR practices are positively linked with organizational and employee

performance (e.g. Shahzad, Bashir and Ramay 2008, Kashif, M. Abbas and Shahzad 2010, Tzafrir 2005, Tessema and Soeters,

2006).

With a growing focus on the importance of ‘knowledge societies' for equipping countries with a suitable workforce, issues around

human resources within the education sector have come under greater scrutiny. The human resource element has two important

dimensions: education supplies human resources, but equally it is essential that those responsible for education receive high

quality training and opportunities in order to fulfill their responsibility.

Initially, HR was restricted to administrative tasks, personal functions and industrial relations, which comprised paying

employees, welfare amenities and keeping track of sick, personal days. However, post liberalization, hiring and retaining high

performing employees is prompting institutions to adopt sound HR practices. Concepts like Organization Development (OD) and

Organization Behavior (OB) has become popular.

The major area of concern is being felt in the area of employee turnover. The basic satisfaction level has still to be achieved.

Where HR professionals concentrate on developing strategy, designing performance management systems to match changing

priorities and other high-level activities, line managers or administrators take on an important role in implementing HR strategies,

policies and practices. Divisionalisation and devolved budgeting promote delegation of HR activities.

The importance of the administrator role in delivering HR has been highlighted by Hutchinson and Purcell (2003, p ix), amongst

others. They found that the behavior of administration was the most important factor explaining variations in job satisfaction and

job discretion amongst employees. ‘It is also one of the most important factors in developing organizational commitment.’ It has

been noted too that strengthening the relationship between top management and their employees results in a positive approach to

employee performance and motivation. Such studies indicate that administrators along with HR should and can make real

differences to employee attitudes and behavior (Purcell et al 2003). They also demonstrate the critical role that administration

plays in implementing HR policies (Renwick 2003). To undertake their HR role successfully, professional institutions need to

work closely with HR practitioners to maintain consistency and effectiveness in carrying out their HR activities.

A survey by Industrial Relations Services (Industrial Relations Services 2004) asked respondents in 62 organizations about the

areas of responsibility typically exercised by line managers. This reported, first, that they had major responsibility in absence

management, performance appraisal, team briefing and staff development. Second, line managers and HR professionals had

shared responsibility in induction, training and discipline. Third, line managers had little responsibility in recruitment,

performance pay, promotions and welfare.

Another, later, survey by the CIPD (2007), however, which also examined line management and HR responsibility for HR, found,

first, that 39 per cent of line management respondents had main responsibility for recruitment and selection decisions and 10 per

cent for training and development. Second, HR was a shared responsibility for 84 per cent of respondents in recruitment and

selection, 59 per cent in training and development, 46 per cent in employee relations, and 35 per cent in pay and benefits. In

general, successive surveys have highlighted increasing HR responsibilities being devolved to line managers in organizations,

normally in conjunction with HR professionals as partners. Devolving HR activities to management representatives, however, is

not without its difficulties.

As Renwick (2003) points out, there are several problems: First, administrators especially those who come in contact with the

faculty and students like the accounts people or the hostel staff or non-teaching and Para-teaching staff especially do not always

have the skills and competencies to manage people effectively. The low technical and educational bases of many provide barriers

to the effective devolution of HR activities in some professional and educational institutions; Second, in other cases, line

managers are not interested in HR work, believing that competence in the field is gained from a mixture of common sense and

experience rather than from training. Line managers think they know how to manage people, motivate them and deal with their

problems, but have problems doing this (Cunningham and Hyman 1999); Third, line managers have more pressing priorities than




managing and developing the people working for them. HRM is low on their lists of management priorities. Moreover, they need

support, recognition and rewards from top managers to become motivated to deal with HR issues effectively (Marchington and

Wilkinson 2008). Fourth, the ways in which HR practices are implemented by administration are often inconsistent and

contradictory, resulting in often subjective and discretionary decision making, unless HR support is provided (Hutchinson and

Purcell 2003).

OBJECTIVES OF STUDY

To find out the factors that plays an important role in employee satisfaction in the case of technical colleges in

Bhubaneswar.

To find out the satisfaction levels of the people working in the technical colleges at Bhubaneswar.

To check whether there is significant difference in the satisfaction level of the teaching and non-teaching staff.

The impact of the policies of the management on the motivation level of the people.


Data Collection

For conducting the study, the employees are divided among two groups or categories: a) Teaching, and b) Non-teaching.

For conducting the study, the sample has been collected from the technical colleges of the state under BPUT. The selected

colleges are most preferred colleges by the students during admission under BPUT.

Data Analysis

For analyzing the data, we have used descriptive statistics and Factor analysis is done to find out the factors that motivates the

employee in these colleges. For this purpose, the data collected from teaching and non-teaching staff are analyzed separately.

Finally, ANOVA test is done to find out the difference in the opinion of both the categories.

DATA ANALYSIS

The average scores of different factors out of the nine factors are as follows:

Table-1

Sl. No. Components Score

1 Resource & Work Environment 4.284

2 Hiring & Performance Evaluation 4.049

3 Job Satisfaction 4.387

4 Rewards, Recognition & Punishment 3.787

5 Supervision 4.246

6 Compensation & Promotional Policies 3.750

7 Professional & Career Development 3.870

8 Work Place 4.328

9 Competitive Position 4.654


If we analyze the above table, it can be inferred that there are three factors, which shows low scores in a five-point scale. Factor

No. 4 (i.e. Rewards, Recognition and Punishment), Factor No. 6 (i.e. Compensation and Promotional Policies) and Factor non-7

(i.e. Professional and Career Development). Therefore, from this table the employees are more worried about their career

development. All other factors show a very positive score as they are close to 5.

The below graph is a graphical presentation of the above-mentioned table. Here the matter of concern is those three factors only. It

also shows the scores of the different components (i.e. the average scores of each components) obtained after administering the

questionnaire to the employees. The data is also analyzed based on the teaching and non-teaching. However, the result of both of

them is also similar. As far as the overall score is concerned, it is 4.18. This score also reflects a very good picture about the

feedback from the employees.




Graph-1


Factor Analysis

The factor analysis is carried out to find out the important factors out of 33 micro components that drives the entire research.

Those extracted factors are the reflections and the other factors are the reasons of those reflections. The extracted factors are then

compared to find out the difference among the opinion of the teaching and non-teaching staff. The extracted factors are the drivers

of the entire research and it explains the research findings of the entire research.

Table-2: Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Variance Cumulative % Total % of Variance Cumulative %

1 10.047 30.444 30.444 10.047 30.444 30.444

2 2.270 6.879 37.323 2.270 6.879 37.323

3 2.045 6.197 43.521 2.045 6.197 43.521

4 1.682 5.098 48.619 1.682 5.098 48.619

5 1.560 4.727 53.346 1.560 4.727 53.346

6 1.257 3.809 57.155 1.257 3.809 57.155

7 1.176 3.562 60.718 1.176 3.562 60.718

8 1.085 3.287 64.005 1.085 3.287 64.005

9 1.034 3.133 67.138 1.034 3.133 67.138

10 .948 2.874 70.012

11 .919 2.786 72.798

12 .811 2.457 75.255

13 .767 2.323 77.578

14 .697 2.111 79.689

15 .655 1.986 81.675

16 .616 1.867 83.542

17 .538 1.632 85.174

18 .523 1.584 86.758

19 .500 1.514 88.272

20 .446 1.351 89.623

21 .405 1.227 90.850

22 .378 1.146 91.997

23 .354 1.071 93.068

24 .330 1.001 94.069

25 .304 .921 94.991

26 .295 .895 95.885

27 .241 .730 96.615

28 .229 .695 97.309

29 .212 .643 97.952

30 .198 .599 98.551

31 .179 .541 99.093

32 .161 .488 99.580

33 .138 .420 100.000






From the above table we can inferred that the that the factors from 1 to 9 are having Eigen value more than 1 so these are the

factors that plays a major role in increasing or decreasing the satisfaction level of the employees. In other words, these factors

reflect the results of the other factors that are collected in the questionnaire.

FINDINGS, SUGGESTIONS AND CONCLUSION

After analyzing the data, we found that the employees working in different technical institutes of the state are satisfied in some of

the factors but few of the important factors like reward & recognition, professional & career development opportunities and,

compensation & promotion policies show a negative slope. As these factors are most vital factors of employees, satisfaction the

employers need to focus on them carefully. Therefore, the employers need to be very careful in handling these factors for the

growth of the organization and the growth of the industry as well.

The research throws light upon the fact that the teaching fraternity longs forward to achieving satisfaction through more

opportunities and advancement in the field of research; whereas the non-teaching arena demands more of monetary satisfaction.

Moreover, all these factors are pointing towards only one thing that is career development.

Satisfied employees are the mainstay of the organization based, which an organization can grow and excel. Employee satisfaction

is supremely important in an organization because it is what productivity depends on. If employees were satisfied, they would

produce superior quality performance in optimal time and lead to growing profits. Satisfied employees are also more likely to be

creative and innovative and come up with break-through that allows an organization to grow and change positively with time and

changing market conditions. Satisfied employees are the ones who are extremely loyal towards their organization and stick to it

even in the worst scenario.

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Chain to Work. Harvard Business Review, 72(2).

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Analysis. Organizational Behavior and Human Decisions Processes, 56, 388 - 421.

24. Branham, L. (2005). The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs And Act Before

It’s Too Late. New York, NY: Amacom.

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26. Koslowsky, M., & Krausz, M. (2002). Voluntary Employee Withdrawal and in Attendance. New York: Plenum

Publishers.

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Publication.

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unive...

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34. Retrieved from http://www.gobeyondeducation.com/tag/university/page/4

35. Retrieved from http://www.scribd.com/doc/57081744/Effects-of-HR-Practices-on-Performance-of-University-Teachers

36. Retrieved from http://www.slideshare.net/vinaykar/factor-analysis-11274489

37. Retrieved from http://istheory.byu.edu/wiki/Equity_theory

*****

http://www.infoquestcrm.co.uk/employee_surveys.html

http://www.answers.com/topic/job-satisfaction

http://www.articlesbase.com/human-resources-articles/effects-of-hr-practices-on-performance-of-unive...

http://www.articlesbase.com/human-resources-articles/effects-of-hr-practices-on-performance-of-unive...

http://www.msh.org/resources/employee-satisfaction-survey

http://programs.msh.org/vhrm/filelib/Employee_Satisfaction_Tool.pdf

https://www.k4health.org/toolkits/leadershipmgmt/employee-satisfaction-survey

http://www.gobeyondeducation.com/tag/university/page/4

http://www.scribd.com/doc/57081744/Effects-of-HR-Practices-on-Performance-of-University-Teachers

http://www.slideshare.net/vinaykar/factor-analysis-11274489

http://istheory.byu.edu/wiki/Equity_theory




A STUDY OF TEACHER BURNOUT AT ST. URSULA’S GIRLS HIGH SCHOOL

& JUNIOR COLLEGE, NAGPUR

Kanak Wadhwani26 Saloni D. Magre27

ABSTRACT

This paper reports a research study carried out on teacher burnout in order to identify the major factor(s) leading to burnout. A

standardized questionnaire was used to calculate the level of burnout and as per the questions, a factor analysis was

performed. The next step of research was an interview with the teachers. The interview was conducted with a view to

understand what can be the root cause of burnout and expectations of employees from management if the employee falls under

the category of burnout.

KEYWORDS

Teacher Burnout, St. Ursula’s Girls High School & Junior College, Expectations, Education, Institution etc.

ST. URSULA’S GIRLS HIGH SCHOOL & JUNIOR COLLEGE, NAGPUR

St. Ursula Girls High School & Junior College, situated in the heart of the country, just half kilometer from the zero miles. The

school is following Maharashtra State Board pattern. It is exclusively for girls. The Evaluation pattern is CCE (Continuous and

Comprehensive Evaluation) for which the staff is well equipped with time-to-time trainings and Workshops. Emphasis is paid on

for the overall development of students.

School is well equipped with modern labs, E-learning facilities along with various activities and projects are taken. Apart from

mental math’s, Vedic math’s is also taught. As per the CCE (Comprehensive Continuous Evaluation) pattern, an hour of extra

effort is given to the weaker students as remedial classes. In English subject it is taken care that even the lower level group

(Marathi & Hindi Medium) to develop the ability of spoken English i.e. Conversation.

Debates, elocution, Spell – Bee contest, language activities & games are held. The student does not acquire only the bookish

prescribed knowledge but they are explored to all the upcoming new technologies. Integrated training programs have been

introduced so that the aptitude is scaled and in future, we find scholars. Social service, Guide, RSP, NCC, MCC wings function

and train the students. Every year the students are given chance to think about their career guidance program. The School is a

knowledge bank where children arise to shine as per the motto.

About the Founder

Those were the days when girls’ education only a vision. However Mrs. Cooper wife of one of the Nagpur missionaries thought, it

was a time a beginning was made. As practice is better than precept. She took the lead herself and in 1857 opened a school at the

verandah of her bungalow it was called Coopers School in 1858 she had 13 people on roll and the school was re-christened to St.

Ursula Girls’ High School.

In 1859, the school was proud to have its own building after 12yrs. In 1871, the strength of the school grew to 50 and government

sanctioned a grant of Rs. 25/-. However, what joy it was. Ms. Cooper would always be remembered as the pioneer of girls’

education in Maharashtra. The institution looks firm roots, which proved that it was needed.

In 1887, Ms. Cooper entrusted the school to a band of woman who kept up the noble work, and Ms. Smith became its first

Principal. The medium of Ms. Cooper’s school was Marathi. There was no provision at Nagpur for girls’ education beyond the

middle school stage. The Girls had to go to boys schools if they wanted to continue their education. This was not at all an easy

thing to do in those days.

However, the work was taken up and one student passed the matriculation examination in 1907. In 1912, that the school was

recognized by the Allahabad University. The school got permanent recognition. The present building of school was built in 1924

after which its development was rapid. After a few years, Hindi section was opened for the benefit of girls with Hindi as their

mother tongue. The school was upgraded to Higher Secondary school in 1962 & was permanently recognized from 1966.

26 Assistant Professor, Shri Ramdeobaba College of Engineering and Management, Maharashtra, India,

[email protected] 27Assistant Professor, Shri Ramdeobaba College of Engineering and Management, Maharashtra, India, [email protected]






Achievements of School is Noteworthy

Expansion of separate Computer section in the year 2002.

Reopening of Junior College Com. Science in the year 2003.

Building Jr. College 4 Classes and School 4 Classes in the year 2003

Compound Wall: Security of Girls in the year 2005.

Playground for Sports and Coaching in the year 2006.

It has a highly educated staff.

The school team has won The National State Championship in Hockey, Football, and Cricket.

The Korku Dance depicting The Mah. Tribe has won 58 1st Prizes & is a State National & International winner.

Vision

“A seed of imparting quality education to girls with a vision of a rise and shine was sown in the year 1857, in the grounds of

Orange city the very heart of India”

INTRODUCTION

Job burnout is a special type of job stress - a state of physical, emotional or mental exhaustion combined with doubts about your

competence and the value of your work. If you think you might be experiencing job burnout, take a closer look at the

phenomenon. What you learn may help you face the problem and take action before job burnout affects your health.

Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and prolonged stress. It occurs when you feel

overwhelmed and unable to meet constant demands. As the stress continues, you begin to lose the interest or motivation that led

you to take on a certain role in the first place.

Burnout reduces your productivity and saps your energy, leaving you feeling increasingly helpless, hopeless, cynical, and

resentful. Eventually, you may feel like you have nothing more to give.

Most of us have days when we feel bored, overloaded, or unappreciated; when the dozen balls we keep in the air aren’t noticed, let

alone rewarded; when dragging ourselves out of bed requires the determination of Hercules. If you feel like this most of the time,

however, you may have burnout.

You may be on the road to burnout if

Every day is a bad day.

Caring about your work or home life seems like a total waste of energy.

You are exhausted all the time.

The majority of your day is spent on tasks you find either mind-numbingly dull or overwhelming.

You feel like nothing you do makes a difference or is appreciated.

The negative effects of burnout spill over into every area of life - including your home and social life. Burnout can also cause

long-term changes to your body that make you vulnerable to illnesses like colds and flu. Because of its many consequences, it is

important to deal with burnout right away.

Dealing with Burnout: The "Three R" Approach

Recognize Watch for the warning signs of burnout.

Reverse: Undo the damage by managing stress and seeking support.

Resilience: Build your resilience to stress by taking care of your physical and emotional health.

THE DIFFERENCE BETWEEN STRESS AND BURNOUT

Burnout may be the result of unrelenting stress, but it is not the same as too much stress. Stress, largely, involves too much: too

many pressures that demand too much of you physically and psychologically. Stressed people can still imagine, though, that if

they can just get everything under control, they will feel better.

Burnout, on the other hand, is about not enough. Being burned out means feeling empty, devoid of motivation, and beyond caring.

People experiencing burnout often do not see any hope of positive change in their situations. If excessive stress is like drowning in

responsibilities, burnout is being all dried up. While you are usually aware of being under a lot of stress, you don’t always notice

burnout when it happens.

http://www.helpguide.org/mental/stress_signs.htm




Table-1: Stress vs. Burnout

Stress Burnout

Characterized by over engagement Characterized by disengagement

Emotions are over reactive Emotions are blunted

Produces urgency and hyperactivity Produces helplessness and hopelessness

Loss of energy Loss of motivation, ideals, and hope

Leads to anxiety disorders Leads to detachment and depression

Primary damage is physical Primary damage is emotional

May kill you prematurely May make life seem not worth living


LITERATURE REVIEW

The Journal of Social Psychology, 2002 - studied the “The Relationship between Big Five Personality Factors and Burnout”,

which was “a study among volunteer counselors. The authors examined the relationship between burnout as measured by Maslach

burnout inventory (C. Maslach, S.E. Jackson, & M.P. Leiter, 1996) and the 5 basic (Big Five) personality factors (A. A. J.

Hendriks, 1997): extraversion, agreeableness, conscientiousness, emotional stability and intellect/autonomy. The results showed

that:

Emotional exhaustion is uniquely predicted by emotional stability,

Depersonalization is predicted by emotional stability, extraversion and autonomy,

Personal accomplishment is predicted by extraversion and emotional stability.

Freudenberger (1974) originally used the concept of burnout itself to characterize the psychological state of volunteers who

worked in alternative health care situations. Therefore, few subsequent researchers have focused on burnout among volunteer

workers (Metzer, Dollard, Rogers and Cordingley, 1997).

Big Five & Burnout Relationship

Exhaustion will be negatively related to emotional exhaustion.

Agreeableness will be negatively associated with burnout (Emotional exhaustion, depersonalization and low personal

accomplishment).

There will be positive relationship between conscientiousness and personal accomplishment.

Negative relationships will exist between neuroticism and all three burnout dimensions.

H.U. Journal of Education (38: 25-34: 2010), studied “A study of the Factors Leading English Teachers to Burnout” reports

a research carried out on teacher burnout with a group of English instructors in order to identify the major factors leading

instructors to burnout at various levels. The results showed that instructors from the different levels unanimously believed that the

major factor of their burnout is the administrative applications in their institution, which was coded as a micro variable. It was also

revealed that the instructors with a high level of burnout displayed ‘Alienation to professional identity’ behavior.

Nurse burnout (Med Care. Feb 2004; 42(2 suppl)) studied “A Study on Nurse Burnout” which examined the effect of the

nurse work environment on nurse burnout, and the effects of the nurse burnout on the patients burnout. The outcomes were

measured by the Maslach Burnout Inventory (MBI) tool. The research resulted that there was adequate level of nurse burnout and

thud it was concluded that improvements in nurses work environments in hospitals have the potential to simultaneously reduce

nurses high level of job burnout and risk of turnover and increase patients satisfaction with their care.

A report compiled by ESRI on behalf of the Teaching Council studied “A study among Job Satisfaction and Occupational

Stress among primary school teachers and principals in Ireland” which shows that the extent to which the teachers are

satisfied with their jobs and working conditions is likely to have significant consequence for the retention of teachers, for their

approach to teaching, for the creation of collegial relations within the school, and for student outcomes. The findings of this

research indicate that overall Irish schoolteachers and principals are satisfied with their jobs; however, the relationship between

job satisfaction and occupational stress in schools can be complex. Thus, to control the level of occupational stress the factors like

school climate, working conditions have to be given attention.

Department of Clinical Neuroscience section of Personal Injury Prevention, Karolinska Institutet, Stockholm, Sweden

(2008): studied “A study on Stress and Burnout in Healthcare Workers” which is based on a questionnaire survey among all

employees in a Swedish County Council. Results revealed that the results were associated with more depression and anxiety,

overtime work, and with future long-term sickness absence as measured by register data. Based on the result in the thesis, the

following are few important factors recognized in the prevention of burnout, which are: peer support groups, using a problem-




based method, participation and development opportunities at work, a fair and empowering leadership, a positive social climate at

work, control of decisions and support from superiors.

OBJECTIVES OF STUDY

To study in detail the concept of Job Burnout.

To identify the factors affecting job burnout at St. Ursula’s Girls High School & Junior College, Nagpur.

To study and analyze the level of job burnout at St. Ursula’s Girls High School & Junior College, Nagpur.

SCOPE OF STUDY

This project is limited only to the responses from teachers of St.Ursula’s Girls High School & Junior College, Nagpur


Statistical Tool: The statistical tool used is Factor analysis in SPSS 17.0. Factor analysis is often used in data reduction to

identify a small number of factors that explain most of the variance observed in a much larger number of manifest variables.

Sample Size: 35 teachers.

DATA ANALYSIS

Factor Analysis

Factor analysis is performed on 20 statements representing job burnout. The purpose of this test is to reduce these 20 brand-

positioning statements into meaningful factors for further analysis. In order to perform factor analysis, the Cronbach alpha test is

used to check the feasibility for factor analysis.

Cronbach's Alpha

The Cronbach's alpha is used to test the reliability and internal consistency estimate of reliability of test scores.

Table-2: Cronbach's Alpha

Reliability Statistics

Cronbach's Alpha N of Items

.833 20


The good range of Cronbach's alpha is “0.7 ≤ α < 0.9” and the Cronbach’s alpha value is calculated to be 0.833, which is greater

than 0.7 score, this implies that all the value is good on reliability and consistency test.

Goodness of Model

Table-3: Goodness of Model

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .118

Bartlett's Test of Sphericity Approx. Chi-Square 808.723

d.f. 190

Sig. .000


Kaiser-Meyer-Olkin (KMO) and Bartlett's Test measures the strength of relationship among variables. In order to proceed for

satisfactory factor analysis, the KMO value should be greater than 0.5. In the above table, the KMO value is significantly greater

than 0.5 i.e. 0.118, thus it satisfies the criteria for appropriateness of factor analysis. Additionally, the Bartlett's Test of Sphericity

tests the null hypothesis that the correlation matrix is an identity matrix and satisfies the requirement of principal component

analysis to proceed further. The identity matrix is the matrix in which all the diagonal elements are 1 and all off diagonal elements

are 0. The above table shows the Bartlett's Test of Sphericity is significant because the value is significantly lower than 0.05, thus

null hypothesis would be reject and can be safely conclude that correlation matrix is not an identity matrix. The data satisfies all

the criteria to proceed for factor analysis.

http://en.wikipedia.org/wiki/Internal_consistency




Table-4: Total Variance Explained

Comp

onent

Initial Eigenvalues Extraction Sums of Squared

Loadings

Rotation Sums of

Squared Loadings

Total % of

Variance

Cumulative

%

Total % of

Variance

Cumulative

%

Total % of

Variance

Cumulative

%

1 6.352 31.758 31.758 6.352 31.758 31.758 4.189 20.943 20.943

2 2.759 13.794 45.552 2.759 13.794 45.552 3.068 15.341 36.284

3 2.298 11.488 57.041 2.298 11.488 57.041 2.631 13.156 49.440

4 1.605 8.025 65.066 1.605 8.025 65.066 2.109 10.547 59.987

5 1.246 6.232 71.298 1.246 6.232 71.298 2.019 10.097 70.084

6 1.092 5.461 76.760 1.092 5.461 76.760 1.335 6.676 76.760

7 .966 4.828 81.588

8 .810 4.052 85.640

9 .794 3.972 89.612

10 .640 3.202 92.814

11 .438 2.192 95.006

12 .341 1.705 96.711

13 .243 1.215 97.926

14 .175 .875 98.801

15 .088 .439 99.241

16 .078 .391 99.632

17 .055 .273 99.905

18 .013 .065 99.970

19 .006 .030 100.000

20 8.452E-6 4.226E-5 100.000



The above table-4 shows total number of components extractable for further analysis with Eigenvalues, variance and cumulative

variance. Four components are extracted for analysis because they have Eigenvalues more than 1. In the cumulative variances,

first 6 components are explaining 70% of the total variances i.e. 76.760

Table-5: Rotated Component Matrix

Component

1 2 3 4 5 6

I am bored with my job .721

I am tired of my students .783

I am weary with all of my job responsibilities .525 .675

My job doesn’t excite me any more .576

I dislike going to my job .678

I feel alienated at work .747

I feel frustrated at work .670

I avoid communication with students .756

I avoid communication with my colleagues .838

I communicate in a hostile manner at work .904

I feel ill at work .517 .553

I think about calling my students ugly names .611 .525

I avoid looking at my students .756

My students make me sick .646

I feel sick to my stomach when I think about work .841

I wish people would leave me alone at work .610 .599

I dread going to school .862

I am apathetic about my job .677

I feel stressed at work .887

I have problems concentrating at work .842

Note: Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

a. Rotation converged in 10 iterations.





The rotated component matrix is used to reduce the number of factors on which the variables have high loadings. The above table

shows that all 20 statements are reduced to 6 factors. These six factors are given names as per the statements clubbed together

based on their loadings.

Interpretation

The following are few factors which are responsible for teacher burnout at St. Ursula’s Girls High School & Junior College,

Nagpur.

Depersonalization

Depersonalization is the first identified major factor responsible for teacher burnout. Depersonalization is about how

you get distance from those around you. This is a method of getting space from others. Depersonalization is about how

you are pulling back your caring about others because it’s too intense. The incidences of Depersonalization teachers at

the school suffer a bit from depersonalization. As the teachers avoid communication with students and feel dread going

to school.

Negative Co-workers

Negative co-workers are another factor responsible for teacher burnout. Negative co-workers are the state where the

teachers feel uncomfortable and stressed with the co-staff. The teachers feel that the other teachers should leave them

alone and let them work alone. Few teachers avoid communication with other colleagues.

Negative Internal Dialogue

Negative internal dialogue is another responsible factor for job stress. The negative internal dialogue involves disliking

coming to the job, feeling alienated at work, experiencing tiredness regarding job responsibilities.

Low Personal Accomplishment

Low Personal accomplishment is the factor where the sense of achievement is felt low. This factor includes the teacher

getting bored with the job; the job does not excite the teachers or feel ill at work. The feeling of less excitement makes

the job doer a bit lazy towards accomplishment of certain tasks.

Emotional Exhaustion

Emotional exhaustion is how draining teachers feel at job. It pertains to how teachers feel used up after work. It is a

lessening of your motivation and a lack of desire to do things. This strain results from supporting too many tasks.

Emotional exhaustion may fluctuate up and down; it is difficult to just let it go. Emotional exhaustion includes teachers

getting tired of their students, teachers feeling frustrated with their job, getting a sick feeling regarding the students.

FINDINGS

Factors identified are responsible for the presence of teacher burnout include depersonalization i.e. the teachers are

suffering from work and peer pressures.

Another factor responsible is negative co-workers where the teachers feel stressed working with their co-workers.

The teachers face negative internal dialogue i.e. few of them dislikes their job to some extent.

Few teachers feel that they are not contributing much to their work, which results in low personal accomplishment.

The teachers are emotionally exhausted to some extent.

SUGGESTIONS

The following are few suggestions, which the management of St. Ursula’s Girls High School & Junior college, should adopt to

overcome the burnout:

The teachers facing depersonalization and negative internal dialogue can be counseled and their problems can be

discussed regarding the work or peer pressures they are facing.

The negative co-workers factor can be controlled by assigning teachers group tasks and activities so that the feeling of

co-operation comes within the teachers.

The school can organize sport events and cultural gatherings for teachers as well at the time of vacations to bring in a

feeling of togetherness amongst them.

In case of personal accomplishment, the teachers can be given few tasks, through which they would feel that their

performance is quite important for the school. Another way can be to provide various incentive schemes.

The teachers can be asked to express their ideas in decision making and involve them in strategic decisions




CONCLUSION

The research thus concludes that the teachers of St. Ursula’s Girls High School & Junior college, Nagpur faces burnout due to

certain factors and being majority of them lie in low levels of burnout so it can be concluded that the burnout can be reduced by

various methods. However the teachers are satisfied with the job profile at St. Ursula’s and one of the major reasons for their

satisfaction are the facilities provided to them as well as the flexible working culture at school.

REFERENCES

1. Freudenberger, H. J. (1974). Staff Burnout. Journal of Social Issues, 30, 159-165.

2. Paşa Tevfik CEPHE. (2010). A Study of The Factors Leading English Teachers To Burnout. H. U. Journal of

Education, 38, 26-33.

3. Retrieved from http://www.depo.com/E-letters/2014TheReporter/Apr/Articles/preventing.html

4. Retrieved from http://peace4missing.ning.com/group/peace4themissingencouragementteam/forum/topics/preventing-

burnou.. .

5. Retrieved from http://www.helpguide.org/mental/burnout_signs_symptoms.htm?fb_xd_fragment

6. Retrieved from

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7. Retrieved from http://www.st-ursula.org.in/Academics.html

8. Retrieved from http://www.st-ursula.org.in/StUrsulaHistory.html

9. Retrieved from http://www.st-ursula.org.in/Today-StUrsula.html

10. Retrieved from http://tabaquiteconstituency.com/job-burnout-how-to-spot-it-and-take-action

11. Retrieved from http://www.mayoclinic.org/healthy-living/adult-health/in-depth/burnout/art-20046642

12. Retrieved from http://www.centrum.com/expert-corner/health-articles/job-burnout-spotting-it-and-taking-action

13. Retrieved from http://www.helpguide.org/mental/burnout_signs_symptoms.htm

14. Retrieved from http://eric.ed.gov/?id=EJ893926

15. Retrieved from http://www.jamescmccroskey.com/measures/teach_burnout.html

16. Retrieved from http://www.as.wvu.edu/~richmond/measures/burnout.pdf

17. Retrieved from http://www.as.wvu.edu/~richmond/measures/classroom_anxiety.pdf

*****


[email protected]

[email protected]

[email protected]

Editor-In-Chief



(Mobile): +91-09419216270 – 71

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http://peace4missing.ning.com/group/peace4themissingencouragementteam/forum/topics/preventing-burnou..%20.

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http://www.as.wvu.edu/~richmond/measures/classroom_anxiety.pdf







A STUDY OF FACTORS AFFECTING ORGANIZATIONAL EFFECTIVENESS

BY FITTING THE REGRESSION EQUATION

Indira28 Dr. Amit Joshi29

ABSTRACT

The present study is intended to investigate the relationship between Employees’ Motivation, Emotional Intelligence and

Organizational Commitment with Organizational Effectiveness. Every organization wishes to perform its own functions with

great extent of effectiveness. In addition, the same is desired from its employees. The study explored the ways through which

these purposes may be satisfied.

The objective to carry out this research is to study the individual relationship between Employees’ Motivation, Emotional

Intelligence and Organizational Commitment with Organizational Effectiveness. Weighted Average Scores, Standard

Deviations, Simple and Multiple Correlations and Multiple Regression analysis is done to satisfy the basic purpose of the

study. For this purpose, a survey was conducted through questionnaires, which were filled up by the 100 employees of

different organizations. Furthermore, a model will also be constructed to judge the organizational effectiveness of the

employees. The study will be helpful for those organizations, which are facing problem to make the efforts of employees

effective also.

KEYWORDS

Employees’ Motivation, Emotional Intelligence, Organizational Commitment, Organizational Effectiveness, Multiple

Regression, Correlation Matrix etc.

INTRODUCTION

Retention of efficient and effective employees in this state of globalization, liberalization and multinational corporations, is most

important. This type of active factor of production may be acquired and retained through their job satisfaction, by providing them

motivation and obviously perks at par or above the competitor firms.

One of the important issues that are faced by the applied behavioral sciences is that of the human productivity- the quality of

work. Organization can be effective when the existing Human Resources are utilized optimally, the potentialities are developed

and behaviour is channeled towards the expected targets. Organizational effectiveness is the extent to which an organization

achieves its goal with the given resources and means. An organization is effective if it is able to understand and predict change in

the business environment and adapts to changes and differentiates, and has a competitive advantage in one or several areas by

sustaining performance.

Organizational effectiveness is one among many such concepts of social and administrative sciences that elude a unanimous

definition. Researchers have faced difficulty in trying to confine the term in a definition, yet all these researchers quickly

acknowledge that the term is the central theme of any organizational intervention effort. Lee (2006) stated organizational

effectiveness, one of the performance indicators, an impending issue in business and governmental organizations, but the relevant

literature and practice have been characterized by controversy and confusion. Practically, there have been many attempts to define

and assess organizational effectiveness; however, it does not seem to be proving very successful. Performance, efficiency,

productivity, excellence, and effectiveness itself are frequently used connotations for organizational effectiveness in both

academic and practical realms. Moreover, our contemporary public, private, and nonprofit practitioners focused on narrowly

drawn models that emphasize efficiency and productivity at the expense of other dimensions of effectiveness.

The paper attempted to frame a model to determine the level of organizational effectiveness. This will be done by implementing

regression model. For this purpose, the independent variables have been taken as motivation level, organizational commitment,

and emotional intelligence and the dependent variable is obviously the organizational effectiveness. The reason for taking these

variables as the major influencing factors is that in general theory of life if a person is well motivated, emotionally intelligent and

committed towards its organization, then definitely, he will also be effective in his organization.

Ever since the publication of Daniel Goleman’s first book in 1995, emotional intelligence has become one of the hottest

buzzword. Salovey and Meyer(1990) described emotional intelligence as ‘a form of social intelligence that involves ability to

monitor one’s own and other’s feelings and emotions ,to discriminate among them, and to use this information to guide one’s

28Assistant Professor, Department of Management, Maharishi Markandeshwar Institute of Management, MM University, Haryana

India, [email protected] 29 Associate Professor, Guru Gobind Singh Institute of Technology and Management Studies, Haryana, India,

[email protected]






thinking and actions. Emotional intelligence has much to do with knowing when and how to express emotions as it does with

controlling. Several studies suggest that emotional intelligence may play an important role in job performance. Positive emotions

can increase problem-solving skills and facilitate the integration of information (Fiedler, 1988 and Isen, 2000).

Meyer & Allen (1991) too have proposed the following three component model for organizational commitment a) Affective

component involves the employer’s emotional attachment to, identification with and involvement in the organization, b)

Continuance commitment involves commitment based on the costs that the employees associates with leaving the organization, c)

Normative commitment involves the employees’ feelings of obligation to stay with organization.

OBJECTIVES OF STUDY

The study is carried out to achieve following major objectives:

To study the relationship between Employees’ Motivation & Organizational Effectiveness.

To study the relationship between Emotional Intelligence and Organizational Effectiveness.

To study the relationship between Organizational Commitment & Organizational Effectiveness.


Daniel J. Koys (2001) in his study ‘The Effects of Employee Satisfaction, Organizational Citizenship Behaviour, and

Turnover on Organizational Effectiveness: A Unit-Level, Longitudinal Study’ discussed the issue of causation and explored

that the increases in employee satisfaction cause the increase in customer satisfaction, productivity or profitability. He examined

whether positive employee behaviour and attitudes influence business outcomes or if the opposite, that positive business outcomes

influence employee behaviour, is true. Following were the findings of the study:

a) Employee attitudes and satisfaction may be segregated into five measurable employee behaviour: Conscientiousness,

Altruism, Civic Virtue, Sportsmanship, and Courtesy.

b) Findings supported the idea that employee satisfaction, behaviour, and turnover predict the following year’s

profitability, and that these aspects have an even stronger correlation with customer satisfaction.

Gallup Organization (2002) found in a study ‘Creating a Highly Engaged and Productive Workplace Culture’ that highly

satisfied groups of employees often exhibit above average levels of the following characteristics: a) Customer loyalty (56 percent),

b) Productivity (50 percent), c) Employee retention (50 percent), d) Safety records (50 percent), and Profitability (33 percent).

Bruce Pfau and Ira Kay (2002) found in their study ‘The Hidden Human Resource: Shareholder Value - Finding The Right

Blend of Rewards, Flexibility, and Technology to Manage Your People Adds Measurable Value to the Corporate Bottom

Line’, that the practice of maintaining a collegial, flexible workplace is associated with the second-largest increase in shareholder

value (nine percent), suggesting that employee satisfaction is directly related to financial gain.

G. P. Mishra (2005) in his study ‘Role of Employee Commitment in Organizational Effectiveness’ suggested and found that,

among the quality managers, commitment to the organization is affected by personal interaction, job attributes, and work

experiences, the most important influence on the extent of managerial commitment is the nature of their prior experiences. He

noted the fact that Quality managers who felt committed to their organization were significantly less likely to leave the

organization than their counterpart who did not feel committed to same extent. In addition, committed quality managers attended

work much more regularly than did their less committed counterparts, however there was no difference between the level of

performance of quality managers who felt committed to their organization.

Muhammad Ehsan Malik, Muhammad Mudasar Ghafoor, Salman Naseer (2011) in their study ‘Organizational

Effectiveness: A case study of Telecommunication and Banking Sector of Pakistan’ explored that increased employee’s

performance accelerate organizational effectiveness as employees get self-motivation, the organizational effectiveness moves in a

positive way. Moreover, this study indicates that the effective organizational environment promotes the effectiveness of the

organization. It discussed the theoretical, managerial implications and dimensions of organizational effectiveness. In their views

Organizational effectiveness should be realistic and measurable. Happy and satisfied employees are more productive rather than

productive employees are happier.


Sample

A sample of 100 employees is taken from a Private Organization Indian Sugar General Engineering Corporation (ISGEC),

Yamuna Nagar.




Data Collection

In the present study, primary data has been collected through Questionnaires, and from company’s published records secondary

data has been gathered.

Tests Implemented

Simple and Multiple Correlation: The study is conducted to verify the relationship and interdependency between various human

related variables i.e. employee motivation, emotional intelligence, organizational commitment and organizational effectiveness.

The test of simple and multiple correlations is applied to check the relationship between these selected variables individually and

collectively.

Multiple Regressions: After verifying the viability of relationship of selected variables, it was important to know about the level

of dependency in between these variables. For solving this purpose multiple regressions is implemented to check the degree of

dependency. Again, the test is applied to each individual set of variable separately. For verifying various variables among the

selected sample, some further sub-factors are analyzed through questionnaire consisting of these variables. The stated responses

are recorded and scored accordingly. All responses to the question in sections are represented on 5-point scales, where 5

represents very strong satisfaction and 1 represents very strong dissatisfaction.

ANALYSIS

Analysis is made by implementing various statistical measures and tools on the responses collected from the employees of the

ISGEC.

Table-2: Showing WAS and Std. Deviation

Variables W.A.S. Std. Deviation

Organizational Effectiveness 3.4375 0.92617

Motivation 3.4000 1.02802

Organizational Commitment 3.3600 1.09655

Emotional Intelligence 3.4670 1.16728


Table 2 shows the mean and standard deviation derived from the responses collected from the sample size of 100 respondents.

Employees in ISGEC were more or less motivated (3.4), committed towards the organization (3.36) and emotionally intelligent

(3.46) also. It is found the employees are working effectively (3.43) also in the organization. In terms of standard deviation

maximum deviations/ variations are found in case of emotional intelligence (1.17) in comparison of other variables taken for the

study. In a single view it is seen that the mean score in all of the selected variables is above average (3).

Table-3: Correlation Matrix

Organizational

Effectiveness Motivation

Organizational

Commitment

Emotional

Intelligence

Organizational Effectiveness 1.000 - - -

Motivation 0.852 1.000 - -

Organizational Commitment 0.903 0.940 1.000 -

Emotional Intelligence 0.799 0.888 0.928 1.000


It is found in the table 3 that all the variables selected are highly correlated with each other. Organizational Commitment is highly

correlated with Organizational effectiveness (0.903) as in practice also if an employee is committed towards his job and

organization, then definitely it tends to be more effective while his working in the organization. Likewise, motivation (0.852) and

Emotional Intelligence (0.799) are also correlated positively with Organizational effectiveness.

Table shows that organizational commitment and motivation are highly correlated that leads to organizational effectiveness. In all

it may be elucidate that all the selected variables are highly correlated with each other with some variations. Level of significance

and the correlations of all the selected variables indicate that the variables are correlated with each other and the correlation is

significantly different from zero with a significance level less than .001.




Table-4: Multiple correlations, R squared and Std. Error of the Estimate

R R Square Std. Error of the Estimate

.909a .826 .39210

Note: a. Predictors: (Constant), Emotional Intelligence, Motivation, Organizational Commitment


The table indicates the multiple correlations in between the predictors and it indicates the correlation between the actual scores for

Organizational effectiveness and predicted scores for this variable, as generated by the regression equation. In the present study,

the predictors are very much-correlated (0.909) as indicated through the simple correlations also. The multiple squared correlation

(R2) between the actual and predicted values of the criterion value.

In the present study, it shows that the three predictors (Emotional Intelligence, Motivation and Organizational Commitment)

combine to account for 82.60% of the variability in total scores of Organizational Effectiveness measure. Standard Error explains

the variations may occur in the predictions of Organizational effectiveness by 0.39210 points based on regression equation.

Therefore, results based on the model may vary by .39 points.

Table-5: Variable wise Calculated values of b

Particulars Values of b

(Constant) 0.880

Motivation 0.067

Organizational Commitment 0.929

Emotional Intelligence -0.229


Above table reveals the status of coefficients of variables. The Y-intercept for the regression equation is found as 0.880, whereas

the regression coefficient to the predictor variable motivation is calculated as 0.067. Likewise, the regression coefficient for

Organizational Commitment is 0.929 and Emotional Intelligence is -0.229. These values of regression coefficient may be used to

write the regression coefficient:

Predicted Regressed Value of Organizational Effectiveness

= 0.880 + 0.067 (Motivation Score) + 0.929 (Organizational Commitment Score) - 0.229 (Emotional Intelligence Score)

It is clearly shown from the study that it is Organizational Commitment that affects most and directly to Organizational

effectiveness of the employees, whereas motivation level also helps in it. While an employee’s emotional intelligence although is

highly correlated with the effectiveness, but not helpful in deciding organizational effectiveness.

If any organization or researcher wishes to validate the model, then they have to fill only the responses of employees from any

organization. The results will be positive definitely. Furthermore, researches that are more intensive may be conducted using this

model. The results may be verified through implied it on the employees of different organizations and by collected the results

from really a large quantum of samples. As a rule of normal distribution if large data will be gathered the model may be modified

accordingly as few variations may be seen over there. Otherwise, the derived and evolved model may be treated as a step ahead in

the field of determining organizational effectiveness.

REFERENCES

1. Allen, N. J., & Meyer, J. P. (1990). The Measurement of Antecedents of Affective, Continuance and Normative

Commitment to Organization. Journal of Occupational Psychology, 63, 1-18.

2. Bhatti, & Qureshi. (2007). Impact of Employee Participation on job satisfaction Employee Commitment and employee

productivity. International review of Business research Papers, 2, 54-68.

3. Cammalleri, Hendrick, Pittman, Blout and Prather (1973). Effects of different leadership styles on group accuracy.

Journal of applied psychology. 57, 32-37

4. Gilmore, Beehr, & Richter, David J. (1979). Effects of Leader Behaviors on Subordinate Performance and Satisfaction.

Journal of applied psychology, 64, 166-172.

5. Hackett, Bycio, Hausdorf Peter A. (1994). Further assessment of Meyer and Allen’s (1991). Three Component Model of

Organizational Commitment. Journal of applied Psychology, 79, 15- 23.




6. Joseph, A. Cammalleri, Hal, W. Hendrick, Wayne, C. Pittman, JR. Harry D. Blout, & Dirk C. (1973). Prather-Effects of

different Leadership styles on Group Accuracy. Journal of Applied Psychology, 1, 32-37.

7. John, P. Meyer, Sampo, V. Paunonen, Ian, R., Gellatly, Richard, D. Goffin, & Douglas, N. Jackson. (1989).

Organizational Commitment and Job Performance It’s The Nature Of Commitment That Counts. Journal Of Applied

Psychology, 1,152-156.

8. Kumar, N. (2006). Psychological Characteristics and Job Performance. Apeejay Journal of Management And

Technology, 1, 1-15.

9. Kumar, N. (2003). Comparative Study of Work Attitudes and Performance of Public N Private Sector Employees.

Indian Management Studies Journal, 7, 103-120.

10. Kirkpatrick, & Locke, Edwin A. (1996). Direct And Indirect Effects Of Three Core Charismatic Leadership

Components on Performance and Attitude. Journal of applied psychology, 81 , 36-51.

11. Martin, Thomas N., Price, J. L., & Mueller, C. W. (1980). Job Performance and turnover. Journal of Applied

Psychology, 66, 116-119.

12. Meyer, V. Paunonen, Goffin, Richard D., Jackson, & Ian, R. (1989). Organizational Commitment and Job Performance.

Journal of Applied Psychology, 74, 152-156.

13. Miner and Harlow, Rizzo and Hill James W. (1974). Role motivation theory of Managerial effectiveness in simulated

organizations of varying degrees of structure. Journal of Applied Psychology, 59, 31- 37.

14. Noe, & Wilk (1993). Investigation of the Factors that Influence Employee’s Participation in development Activities.

Journal of applied Psychology, 78, 291-302.

15. Tubs, Mark E. (1993). Commitment as a Moderator of the Goal-Performance Relation. Journal of applied Psychology,

78, 86-97.

16. Retrieved from http://www.keepem.com/doc_files/clc_articl_on_productivity.pdf

17. Retrieved from http://www.ukessays.com/essays/management/do-high-levels-of-employee-commitment-improve-

worker-perfo.. .

18. Retrieved from http://thesis.lib.ncu.edu.tw/ETD-db/ETD-search-c/view_etd?URN=92437009

19. Retrieved from http://www.eiconsortium.org/reports/what_is_emotional_intelligence.html

20. Retrieved from http://www.keepem.com/doc_files/clc_articl_on_productivity.pdf

21. Retrieved from http://shodhganga.inflibnet.ac.in/bitstream/10603/6913/6/06_chapter%201.pdf

22. Retrieved from http://www.personal.psu.edu/users/d/m/dmr/papers/multr.pdf

23. Retrieved from http://rphrm.curtin.edu.au/1995/issue1/commitment.html

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ANALYSING COMPETENCY BASED MODELS WITH ITS INDUSTRIAL APPLICATION

Kavita Adsule30 S. R. Badrinarayan31

ABSTRACT

Organizations which have has to work with a lesser talent have learnt to develop and effective utilize the available talent from

within the organization. Organizations have understood that citing to limited availability of talent but abundant availability of

the resources through which the talent can be developed; it would be fruitful if organizations focus on improving

competencies of existing manpower. The role of manager has changed over years. Organization’s today need’s competent

managers. Therefore, study helps to understand importance of competency models and its applicability along with its

limitation for industrial settings. Post liberalization, and abolishing of ‘License Raj’, the Indian economy opened up for private

players. This in turn increased the competition and with ‘Globalization’, Inflows of FDI’s and FII’s it became evident that,

organizations need to compete to survive rather than survive and compete. This has eventually led to a ‘Talent War’ with

many organizations head hunting star performers from the competitors and investing heavily in their growth.

KEYWORDS

Managerial Competencies, Competency Models etc.

INTRODUCTION

Definitions: Competency

David McClelland (McClelland, 1973), proposed the idea of competency as an alternative to contest customary measures of

assessment which emphasized intelligence evaluation. This provided a theoretical framework that led to consequent studies in

other fields such as teacher education, vocational education, business management, and human resource management, Spencer

and Spencer (1993).

Over the years, various experts have defined competency and competencies. A general definition of competency was providing by

the ‘The American Heritage Dictionary of English language (2000)’ as “the state or quality of being properly or well qualified” (p.

376). This is supported by Hogg et.al, (2008).

‘Competency’, is more precisely defined as the behaviors that employees must have, or must acquire, to input into a situation in

order to achieve high levels of performance, while 'competence' relates to a system of minimum standards or is demonstrated by

performance and outputs”.

Quinn, E.R, Faerman, R.S.,Thompson, P.M., & McGrath, R.M., (1990), defined competencies as “the knowledge and skills

required for implementing certain assignments or projects effectively”. A particular competency is effective provided a desired

result of a job is achieved with a set of qualifications and personal characteristics.

Also, A functional viewpoint to define competency was suggested by Burgoyue (1993), whereby a it was disclosed that a

competency may be defined on the basis of ‘how well the goals of the organization was best achieved by improving the member’s

performance’ Spencer and Spencer (1993).

This further which reinvigorated the organizations to adjust its effort from using traditional job descriptions to creating a

competency model by analyzing the key features of individuals with average to superior job performance. Cardy, R. L. &

Selvarajan, T. T., (2006) who concluded that based on detailed analysis of previous work from some scholars, thought

competencies were the unique characteristics that could significantly differentiate between high-qualified employees from others

who showed inferior performance, also substantiated this.

Many scholars have viewed competencies as an instrument to serve as a constant throughout the entire organization to reliably

plan for the personnel, manage performance through training and reviews, Kravetz, (2008). A person will exhibit an effective and

a superior job performance if the person is able to demonstrated core characteristics beneficial to the particular job, Boyatzis,

(1982) and Klemp, (1980).

30 Assistant Professor, Sinhagad Institute of Management and Computer Application (SIMCA), Maharashtra, India,

[email protected] 31 Assistant Professor, Vidyavardhaka College of Engineering, Department of MBA, Maharashtra, India,

[email protected]






In his influential book, ‘the competent manager: a model for effective performance’, Boyatzis, (1982) links behavior and skill by

defining competency as “an underlying characteristic of a person which results in effective and/or superior performance in a job”.

Hoffmann, (1999), identified the following key points after a detailed literature review on this concept. He concluded and

summarized three key points in defining a competency:

Fundamental Qualifications and characteristics of a person;

Visible behaviors of an individual, and

Standard of individual performance outcomes.

NEED FOR COMPETENCY FRAMEWORKS

If leading-edge organization seeks to create an efficient and effective competency management system, what would they typically

cover? Let us look at their priority list:

Translate vision into clear measurable outcomes that define success and that re shared throughout the agency and with

customers and stakeholders.

Provide a tool for assessing, managing and improving the overall health and success of business systems.

Continue to shift from prescriptive, audit and compliance-based oversight, to an ongoing, forward-looking strategic

partnership, involving agency headquarters and field components.

Identify core capabilities in business and in individual to help connect work with behaviour, consequently influencing

the performance and results.

Include measures of quality, cost, speed, customer service and employee alignment, motivation and skills to provide an

in-depth, predictive performance management system; and

Replace existing assessment models with a consistent approach to competency management:

Implement efficiently.

Undertake pilots as necessary.

Go for the kill once acceptance is gained for across the board execution.

Essentially Competency Frameworks includes the following:

The Competency Development Cycle-Core Competence, Strategic analysis, Vision and Value orientation work,

Organizational Structural Implications,

Technical, enabling and managerial competencies,

Role profiles,

Competency definitions, clusters, Meta and sub-set competencies,

Proficiency levels and benchmarking,

Competency Dictionary,

Employee Band Matrix,

Assessment Set,

Assessment Worksheets for assessment , including templates,

Conducting the Assessment Centre,

Assessment Data,

Conducting the Development Centre,

Individual Development Plans,

Organizational Development Plans,

Short Term Plans,

Long Term Plans,

Managerial Centre, where applicable.

This has been explained below through a three level (Level 1 to 3) presentation of the competency framework process. For

competency framework to be effective, it should be understood and should be in a position to be applied in varying situations that

an incumbent is placed while performing a job. Increasingly certain basis quality standards for competency frameworks have been

established.

They are as follows:

Is related to the job role,

Clear and easy to understand,

The framework will be relevant and affect all staff,

Takes account of expected changes,




Has a specific behaviour indicator,

Can be applied to many situations,

Has been benchmarked against specific standards.

Level 1- Framework

Organizational vision, aspiration, foresight and business landscape in which the business operates,

Articulation of a strategy, core competence, the delineation of the business plan, defining critical success factors, key

performance indicators,

Creating a competency dictionary in sync with core competence of the firm,

Defining the HR strategy and its influence on the core strategy of the firm.

Level 2-Framework

Organizational Structure and architecture, including roles, responsibilities,

Defining employee bands, role maps, job clusters, defining variation in levels,

Determining the Assessment Set,

Assessment worksheets for individuals including templates, key areas to be covered mega and sub competency

differentiation.

Level 3-Framework

Short-term initiative in terms of Individual development plans,

Long-term initiative in terms of Individuals development plans,

Integrated Individual development plans,

Assessment Data (Individual and Summarized),

Assessment technique (Methods, tools, formats, expert panels etc.)

CATEGORIZATION OF COMPETENCY

Competencies could be grouped or categorized based on the characteristics of the behaviors. Guglieliemino, (1979), He further

provided a conceptual framework of managerial competencies based on his studies of previous research findings. Three major top

managerial competencies emerged from this effort. Derouen and Kleiner, (1994), supported this categorization.

Table-1

S.No. Competencies Characteristics

1 Conceptual Capacity Decision Making, Creativity and Problem Solving

2 Capacity to Interact Communication, Leadership, Negotiation, Analysis and Self-Growth

3 Technical Expertise Time Management and Creation of Business Plans


Siriwaiprapan, (2000) proposed five common domains of employee competency development in his study of Thai human

resource practitioners’ perceptions of HR initiatives. His five common domains were as follows:

Organizational Competence: “Capacity to understand and internalize organization-specific knowledge, such as business

types, organizational cultures, policies, procedures, goals and objectives, and etc.”(p. 184).

Social Competence: “Basic abilities for social interaction and communication” (p.191), including skills in making

connections, maintaining interpersonal relationships, and taking pleasure in the significance of peer relationships”;

Developing Competency Models

Throughout the history, various competency models were developed according to the viewpoints in different fields. Some related

competency models are discussed in the following phases:

a) Behaviour Oriented Model

McBer and Company, lead by Richard Boyatzis and directed by David McClelland, was appointed by the American Management

Association in the late 1970’s to identify those individualities that distinguish superior from average managerial performance

Moore, RD, Cheng,MI, Dainty, ARJ, (2002).




McBer employing contrasting methods to weigh competencies already initiated this. The first involved the formal assessment and

evaluation of individuals by their employers, peers and clients. The team then developed the ‘Behavioral Event Interview’ (BEI),

a behavioral method whereby candidates are asked to provide, through a series of non-leading questions, a detailed account of the

actions or behaviors they employed in a particular situation. This focused more on the reaction and response of an interviewee

during critical incidents. From this data, themes are identified, differentiating between ‘average’ and ‘outstanding’ performers,

and sets of competencies that is produced or developed.

The Boyatzis definition was enunciated following the McBer research team’s work in this field. “Competencies can be motives,

traits, self-concepts, attitudes or values, content knowledge, or cognitive or behavioral skills – any individual characteristic that

can be measured or counted reliably and that can be shown to differentiate significantly between superior and average performers,

or between effective and ineffective performers. Competencies include an intention, action and outcome”, Spencer, L.M.,

McClelland, D.C & Spencer, S.M, (1990)

b) Sample Generic Competency Frameworks and Models

The McBer Competency Framework, as published in Competence at Work Spencer, L and Spencer, S, (1993) and later in the

McBer Scaled Competency Dictionary (Spencer and Spencer-Hay Acquisition Company, 1996) outlines a series of generic

competencies drawn from McBer’s extensive research using the BEI methodology.

Raven and Stephenson, (2001) states: “It must again be emphasized that this is not a framework for classifying observer’s

ratings. It is a framework for classifying the information obtained from interviews in which a carefully guided effort has been

made to discover the kinds of activity people are strongly motivated to undertake and to elicit the respondent’s thoughts and

feelings while undertaking those activities.”

Exhibit-1

Sources: McBer’s Scaled Competency Dictionary (1996) as reproduced by Raven, J (2001)




For each of these generic competencies, there are in-depth scoring systems; these are based on behaviors, which would support the

achievement of the core competency at a number of different levels.

Exhibit-2: Summary of Scoring System for Generic Competencies

Sources: McBer Scaled Competency Dictionary (1996) as reproduced by Raven, J (2001)

c) Task Oriented Model

In contrast, the model established by the Management Charter Initiative in the UK (1990) took a ‘functional analysis’ approach;

that is, the model was based on research amongst a large sample (3000) of managers to determine the activities they performed.

The resulting conceptual framework and national standards supported the development of National Vocational Qualifications

(NVQs), linking formal assessment with predetermined levels of competence performance, Moore, RD, Cheng,MI, Dainty,

ARJ, (2002).

The key distinction here is between a function- or task-oriented approach and a person- or behavior-oriented approach. The MCI

approach, although in essence used in formal assessment of competencies (NVQs), has not been fully preserved in human

resources management.

d) Combination of Task Oriented and Behaviour Oriented Approach

According to Rowe, (1995) ‘Organizations over a period of time have developed their own competency models citing to the

existing and ever growing confusion over standard models like MCI models’. After extensive research and studies in this area, 10

years down the line Mansfield, (2005) quoted “Today, 30 years after the first competency model [McBer], more than half of the

Fortune 500 companies are using competency modeling. Consultants working in the McBer tradition are still building many

models, but many other consultants using different methodologies have joined these consultants. With market pressures to build

models more quickly and less expensively, there is less emphasis on methodological rigor.”

He gives a detailed account as to why competency models had to evolve and simplify over a period and why methodological

rigour is less emphasized in today’s scenario. The reasons being:

Changing work processes,

Creation of new job roles, for which there have been few or no previous incumbents,




Market demand for speed and cost efficiency (in developing a competency framework),

Speed of organizational change,

Increased intensity and pace of work resulting in less time to participate in the development process,

Employees’ attention span, tolerance for complexity and willingness to read has diminished.

Mansfield identified three sources of data upon which competency models are based:

Resource panels or focus groups with subject matter experts,

Critical event interviews with superior performers,

Generic competency dictionaries.

It is important to note that, although less rigorous than the individual Behavioral Event Interview, the resource panel/focus group

methodology explores both job tasks and characteristics needed for effectiveness. The critical event interview (CEI) method can

be very similar (and as rigorous) to the BEI; another way of conducting these is to probe less fully a wider selection of situations

with the interviewee. Competency dictionaries, referencing commonly encountered competencies and behaviors, can be useful in

a variety of ways: as a starting point for discussion or clustering, for rating by a panel, for guidance when analyzing the data

gained through CEIs (Mansfield, 2005).

The Chartered Institute for Personnel Development, in its 2007 Learning and Development survey, discovered that sixty per cent

of organizations have a competency framework in place for their staff, and just under half (48%) of those who haven’t say they

intend to introduce one in the next two years. Overwhelmingly, those with a competency framework have developed these in-

house (85%), either independently (52%) or with the assistance of an external consultant (33%) Learning and Development-

Annual Survey Report, (2007).

e) Alternative Models Chin Hsieh, Jui-Shin Lin, Hung-Chun Lee, (2012)

Iceberg Model (Spencer, L and Spencer, S, 1993) proposed the ‘Iceberg Model’ to divide underlying characteristics, which

caused behaviors and performance in a job into five categories:

‘Motives’ were consistent thoughts or desires that caused a particular action. They impelled behaviors toward certain

actions or goals and not toward others. Example: Achievement motivation.

‘Traits’ referred to physical and mental characteristics related to the ways a person consistently responded in certain

ways to situations and messages. Example: “reaction time and emotional self-control” (p. 10).

‘Self-concept’ referred to an individual’s attitudes, values, and self-image, including self-identity and self-confidence.

‘Knowledge’ referred to a body of information usually of a factual or procedural nature needed to understand a certain

subject. Example: “A surgeon’s knowledge of nerves and muscles in the human body” (p. 10).

‘Skills’ referred to the ability to accomplish a certain mental task such as analytical thinking and conceptual thinking or

a physical task such as “a dentist filling a tooth without damaging the nerve” (p.11).

According to the iceberg model, knowledge and skills were

visible and appeared at the top of the iceberg. They were

relatively easily developed and improved through education and

job training.

On the other hand, motives traits were more likely to be hidden

since they comprised the innermost part of an individual’s

personality.

Motives and traits appeared at the base of the iceberg. Therefore,

they were more difficult to develop and reform through school

education and job training.

Although the authors grouped self-concept into hidden

competencies, they indicated that it could still be changed

gradually to a certain degree through constant education,

consultation, and training.

Sources: “Competence at work: Models for superior performance”

by L. Spencer, & M. Spencer, 1993, p.11.




INDUSTRY APPLICATIONS OF COMPETENCY MODELS

Since the 1990s, competencies have become the code words for the human resources and strategic management practices of

recruiting, selecting, placing, leading, and training employees and evaluating employee performance. Competency models also

have been used to classify jobs in both the private and public sectors. When engaging in succession planning, competency models

are used by business to prepare and advance competent incumbent workers to vacant positions of leadership.

When a competency model has been developed for each position within an organization, the human resources, training,

management and employee are working in unison to meet the goals of the organization. In the public workforce investment

system, competency models have been used in specific ways with American Job Centers, Workforce Investment Boards, and

education and training providers.

Competency behaviors can bring a common vocabulary and perspective to those operating within an organization or system. Each

player on an organizational team or within a professional network understands a consistency of expectations. This systematic

framework is used to convey the desirable behaviors and thinking as one develops individually and professionally, within an

organization or across industries.

While a competency model may benefit various phases of the human resources experience or practice, in isolation, the value of a

competency model is not fully realized. To be used successfully in an organization or other professional network, competencies

must be inclusive or integrated throughout all of the human resources practices, Fulmer, R.M & Conger, J.A., (2004); Lucia,

A.D., & Lepsinger, R., (1999).

PREPARING THE WORKFORCE FOR USING COMPETENCY MODELS

Until now, competencies have been discussed from the demand side of employment with consideration primarily given to the

needs of employers.

Competency models can be used by the supply side of the labor market as well, such as a learner or student, incumbent worker, or

hopeful and expectant new employees applying for a position, to achieve job stability. While competency models are useful for

business planning purposes, individuals seeking employment, advancing in their jobs, or transitioning careers can benefit from

career exploration, planning and development with the use of a competency model framework. Potential job candidates and

employees must consider competencies required of a position of interest and develop and convey the desired knowledge, skills,

abilities, and other characteristics to successfully interview for, perform at, and advance in a job within an organization.

According to Raven, J. & Stephenson, J, (2001), individuals must demonstrate general competence in the following four areas:

Meaning Competence: Understanding the culture of the organization and acting in accordance;

Relation Competence: Creating and maintaining connections with stakeholders of the tasks or organization;

Learning Competence: Identifying solutions to tasks and reflecting on experiences so that what is learned improves the

next task completed; and

Change Competence: Acting in new ways when the task or situation calls for it.

These competencies would be required and practiced by both the average and exemplary employee. By understanding the

competency model for a position or organization, the individual gains an awareness of the outputs or products or services

delivered through the position and has a “destination for a learning process”. (Rothwell, 2002; p. 133)

CHALLENGES WITH USING COMPETENCY MODELS

Competency models have their place in human resources practices and their use can be a method of speaking a similar language

among various audiences when discussing work requirements. However, competency models are not the sole solution for every

hiring and selection decision or other managerial functions Cokerill, Schroder & Hunt, (1995) nor should they be the only tool

utilized in meeting education and training needs Dalton, (1997).

Ashworth, P.D, & Saxton, J, (1990) explain that framing competencies as an outcome can ignore the mental and personal

processes that are utilized in developing and exhibiting skills and utilizing knowledge. Some idiosyncratic competencies that can

assist a person in being successful in their job or contributing to the competitiveness of an organization may be overlooked if the

competency model solely is used to strategically select only staff that fit this model and do not rely on developmental resources to

facilitate acquisition of competencies where a gap exists. Lado, A.A, & Wiliam, M.C, (1992); Lado, A.A., Boyd, N.G., &

Wright, P., (1992).




Several authors also caution against using competency models for measuring or appraising certain areas of performance and

providing developmental feedback based on these assessments, Boyatzis, (1982); Jackson, (2007); Delamare Le Deist &

Winterton, (2005).

Despite the efforts to assess the competencies associated with personal characteristics, traits and motivation, such competencies

are difficult to define and therefore difficult to assess. Such competencies cannot be directly measured in behavioral terms, but

more accurately, there are behaviors associated with these competencies. Thus, assessments of such competencies are not

objective; rather they are based on faulty or interpretable assumptions about behaviors that constitute maturity, flexibility,

cooperation, autonomy, and independence, among others. For these competencies, measurements that meet professional standards

are needed.

If an organization chooses to integrate competency models throughout their human resources practices (i.e., training and

development, selection, and performance and assessment activities), the competency model frameworks developed to describe

jobs or occupations and promotional opportunities should be shared with all managers and staff; employee participation in

development of a competency model can assist with providing awareness of the model as well as create acceptance, Lucia, A.D.,

& Lepsinger, R., (1999); and Montier, Alai, Kramer, (2006).

SIGNIFICANCE OF STUDY

This research would be meaningful for several reasons. First, several researchers have noted the need to empirically examine

importance of managerial competencies for effective decision making which would impact individual as well as firm’s

performance. Third, the results of the study could provide practical evidence to the industry. This study would help the companies

to recognize the importance of managerial competencies to their core employee performance. Managers in industries can use the

findings from this study to implement the appropriate functional strategies and manage their organizational practices effectively.

PROBLEMS AND PITFALLS OF TRADITIONAL COMPETENCY MODELING

Many performance improvement consultants have identified problems with competency models over the years. (Thomas, 2000,

Esque & Gilbert, 1995 January, Langdon & Marrelli, 2002)Some of the problems include:

Competency Models are based on behaviors, not accomplishments

Competencies are behaviors or (more often) abstract categories of behavior. But even combinations of skillful behavior that reflect

a variety of competencies might occur without generating any valuable accomplishments. Salespeople, for example, might be able

to exhibit different types of behavior learned in sales training yet fail to produce desired sales outcomes. On the other hand, by

specifying business results (e.g., repeat business) and key accomplishments required to produce them (e.g., satisfied customers,

retained customers), we create a much clearer path for trainers, managers, and sales representatives themselves to contribute to the

bottom line.

There are literally dozens of behaviors and competencies required for the achievement of key accomplishments that, by

themselves, will never lead to the desired business result of repeat business. By clarifying desired accomplishments, however, it is

possible to put together the right combinations of behavior to produce results.

There is often disagreement about the process and the terms used to define competencies (Marrelli A. , 1998)

There is huge variation in how competency modelers work to define competencies and link those competencies to individual and

organizational performance.

Some developers simply select competency names and definitions from lists to create their models, while others conduct extensive

field research to identify behavior that “illustrates” the competencies. One model might define a given competency differently

than another, use a different analysis process, or link different competencies to different success factors. In Langdon and

Marrelli’s words, “Identifying job competencies has traditionally used more art than science”.

Competencies are often broadly defined, ambiguous, and subjective

Rarely are they specific or measurable. Examples of commonly used competencies include good communicator, business acumen,

action oriented, approachable, pragmatic, creative, and a team player. The resulting problems of analysis and application are

numerous. One obvious difficulty is that such competencies are open to wide interpretation, which can lead to confusing

variability in evaluation and performance. Competency modelers have attempted to solve this problem by adding behavioral

indicators to each competency. Behavioral indicators do provide more description of what a competency “means,” however, the

focus is still on behavior instead of business results or individual accomplishments required.




In addition, behavioral indicators are often written as subjective, non-measurable descriptions of desirable behavior instead of

objective measurable results required. An example of a behavioral indicator for the competency entrepreneurship taken from an

actual competency model is “applies initiative and drive to find and exploit potential sales opportunities.” Such variability in

interpretation lays a weak and uncertain foundation for managing performance, measurement, feedback, and compensation. (Tina

& Binder, 2004)

REFERENCES

1. Amos, T., Hayward, B., & Bxter, J. (2008). Employee performance, Leadership style and emotional intelligence: an

exploratory study in a South African parasatal. Acta Commercii, 8, 15-26.

2. Armstrong, M., & Muralis, H. (2004). Reward Management: A Handbook of Remuneration Strategy and Practice (5

ed.). London: Kogan Page Limited.

3. Bishop, J., & Mane, F. (2004). The Impacts of Career Technical Education on Labor Market Success. Economics of

Education Review, 23(4), 381-402.

4. Borman, W., & Motowidlo, S. (1993). Expansing the Criterion Domain To Include Elements Of Contextual

Performance. Personal Selection in Organzations.

5. Borman, W., & Motowidlo, S. (1997). Task Performance and Contextual Performance: The Meaning For Personnel

Selection Research. Human Performance, 10(2), 99-109.

6. Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance.

7. Boyatzis, R. E. (2007). Competencies in the 21st Century. Journal of Management Development, 5-12.

8. Burgoyue, J. (1993). The Competence Movement: Issues, Stake Holders and Prospects. Personnel Review, 6-13.

9. Burks, S., Carpenter, J., Goette, L., & Rustichini, A. (2009). Cognitive Skills Affect Economic Preferences, Strategic

Behaviour And Job Attachment. Proceedings of the National Academy of Sciences, 106(19), 7745-7750.

10. Mihal, K. T. (Producer), & Calif, C. (Director). (1992). Taking Charge of Change, a videotape [Motion Picture].

11. Charles, C. Manz, & H. P. Sims Jr. (1990). Super Leadership. Newyork: Berkley Books.

12. Charles, C. Manz, & H. P. Sims Jr. (1993). Business without Bosses. Newyork: John Wilesy and Sons.

13. Cheetam, G., & Chivers G. (2005). Professions, Competence and Informal Learning. Cheltenham: Edward Elgar

Publishing.

14. Cohen, S., & Bailey, D. (1997). What Makes Work Teams?. Journal of Management, 23, 239-290.

15. Crebert, G., Bates, M., Bell, B., Patrick, C., & Cragnolini, V. (2004). Developing Generic Skills At University, During

Work Placement and in Employment. Higher Education Research and Development, 23(2), 147-165.

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Intercultural Relations, 15, 227-241.

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NC: Center for Creative Leadership.

18. Dalton, M., & Swigert, S. (1999). Learning To Learn: The Relationship of Learning Versatility to Perceptions of

Learning Behaviour and Managerial Effectiveness (Unpublished Manuscript).

19. Diedorff, C. E., Rubin, & Robert, S. (2006). Toward A Comprehensive Empirical Model, Managerial Competencies:

Implications For Management Eductaion (Report). Management Education Research Institute.

20. Draganidis, & Mentzas. (2006). Competency Based Management: A Review of Systems and Approaches. Information

Management and Computer Security, 14(1), 51-64.

21. Dubois, D. (1998). The Case Competency Book. Massachusetts: HRD Press, Inc.




22. Esque, T., & Gilbert, T. (1995, January). Making Competencies Payoff (Training).

23. Freud, S. (1960). Origins and Development of Pyschoanalysis. Newyork: Regency-Gateway.

24. Friesen, N., & Anderson, T. (2004). Interaction for Lifelong Learning. British Journal of Educational Technology,

35(6), 679-687.

25. Gardner, H. (1983). Frames of Mind: The Thepry of Multiple Intelligence. Newyork: Basic Books.

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System (Unpublished Manuscript).

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40. Retrieved from http://www.sixboxes.com/_customelements/uploadedResources/Competence_Matters.pdf



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http://ttqs.evta.gov.tw/Column_Files/a26ece1cb9a346f1a63177bfb828a806/Analysis%20on%20Literature%20R..%20.

http://www.jgbm.org/page/31%20Su-Chin%20Hsieh.pdf

http://www.ijrmbss.com/assets/pdf/Vol1Iss2/4.pdf

http://www.cii-iq.in/events/sec_Jun_08/ppt/Enhancing%20Managerial%20Competency.pdf

http://www.slideshare.net/karishmadhage/behavioral-interviews-competency-framework-28955514

http://www.thehumanmatrix.net/competency-mapping.html

http://www.workitect.com/blog/the-evolution-of-competency-modeling

http://www.workitect.com/blog/author/edward/page/2

http://d1sf7ccifibmqv.cloudfront.net/resources/practical%20questions%20building%20models.pdf

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A STUDY ON WORK LIFE BALANCE AMONG WOMEN FACULTIES

WORKING IN EDUCATION INSTITUTIONS

Jagadeesh B.32

ABSTRACT

The successful management of an organization’s human resources is an exciting, dynamic and challenging task, especially at a

time when the world has become a global village and economies are in a state of flux. In organizations and on the home front,

the challenge of work life is rising to the top of many employers and employees’ consciousness. Human resources are the

most valuable and unique assets of an organization. In today’s fast-paced society, educational institutions seek options to

positively affect the bottom line of their faculties, improve faculty morale, and retain faculties. Work life balance has been one

of the major factors in influencing the organization’s efficiency. This article highlights the issues connected with work life

balance of women faculty in educational institutions and the factors that determine work life balance.

KEYWORDS

Human Resource, Faculty, Work Life Balance, Educational Institutions, Women Faculties etc.

INTRODUCTION

Work – life Balance of women employees has become an important subject since the time has changed from men earning the

family living in today’s world where both men and women equally share the responsibility of earning for the betterment of their

family life. Hence, it is for the betterment of their family life. Hence, it is very necessary to know how the women balance very

professional and domestic life. In the initial stages, women had to struggle a lot to establish their identity in this competitive

world, both in the society as well as in the professional life. However, with the advancement in educational and training

institutions, things have improved largely.

In the past two decades, work-life balance as well as the need for “good work-life balance” has featured prominently in countless

academic, practitioner and policy maker debates (Fleetwood, 2007; MacInnes, 2008). Work–life balance is the degree to which an

individual is able to simultaneously balance the temporal, emotional, and behavioral demands of both paid work and family

responsibilities (Hill et al., 2001, p. 49). It is a situation in which employees are able to give right amount of time and efforts to

their work as well as their personal life outside work (Work-life balance, 2009. Anna, B., 2010). Employers for Work-Life

Balance (EfWLB), a lobby group for voluntary changes in working arrangements, says ‘work-life balance is about people having

a measure of control over when, where and how they work, leading them to be able to enjoy an optimal quality of life.

Work-life balance is achieved when an individual’s right to a fulfilled life inside and outside paid work is accepted and respected

as the norm, to the mutual benefit of the individual, business and society’. Work-life balance refers to the flexible working

arrangements that allow both parents and non-parents to avail of working arrangements that provide a balance between work

responsibilities and personal responsibilities.


Burke (2002) observes that both women and men prefer working in organizations that support work-life balance. Men appeared to

benefit more than women did. Men feel more satisfied when they achieve more on the job even at the cost of ignoring the family.

On the other hand, women stress that work and family are both equally important and both are the sources of their satisfaction. For

them the former is more important. When work does not permit women to take care of their family, they feel unhappy,

disappointed and frustrated. They draw tight boundaries between work and family and they do not like one crossing the others.

Rai (2009) while some employees work in the standard time some others need to be available for work that normally starts early

in the evening and continues well through the night. Sometimes they need to even work beyond the normal eight hours. This has

further intensified the work demands on employees. Consequently, there are growing reports of stress and work imbalance.

Rupashree and Shivganesh (2010) in their study reported that supervisor support and work-family culture are positively related to

job satisfaction and affective commitment. No significant association was found between Work-life benefits, policies, and job

outcome measures. Job characteristics and supervisor support were positively related to work-to-family enrichment. Work-to-

family enrichment mediated the relationships between job characteristics and job outcomes and between supervisor support and

affective commitment.

32 Assistant Professor, Department of Commerce, Field Marshal K.M. Cariappa College, Karnataka, India,

[email protected]





OBJECTIVES OF THE STUDY

To know the Social-Economic profile of respondents.

To identify the key factors influencing the work life balance.

To examine the effect of work life balance on faculties’ performance and work attitude.


Research design proposed for the study is ‘Descriptive’ type of research service. This type of research deals with quality of

responses from the respondents, attitudes, interests, technical skills, experience, behavioral, beliefs and values, emotions,

personality, self-concept etc. The primary data is collected with the help of a structured questionnaire circulated among 50

employees working in education institutions in Mangalore city. Secondary data was collected from earlier research work, various

published journals, magazines, books, websites, and online articles.

Social-Economic profile of Respondents

Table-1: Age

Age Number of Respondents Percentage

20-29 25 50

30-39 15 30

40 & Above 10 20

Total 50 100


The above table 1 states that, 50% of the responders belong to the age group of 20-29 years, 30% of the respondents belong to the

age group between 30-39 years and 10% of the respondents belong to the age group of 40 & above years.

Table-2: Educational Qualification

Educational Qualification Number of Respondents Percentage

Degree 7 14

Post Graduate 35 70

Vocational/Technical 8 16

Total 50 100


Table 2 depicts that 70% of respondents have studied up to the post-graduation level, 16% of the respondents have studied up to

degree and 14% of the respondents are possessed vocational/technical qualification.

Table-3: Marital Status

Marital Status Number of Respondents Percentage

Married 30 60

Unmarried 16 32

Widow /widower 4 8

Total 50 100


The above table 3 states that, 60% of the respondents are married, 32% of the respondents are unmarried and 8% are widow/

widower.

Table-4 Annual Family Incomes

Annual Family Incomes (Rs) Number of Respondents Percentage

Less than 50000 10 20

50001-100000 34 68

100001 & Above 6 12

Total 50 100


The above table 4 shows that 20% of the respondents earn less than Rs 50000, 68% of the respondents earn between Rs 50001-

100000 and 12% of the respondents earn more than Rs 100001 and above.




FINDINGS

1. The study found that 50% of the responders belong to the age group of 20-29 years.

2. It is found that 70% of respondents have studied up to the post-graduation level of education.

3. It is found that majority of the respondents are married.

4. It is found that 68% of the respondents earn between Rs50001-100000.

5. Faculty analysis was conducted to ascertain the relative strength of various factors that influence Work life balance

among respondents. The KMO measure indicated sample adequacy of 0.673, which is good. The Bartlett’s test

confirmed normality of the samples as supported by statistically significant Chi-square value.000.

6. Factor analysis extracted two factors for work life balance for women teaching faculty. The first factor reveals

dependents, time flexibility, role clarity and co-worker support. The second factor extracted reveals family culture,

working hours and head support. Management has to concentrate on time flexibility, role clarity, co-worker support,

working hours and head support for managing work life balance of teaching faculty. Management also need to emphasis

on dependents of the teaching faculty.

7. Based on the findings of the study, it is clear that faculty undergo severe stress as they try to balance their domestic life

and professional life. Continued work under pressure would result in poor performance in the institution as well as

domestic life. As this paper is focusing on only identification of factors affecting work life balance, it has not considered

the type of policy support required for such faculty in educational institutions.

SUGGESTIONS

1. Employees must be given more opportunities for advancement in the organization.

2. Supervisors must be trained to function effectively in a less directive, more collaborative style.

3. Traditional status barriers between management and workforce must be broken to permit and open communication.

4. Employees should receive feedback on results achieved and recognition for superior performance.

5. Personnel should be selected and/or promoted for excellence in their performance.

CONCLUSION

It is reasonable to conclude that modern organizations, especially educational institutions, should address the Work Life Balance

related issues among their staff, specifically women and take a holistic approach to design and implement policies to support the

teaching staff to manage their work life balance which would add to the performance of these staff members.

REFERENCES

1. Allen, T. D., & Russell, J. E. (1999). Parental Leave Of Absence: Some Not So Family Friendly Implications. Journal

of Applied Social Psychology, 29(1), 166-91.

2. Australian Bureau of Statistics. (1997). Labour Force Status and Other Characteristics of Families. Australia.

Canberra: Australian Government Publishing Service (No. 6224.0).

3. Biegen, M. (1993). Nurses Job Satisfaction: A Meta-Analysis of Related Variables (Nurse Research, No 42), 36-41.

4. Burke. (2002). Organizational Values, Job Experiences And Satisfaction Among Managerial And Professional Women

And Men: Advantage Men?. Women in Management Review, 17(5), 5 & 6.

5. Efraty, D., Sirgy, M. J., & Claiborne, C. B. (1991). The Effects of Personal Alienation on Organizational

Identification: A Quality-Of-Work Life Model. J Bus Psychol, 6, 57–78.

6. Fleetwood, S. (2007). Re-Thinking Work-Life Balance: Editor’s Introduction. International Journal of Human

Resource Management, 18(3), 351-359.

7. Hill, E. J., Hawkins, A. J., Ferris, M. & Weitzman, M. ( 2001). Finding an Extra Day A Week: The Positive Influence

of Perceived Job Flexibility on Work And Family Life Balance. Family Relations: Interdisciplinary Journal of

Applied Family Studies, 50, 49–58.




8. Kornblush, H. Y. (1984, May). Work Place Democracy and QWL: Problems and Prospects (Annuals of the American

Academy of Political and Social Science). Sage Publications.

9. Klatt, Murdick, & Schuster. (1985). Human Resource Management, pp. 585-592. Ohio, Charter E. Merrul Publishing

Company.

10. MacInnes, J. (2008). Work-Life Balance: Three Terms in Search of a Definition. In Warhurst, C., Eikhof, D.R. and

Haunschild, A. (Eds), Work Less, Live More? Critical Analysis of the Work-Life Boundary. Palgrave, Basingstoke.

11. Baral, Rupashree, & Bhargava, Shivaganesh. (2010). Work-Family Enrichment as a Mediator Between Organizational

Interventions for Work-Life Balance and Job Outcomes. Journal of Managerial Psychology, 25(3), 274-300.

12. Bharathi, P. Subburethina, Umaselvi, M., Kumar, N. Senthil. QWL: Perception of College Teachers. Indian Journal

of Commerce and Management Studies, 2(1), 47-65.

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415731c98788

19. Retrieved from http://dspace.library.iitb.ac.in/jspui/handle/10054/7796

20. Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1852405&show=abstract

21. Retrieved from http://aamiraali.blogspot.in/2013/03/research-proposal-determinants-of.html

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23. Retrieved from http://citation.allacademic.com/meta/p_mla_apa_research_citation/1/0/2/8/2/pages102827/p102827-

17.ph.. .

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conference reports, relevant reports & news, book reviews and briefs; and must reflect the standards of academic rigour.











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MANAGING DIVERSE WORKFORCE IN ORGANIZATIONS

Rajeshwari Gwal33

ABSTRACT

One of the most important and broad based challenges currently an organization facing is adapting to people who are different.

In today’s business environment, employees are the most important source of sustained competitive advantage. Every

employee is a unique combination of background, gender, religion, education, etc., and represents an enormous source of new

ideas and vitality. Unleashing and effectively using the productive talents, energy and creativity of a diverse workforce for

maximum organizational effectiveness is the fundamental goal of diversity management. Organizations today adopt various

measures to manage this diversity. The study aims to analyze how organizations can identify the degree of diversity using

Gardenswartz & Rowe’s (1994) Four Layers of Diversity Model and to formulate strategies to maintain and manage diverse

work force.

KEYWORDS

Workforce Diversity, Diversity Management, Four Layers of Diversity, Managing Diversity etc.

INTRODUCTION

Workforce Diversity is a complex phenomenon to manage people in an organization. Workforce Diversity addresses differences

among people within given countries. It means organizations are becoming more heterogeneous mix of people in terms of gender,

age, race, ethnicity and sexual orientation (Christian, Porter and Moffitt, 2006).The management of diversity is very important to

increase organizational effectiveness especially with current changes sweeping across the globe. Organizations that value diversity

will definitely cultivate success and have a future in this dynamic global labour market.(Jain and Verma,1996).A workplace

environment should respect and incorporate individual differences while recognizing the distinctive contribution that each

individual can make and creating a work place environment that capitalizes on the potential of entire workforce (Kenyon,2005).

Dimensions of Diversity

Indian organizations have to accommodate a very diverse social group of employees based on varying socio-economic, ethnic and

linguistic composition. Few dimensions determined by the constitution of India are: Scheduled Caste and Scheduled Tribes, Other

Backward Class, Bonafide members of the State, Ex-Defense and Paramilitary Personnel, Disabled Persons, Gender Issues, Age

factor and Temporary/Causal Contracts.

STATEMENT OF PROBLEM

Workforce Diversity has important implications for management practice. Managers have to shift their philosophy from treating

everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater

productivity, while at the same time not discriminating. To be successful one has to learn to value and respect cultural styles and

ways of behaving that are different from one’s own. Hence, this study sheds light on why managing Workforce Diversity should

be of high priority; suggest tools to measure diversity and strategies to manage Workforce Diversity.

NEED AND RELEVANCE OF STUDY

The study will establish some guidelines for organizational diversity development efforts and going beyond discriminatory,

reactive, legalistic or short-term approaches to deal with diversity. It affirms workforce diversity as an asset that will benefit an

organization and its employees through development efforts as against to discrimination and assimilation. Diverse teams make it

possible to enhance creativity, flexibility and rapid responses to changes. Diversity if managed positively can increase innovation,

improve decision-making and provides different perspectives on problems but when not managed properly, there is a potential for

higher turnover, communication that is more difficult and more interpersonal conflicts.

LITERATURE REVIEW

In a diverse environment where people can interact and share ideas, organizational growth and health are present. The exchange of

ideas creates an atmosphere of cultural acceptance that can lead to improvements in employee relations (Chavez & Weisinger,

2008). To manage diversity the HR manager has to have an open mind to make the diverse workforce come out of their comfort

zone and experience things that they may not be familiar with or drawn to (Rodrigues,2006). Employees who do not interact or

co-ordinate and remain concentrated among homogeneous sets of individuals fail to generate the learning that can be otherwise

33Assistant Professor, Acropolis Faculty of Management and Research, Madhya Pradesh, India, [email protected]





coming from interaction among different individuals (Reagans & Zuckerman, 2001). Diversity openness decreases as the age

increases (Simlin 2006). For one-to-one interaction, one has to overcome language and stereotype barriers and view the individual

as having a background that is different. Diversity management has improved organizational performance (Ozbilgin & Tatli,

2008).

OBJECTIVES OF STUDY

To measure workforce diversity using Gardenswartz and Rowe’s (1994) Four Layers of Diversity Model and suggest strategies to

manage workforce diversity.


Wellner (2000) conceptualized diversity as representing a multitude of individual differences and similarities that exist among

people. Diversity can encompass many different human characteristics such as race, age, creed, national origin, religion, ethnicity,

sexual orientation. To explain diversity Gardenswartz & Rowe’s (1994) Four Layers of Diversity Model is used.

Chart-1


According to Gardenswartz and Rowe (1994), diversity is like an onion, possessing layers that once peeled away reveals the core.

The four layers of diversity are Organizational Dimension, External Dimensions, Internal Dimensions and Personality.

DISCUSSION

The HR Department identifies the degree of diversity that exists in the organization with the help of diversity chart. The four

layers of diversity help in pinpointing the areas that need to be worked at for effective management of employee diversity.

The Outermost layer: Organizational Dimensions explains the diversity that could exist in matters of functions, work content,

seniority, departments, work location, union affiliation and management status. Here a person can influence this layer in limited

capacity.

The third layer: External Dimensions explains the diversity in matters of geographical location, recreational and personal habits,

income, religion, educational background, work experience, marital and parental status and appearance, An higher level of control

is exercised by individuals over these characteristics.

The second layer: Internal Dimensions explain the different categories that could exist with regard to race, age, gender, physical

ability, ethnicity, etc. Here an individual exercise least amount of control.




The innermost layer is the most important layer that forms the Personality of the individual based on the influences of the other

layers above it. The other layers help shape the individual’s perception, disposition, and actions, as the individual interacts with

the world around him. Having identified and understood the different layers of diversity the following tools will enable the HR

Department to measure diversity:

a) Managing Diversity Questionnaire

It assesses how effectively the organization is able to manage and capitalize on diversity in three different areas:

Individual Attitudes and Beliefs

Employees should be open to different cultural groups and comfortable with cultural changes. Culture influences

employee behavior. With flattened structures, widened span of control, reduced formalization and empowered

employees, the shared meaning provided by a strong culture ensures that everyone is pointed in the same direction.

Organizational Values and Norms

Values influence attitudes and behavior. Values of those in upper and middle management have a significant bearing on

the entire climate within an organization. Managers have to become capable of working with people from different

cultures because values differ across cultures and an understanding of this difference will encourage or discourage

diversity. This also helps in creating an ethically healthy work climate.

Management Practices and Policies

They help or hinder the systems such as accountability, reward and decision-making. Managers need to develop

interpersonal skills and should see the value of workforce diversity and practices that may need to be changed when

managing diverse employees. This can improve quality as well as employee productivity, empowering employees

improve, improve customer service and help employees balance work/life conflicts.

b) Checklist

It includes a list of questions with a yes or no option to pinpoint the company’s problem areas related to diversity. If the problems

are uncovered more investigation and assessment is carried out to manage diversity.

c) Diversity Opinionaire

This questionnaire is more personal giving a measure of opinions that employees hold about the pros and cons of becoming a

diversity driven company. This type of Opinionaire is highly valuable as it helps in identifying the factors that promote or hinders

diversity.

d) Organizational Report Card

This questionnaire helps to measure the stage of diversity the business finds itself in. This index explains whether the company is

monoculture, non-discriminatory or multi-cultural.

e) Focus Group Discussions

Once the opinions of the employees are collected, the information is given to focus groups to do an audit of the issues and uncover

the reasons behind an issue.

STRATEGIES TO MANAGE DIVERSITY

Diversity is going to be an important issue for the HR manager for the following reasons:

Increase in the number of young workers,

More women joining the workforce,

Increase in the proportion of ethnic minorities,

Increase in work-force mobility,

International careers and expatriates are becoming common,

International experiences becoming a pre-requisite for career progression to many top-level managerial positions.

The concept of managing diversity is premised on recognition of diversity and differences as positive attributes of an organization,

rather than as problems to be solved. The basic purpose of managing diversity is that heterogeneous organizations are more

creative and encourage lateral and imaginative thinking, giving the organization a qualitative and competitive edge.




The HR department has laid down certain basic rules, which form the guidelines under which the diversity is managed. These

include,

1) Managing Diversity

The HR department has formulated certain rules that apply to the needs and demands of the different categories of

employees. For example with regard to payment of salary, the HR department follows policies, which are unbiased and

equitable. This prevents any discontentment among the workforce.

2) Affirmative Action

The employees are hired and treated not based on their caste, race or religion but because of their motivations and skills.

Optimistic steps are followed to employ and increase the employment opportunities to induce belongings in the

employees.

3) Uniformity

Adoption of uniform dress code removes the psychological barrier that could exist between the employees from

different social levels. This promotes a positive approach of managing diverse workforce.

4) Facilities

Facilities and certain privileges are to be provided to the employees of the organization without any discrimination

based on their race, religion or caste.

5) Insurances and Securities

Health insurance, after retirement benefits and disability benefits are provided to the employees in an unbiased

manner.HR manager needs to have a broader perspective while working with diverse workforce.

CONCLUSION

HR Managers need to be multi-culturists. Towards this, they need to acquire knowledge about different cultures, display

sensitivity to other cultures and cultivate cosmopolitan outlook and attitudes. The role played by the HR Department goes a long

way in identifying the layers of diversity, measuring the degree of diversity using various tools and finally devising strategies to

manage diversity effectively.

Management of organizations should develop different HR models that can foster compatibility and co-operation between

different diverse groups. This can be achieved by identifying what can make diverse employees work better and efficiently.

Emphasis on benefits of workplace diversity will improve interaction and interrelations between the workforces. This will reduce

labour turnover of employees and get them more committed. The emphasis on getting a committed workforce would provide the

opportunities for HR Department of organizations to develop different models that will provide the opportunities to develop

employee’s skills enlarge and enrich job functions, job autonomy, work-life balance, offer flexible work pattern that can suit their

employees and lastly develop policies that will support diversity at work.

REFERENCES

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2. Barney, J. (1991). Firm Resources And Sustained Competitive Advantage. Journal of Management, 17(1), 99−121.

3. Chavez, C. I., & Weisinger, J. Y. (2008). Beyond Diversity Training: A Social Infusion For Cultural Inclusion. Human

Resource Management, 47, 331-350.

4. Harold, Andrew Patrick, & Vincent, Raj Kumar. (2012, April). Managing Workplace Diversity Issues and

Challenges. DOI: 10.1177/2158244012444615. SAGE Open.

5. Ozbilgin, M., & Tatli, A. (2008). Global Diversity Management: An Evidence-Based Approach. London, England:

Palgrave.

6. Reagans, R., & Zuckerman, W. (2001). Networks, Diversity, and Productivity: The Social Capital of Corporate R&D

Teams. Organization Science, 12, 502-517.

7. Rodriguez, R. (2006). Diversity Finds Its Place. HR Magazine, 51, 56-61.

8. Simlin, J. (2006). Organization Culture And Impact Of Diversity Openness in the IT-ITES Sector (Unpublished MBA

Dissertation Thesis). Karnataka: Christ College Institute of Management.




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http://www.washingtonandco.com/about-us

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http://sgo.sagepub.com/content/2/2/2158244012444615

http://www.scribd.com/doc/214608713/1-Manage-A-Comparative-Study-of-Workforce-Aruna-Deshpande

http://www.scribd.com/doc/214608713/1-Manage-A-Comparative-Study-of-Workforce-Aruna-Deshpande

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http://aripd.org/journal/index/rcbr/vol-2-no-1-june-2013-abstract-4-rcbr




AN EMPIRICAL INVESTIGATION INTO WORK-LIFE BALANCE IN ORGANIZATION

Sahana Maiya34 Dr. MM. Bagali35

ABSTRACT

Liberalization, Globalization and Privatization created a way for labor market to witness increasing employment opportunities,

young talented manpower, changes in demographic profile of employees, high-pressurized jobs, opportunities to travel abroad,

creation of dual career families etc. Women have now become a visible part of the workforce. There is a paradigm shift from

men treated as bread winners and women as house keeper or child bearer into women as both bread winner and the one who is

capable of handling multiple roles. Professional women especially working mothers has to perform multiple roles in balancing

their work-life and personal-life. Each role has its own set of demands and when such role demand overlaps/interacts, an

imbalance is created leading to stress, attrition, absenteeism etc. Thus, there is an increasing need for organizations to address

these demands of working mothers by implementing innovative HR policies. Work-life balance is one such HR practice that

enables the employees particularly working mothers to give proper prioritization between work and life roles. Hence, work-

life balance has become a growing concern in both Public and Private sectors.

The present paper based on empirical work, provides a deep insight of work-life balance of working mothers in Public and

Private sector. An experimental survey of equal number of Public and Private sector employees were carried out. Both the

sectors were evaluated on 6 sub scales viz: personal factors, balancing factors, organizational support, motivational factors,

career advancement and psychological factors. The results reveal the picture of difficulties faced in balancing the work

demand and the life (family) responsibility. The paper provides in-depth insights of commonalities and differences that exist

in Private and Public sector with regard to work-life balance polices. The study defines certain specific HRM interventions for

better work-life balance, per se.

KEYWORDS

Work-Life Balance, Working Mothers, Public Sector, Private Sector etc.

INTRODUCTION

In India changing societal attitudes, inflation and rising educational levels made more women than ever before to drive into the

paid workforce. The Indian women, who were confined only to the socially acceptable jobs like banks, teaching, nursing etc., are

now stepping into various sectors. Managing work and family responsibility can be very difficult for the women employees in

dual income families. Aiming at successful career with financial independence, she has to also nurture her growing child to

accomplish motherhood. Both these jobs are extremely demanding and doing justice to each other without neglecting the other is a

formidable task. Many moms struggle finding better ways to balance these two domains and often are confronted with this guilt

from outside sources like pressure from husband, family and friends. Work-life balance acts as a boon for working mothers, which

enables them to balance between work (career and ambition) and life (family, leisure, pleasure and personal development).

Private and Public sectors constitute a major part of the Indian economy in terms of both employment potential and its

contribution to national income1. Public sectors include organizations that are owned and operated by government rendering

services to benefit the overall development of the society. Whereas, Private sectors are the business sectors that are privately

owned and not part of the government. They are intended to earn a profit for owners of the enterprise. Having different working

environment, work timings, nature of work etc., both these sectors value the necessity of work-life balance to the employees. In

this paper an attempt has been made to study the effectiveness of work-life balance among working mothers on various factors

that influence and have repercussion in work-life balance paradigm by having a look at Private and Public sectors.

Work-Life Balance

Work life balance is about the interaction between paid work and other activities, including unpaid work in families and

community, leisure and personal development. Work-life balance is not mere related to work and life; it is the positive state of

mind. 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 (Hudson, 2005).

______________________________ 1The share of gross domestic product of Central Public Sector Enterprise stood at 5.6% in 2011-2012.

http://pib.nic.in/newsite/erelease.aspx?relid=93262

34Research Student, Jain University, Karnataka, India, [email protected] 35Professor & Head (Research in Management), Jain University, CMS Business School Annex and Ph.D Guide, Jain University,

Karnataka, India, [email protected]

http://pib.nic.in/newsite/erelease.aspx?relid=93262






Greenhaus, Collins & Shaw (2003) defined work-family balance as “the extent to which an individual is equally–self engaged and

equally satisfied with –his or her work role and family role”. Work-life balance does not mean an equal balance in units of time

between work and life. It is not a tight ropewalk between two poles acting as an organizational commitments and home demands

at the same time, but it is about proper understanding of the priorities of the professional and personal level.

NATURE OF WORK PLACE AT PUBLIC AND PRIVATE SECTORS

Public sector organizations operate with fewer profit margins and work environment is relaxed. There are enough resources

available to perform the job, as one of the goals of Public sector companies is to provide more employment to public. Whereas,

Private companies operate at higher profit margin and work environment is not as relaxed as Public sector companies because of

cutthroat competition among Private companies.

Nature of work for Public sector employees are more of routine type and not dynamic. Nature of work for Private sector

employees is more of dynamic and they are expected to perform different types of jobs depending on the need of the organization.

As per Francis and Lingard (2004), jobs in the Private sector are leaner, necessitating higher workload and permitting less

flexibility. However, jobs in Public sector are fatter, necessitating lesser workload and thus, allowing more flexibility.

NEED AND SIGNIFICANCE OF THE STUDY

Mehta (2012) in her study on work-life balance among women employees found that female employees face the problem of

balancing personal and family life, out of which more imbalance is observed in married women due to more family

responsibilities Professional women hardly find space for themselves to accomplish basic necessity of life like adequate sleep,

exercise and a healthy diet. They do not get enough time to get updated with the latest trends in their field to have career

advancement. Domestic pressure, stress at work, child mental or physical distress due to lack of attention adds on to the

psychological effect among working mothers. In jiggling between childcare and high pressurized work women often find it

difficult to cope up and discontinue their job. They also find it difficult to make up for the loss of experience and hence maternity

leave can cause a major setback to their career advancement and personal growth.

Organizations always seek employees who are more flexible, productive and who can adjust to the corporate world. Work

pressure, long working hours, night shifts, insufficient holidays, pressure to complete the tasks in time due to cut throat

competencies etc., create an imbalance in work life (Susi et al 2010). This results in less productivity at workplace, giving way for

absenteeism, high attrition, low morale, high employee turnover etc2. To retain and engage talented workforce, organizations are

stepping towards better and reliable work-life balance policies. Hence work-life balance is need of the hour for both working

mothers as well as for organization. The present study gives a comparative analysis of work-life balance among working mothers

at Private and Public sector.


Considerable research has highlighted the fact that work-life balance is an important indicator of organization development.

The research work by Susi S., and Jawaharrani K. (2010) explains how work-life balance and employee engagement becomes a

visible benchmark among high performing organizations that reap the economic and reputational benefits of being publicly

recognized as best place to work or ‘an employer of choice’. The study suggested that an effectiveness of work-life balance

policies and practices must incorporate the effects of workplace culture and supervisor support of employee’s efforts to balance

work and family responsibilities.

Chawla and Sondhi (2011) in their survey conducted among teachers and BPO women professionals revealed that job autonomy

and organizational commitment are in positive relation with work-life balance. The study indicated that the more proactive

schools/BPO companies, which value the contribution of a committed and contributing human resource, would need to provide

more autonomy to sustain their employee’s work-life balance. While workload and work family conflict indicated negative

relation with work-life balance.

Shanti and Sundar (2012) in their study of work life balance of women employees in IT3 industry analyzed that programs

implemented by IT firms of Chennai satisfy different categories of employees differently. Data were collected from 350 women

employees working in various IT companies .The study measured the satisfaction levels of the respondents across various work-

life balancing parameter. 55% of the employees were highly satisfied with the current work-life initiatives. Results revealed that

the set of factors facilitating work life balance is different for different groups.

______________________________ 2Findings of Susi S., and Jawaharrani K., (2010) in their research article ‘Work-life Balance: The Key Driver of Employee

Engagement’ 3IT companies refers to all types of software, hardware and consulting services.




Pandu., et al (2013) analyzed work-life balance of professional women among IT and ITES4 based on demographic information,

workload, work environment, feelings about work, family dependents and absence from work. The sector wise regression analysis

demonstrated that feelings about work, family dependents and absence from work are the strong contributors for a sense of

balance for an employee. However, no significant relationship has been obtained between work environment and work-life

balance.

Madipelli., et al (2013) in their research on factors causing work-life imbalance among school teachers showed that most of the

teachers feels stress with too many work demands, working conditions and long working hours. The multiple roles played by

women at work place and home reflecting boredom, frustration and stress lead to work life imbalance. Marital relationship,

attitude, co-operation of husbands and family members are highly influencing factors which create imbalance to workers.

The study of Ajith and Patil (2013) on work-life balance for role prioritization of IT employees showed that the employees were

able to fulfill their professional and personal commitments at the same time, because of better work life balance policies. The

relationship between work-life balance policies and role prioritization was significant. The study was conducted on variables like

travelling time, depression, temper, work etc., to know the relation between work-life balance and stress management.

The present work tries to identify the parameters of work-life balance related to personal, psychological or balancing factors that

create a pressure of being a mother or being a part of the family in contemporary India. The study also suggests some HRM

interventions related to career growth, organizational support and motivational factors to fill the gap between initiatives taken and

implementation.

STATEMENT OF THE PROBLEM

Nan stone (1989) found that women with children, frequently live under great pressure. Women want work-life policies based on

the pre-requisite demands5 that confer on them as ‘the gift of time’. For organizations to attract and retain women in work force,

HRM interventions can play a vital role in designing innovative work-life balance policies having knowledge of influencing

factors at various age levels. Thus, the study is intended to find out the contributing factors that influence work-life balance among

working mothers in Public and Private sectors.

OBJECTIVES OF THE STUDY

Comparative analysis of demographic profiles of Private and Public sectors in relation to work-life balance.

To identify the influencing factors towards work-life balance of working mothers at Private and Public sector.

OPERATIONAL DEFINITIONS OF THE SUB SCALES UNDER INVESTIGATION

For the purpose of present study, six subscales are operationally defined with reference to work-life balance of working mothers.

These sub scales, based on five-point interval scale, measured work-life balance variable.

Personal Factors: This includes factors, which are personal in nature like getting time for self, having healthy diet, sound sleep

etc.

Balancing Factors: This refers to the factors, which enable to balance work and life like time management, spending quality time

with children, awareness of organization policies etc.

Organizational Support: This includes the extent of support and the initiatives taken by the organization in implementing work-

life balance among employees, which includes workshop related to work-life balance, paid holiday programs, flexible working

hours etc.

Motivational Factors: These are the factors, which motivate the employees in balancing their work and life such as family

support, childcare provisions, passion about the work etc.

Career Advancement: The factors affecting the career growth of an employee includes denial of deputation, maternal wall

discrimination6, updating with latest trends etc.

Psychological factors: The factor, which are psychological in nature such as handling domestic pressure7, stress at work place,

feeling as less valuable etc.

_______________________________ 4An ITES Company refers to Information Technology Enabled Services with Business Process Outsourcing units. 5Pre-requisite demands includes flexible timings, work from home options, flexible leaves etc. 6Maternal wall discrimination refers to denied of major responsibilities after returning from maternity leave. 7Domestic pressure refers to pressure related to responsibilities /work at home.




SCOPE OF THE STUDY

This study is conducted in Public sectors and Private sectors at Bangalore, Karnataka, India. The respondents involved in the

study were restricted only to working mothers from Private and Public sectors. Under Private sector responses were collected

from IT, ITES, private banks, private colleges etc., whereas, responses from Public sector companies viz: BHEL, BEL, HAL,

Insurance companies, Nationalized Bank etc., were included for the research. The scope of the study is limited to the objectives

opted for this research. The list of companies/institutions of Private and Public sector under study is as shown in tables 1-4.

Table-1: List of Private Organizations Table-2: List of Public Organizations

Private Companies Nature

Public Companies Nature

TCS IT

BHEL Manufacturing

IBM IT

BEL Manufacturing

Wipro IT

HAL Manufacturing

Mind Tree IT

Oriental Insurance Insurance

Yahoo IT

State Bank of India Banking

Target Corporation IT

Cisco IT

Table-3: List of Private Educational Institutions

Infosys IT

Company Names Nature

SIGMA Info Solutions IT

Manipal Education and Medical Group Education

HP IT

St. Joseph PU College Education

STAG Software IT

JSoft Solutions ITES

Table-4: List of Private Non IT and ITES Companies

Digitranics ITES

Company Names Nature

Mind Teck Pvt. Ltd ITES

TD Power Solutions Manufacturing

Crimson logic ITES

JSW Steel Manufacturing

Pace Micro Technologies ITES

Deutsche Bank Banking

QualComm ITES

Oracle Financial Services Finance


The IT companies listed in Private sectors are major players and have global presence. Employee strength is high and have

Human Resources department in every location. Manufacturing companies listed in above table have various departments and

employees with different age and qualifications can be obtained. The Public sector companies listed in table-2 are the major

players in the respective domain. They have various departments where employees with different age and qualifications can be

obtained. Public sector companies are less when compared to Private sector because of non-availability of Human Resources

department.

LIMITATIONS OF STUDY

Respondents are limited only to Bangalore city, Karnataka.

This study is confined only to working mothers of Public and Private sectors.

It is assumed that the respondents have provided genuine inputs and reflect true experience.

Responses were taken only from those who agreed to give their valuable inputs.


Data Collection: The present research is an empirical study and is based on primary data. A structured questionnaire was adopted

for collecting primary data as also the literature and notes that are available from the companies under the purview of the study.

Secondary sources include information from the journals, periodicals, magazines, related websites and the policies of the

organization related to work-life balance issues.

Mode of Data Collection

Identified the companies under Private and Public sectors.

Approached the HR for respondents list.

Approached the respondents, with brief description about the research topic and were asked to fill in the questionnaire.

The respondent was asked to give his/her opinion freely. Any doubts raised by the respondents were clarified to gain

honest answers.

The maximum time set to respondent was three weeks.

Responses were collected personally and through emails.

Approached the respondents again for completeness.




The Tool: A structured questionnaire was designed on six sub-scales measuring personal factors, balancing factors, organizational

support, motivational factors, career advancement factors and psychological factors. The questionnaire was analyzed based on five

point Likert8 scale ranging from 1 = ‘No’, 2 = ‘To some extent’, 3 = ‘Somewhat (neutral)’, 4= ‘To great extent’ and 5= ‘Yes’,

against the factors, per se.

Sample Frame: The list of companies as mentioned in the tables 1- 4 of Private sector and Public sector were considered for the

study.

Sample Size: Samples of 110 responses were collected for this study. As many as 55 responses from each Public sector and

Private sector were considered.

Sampling Method: As the focus of the study was on working mothers, Purposive-sampling method was adopted. It is a non-

probability sampling technique, which was selected based on the knowledge of the population and the purpose of the study.

Respondents holding various positions at senior, middle and at entry level at various Public sectors and Private sectors were

considered.

Descriptive Statistics: Frequency Distribution

Frequencies for the number of employees categorized as type of sector along with cumulative percentage is shown in table-5

below:

Table-5: Frequency and Percentage of Employees with respect to Sectors

Type of Sector Frequency Percentage Valid Percent Cumulative Percent

Private 55 50.0 50.0 50.0

Public 55 50.0 50.0 100.0

Total 110 100.0 100.0


Table-6: Age Group of Private Sector Respondents

Age Group Frequency Percent Valid Percent Cumulative Percent

25-30 14 25.5 25.5 25.5

31-35 23 41.8 41.8 67.3

36-40 13 23.6 23.6 90.9

Above 40 5 9.1 9.1 100

Total 55 100 100


The table-6 shows the fact that 42% of the respondents are in the age group 31-35 years. Only 9% are of age group above 40

years. This indicates that Private sector consists of younger work force.

Table-7: Age Group of Public Sector Respondents

Age Group Frequency Percent Valid Percent Cumulative Percent

25-30 6 10.9 10.9 10.9

31-35 15 27.3 27.3 38.2

36-40 5 9.1 9.1 47.3

Above 40 29 52.7 52.7 100.0

Total 55 100.0 100.0


From the table-7, it can be inferred that 53% of the respondents are above 40 years. This clearly indicates the fact that public

sector consists of much experienced work force. Respondents of age group between 31-35 years are 27% and a mere 9% are of

age group between 36-40 years.

___________________________________ 8Likert scale is a scale commonly involved in research that employs questionnaire and is the most widely used approach to scaling

responses in survey research.




Table-8: Statistics of Private and Public Sector Age Group

Private Sector Public Sector

N Valid 55 55

Missing 0 0

Mean 34.31 42.70

Median 33.00 43.00

Mode 33 32.00


The Table-8 indicates that the average age of respondents at Private sector is approximately 34 years. The median value signifies

that almost 50% of the respondents in the sample are below 33 years of age. The most recurring age of the respondents is 33

(mode=33).

In Public sector, the average age of the respondents obtained is 43 years. As per the table-8, 50% of the sample is under the age

group of 43 years (median=43). The most recurring age of the respondents is 32 years (mode=32).

Table-9: Experience Levels of Respondents

Sector Experience

1 to10 years 11 to 20 years Above 20 years

Private 29 (26.3) 24(21.8) 2(1.8)

Public 11(10) 14(12.7) 30(27.2)

Total 40(36.3) 38(34.5) 32(29)


Note: *Number in bracket denotes calculated percentage

Graph-1: Experience –wise Distribution


Table 1.9 and graph 1.1 indicates that the experience level of the total respondents list are 36% between 1-10 years of experience,

35% with 11-20 years of experience, 29% more than 20 years of experience. In Private Sector 26% of respondents are having 1-

10 years of experience, 22% with 11-20 years and only 2% above 20 years. This indicates that Private sector work force consists

of young people of generation Y9 and generation X10. Most of the working mothers are having work experience of 1-20 years.

On contrary to this, in Public sector majority of respondents have work experience above 20 years (27%), only 10% with 1-10

years of experience and 13% with 11-20 years of experience. This gives clear indication that Public sector consists of work force

of experienced people of which majority belongs to generation X. ____________________________________ 9Respondents between 1981 and 1994. 10Respondents between 1963 and 1980.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

1 to10 years 11 to 20 years Above 20 years

Private

Public




Descriptive Statistics Obtained from Public and Private Sector

Irrespective of differences in demographic profiles, respondents of both Public and Private sectors gave maximum and least

responses for the following items. Mean and standard deviation for each item has been listed in table-10 and graph-2.

Table-10: Overall Descriptive Statistics in Both Sectors

Items Mean SD

Miss quality time with your children 3.43 1.38

Enjoy your work 4.03 1.12

Time management is important in balancing work and family life 4.72 0.61

Sufficient time to sleep and exercise 2.71 1.4

Your family co-operate with you in performing your work 4.22 1.1


Graph-2: Overall responses of both Private and Public Sector


Interpretation: Respondents of both Private and Public sector showed neutral response (neither to great extent nor to some

extent) towards missing the quality time with their children (mean=3.43).This shows that they are affected by the balancing

factors of work-life balance. Respondents of both sectors do enjoy their work to great extent (mean=4.03) and their family co-

operates in balancing work and family life (mean=4.22). Hence, respondents are much influenced by the motivational factors.

Respondents showed positive response towards the importance of time management in balancing work and family life

(mean=4.72). However, least response indicated that only to some extent respondents get time for sleep and exercise (mean=2.71)

and are much affected by the personal factors of work-life balance.

Comparative Statistics of Private and Public Sector

a) Differentiate aspects between Public and Private Sector

Having different working environment, work culture, work timings, attitude etc., both Private and Public sectors commonly agree

to the fact that work-life balance is one of the challenging issues to be dealt with. While dealing with the issue, certain factors

indicate the differences that exist in Private and Public sector.

Table-11: Differentiate Statistics between Private and Public Sector

Sectors Private Public

Items Mean SD Mean SD

Facing work overload that affects work-life balance. 2.54 1.28 2.06 1.19

Aware of organization’s work-life balance policies. 3.75 1.48 3.04 1.71

Are able to change the working hours from day to day. 2.94 1.69 1.65 1.24

Domestic pressure influencing peace of mind. 3.35 1.39 2.98 1.47

Work bothering even after working hours. 2.53 1.34 1.84 1.26

Part time job is best for career growth. 3.87 1.51 2.91 1.84


Miss quality

time with your

children

Enjoy your

work

Time

management is

important in

balancing work

and family life

Sufficient time

to sleep and

exercise

Your family co-

operate with

you in

performing

your work

3.43 4.034.72

2.714.22




Graph-3: Differentiate Statistics between Private and Public Sector


Interpretation: Table-11 and graph-3 gives a comparative statistical description between Private and Public sector with regard to

work-life balance. Respondents of Private sector face higher work load as compared to Public sector. This indicates that Private

sector respondents are much affected by the organizational factors. Public sector respondents showed neutral response (mean=3)

regarding awareness of organizational work-life balance polices whereas; greater awareness was shown by Private sector

respondents. Hence, Public sector respondents are affected by the organizational support factors. In Private sector, respondents

were able to change the working hours (mean=2.94) which is possible only to some extent in Public sector (mean=1.6). Hence,

Public sector respondents are also much affected by the balancing factors. Private sector respondents were affected by the

Psychological factors as the influence of domestic pressure was recorded more (mean=3.35) than in the Public sector (mean=2.9).

Work bothering even after working hours was seen more in Private sector (mean=2.53) than in Public sector (mean=1.8). The

importance of part time job in balancing work and family life was accepted more in Private sector (mean=3.87) than in Public

sector (mean=2.9). This clearly points that Public sector respondents are affected by career advancement factors.

b) Common aspects between Private and Public Sector

Respondents of Private and Private sector gave common responses to the following aspects as indicated by the table- 12 and

graph- 4 with mean and standard deviation.

Table-12: Common Aspects between Private and Public Sector

Sectors Private Public

Items Mean SD Mean SD

Denial of relocation affects your promotion/career growth 3 1.78 2.96 1.66

Facing maternal wall discrimination 1.76 1.3 1.81 1.33

Finding yourself more easily frustrated by co-workers 2.24 1.4 2.33 1.43

Getting sufficient time to take care of yourself 2.53 1.21 2.64 1.39

Getting enough time to concentrate on healthy diet 2.93 1.5 2.92 1.47


Graph-4: Common Aspects between Private and Public Sector


0

1

2

3

4

Facing work

overload that

affects work life

balance

Aware of

organization’s

work life balance policies

Are able to

change the

working hours

from day to day.

Domestic

pressure

influencing

peace of mind

Work bothering

even after

working hours

Part time job is

best for career

growth

Private

Public

00.5

11.5

22.5

3

Denial of

relocation affects

your

promotion/career

growth

Facing maternal

wall discrimination

Finding yourself

more easily

frustrated by co-

workers

Getting sufficient

time to take care of

yourself

Getting enough

time to concentrate

on healthy diet

Private

Public




Interpretation: Respondents of both Private and Public sector gave neutral response to the denial of relocation or deputation

affects their work and personal life (mean=3).Hence, career advancement factors are affecting their work-life balance. Negative

responses were obtained for maternal wall discrimination in both sectors (mean=1.8). To some extent respondents of both sectors

easily get frustrated by co-workers (mean=2.3) indicating that to some extent they are affected by psychological factors. Personal

factors like getting sufficient time for self and having healthy diet showed neutral response (mean=3) in both sectors.

CONCLUSIONS

HR profession’s concern for better workplace is to address the work-life balance issues and create a great place to work. Work-life

balance policies have to be implemented at every levels of organization. From the above findings, it can be concluded that the

structure of work-life balance differs in Public and Private sectors.

Respondents of both private and public sectors are influenced by motivational factors like enjoying their work, family support

etc., but are affected by personal factors viz: time for self, having healthy diet etc. Public sector respondents are much affected by

balancing factors viz: spending quality time with kids, awareness of work-life balance policies etc., and career advancement

factors viz: getting updated with latest trends of their job, part time jobs etc., While private sector respondents are affected by

Organizational support factors (work overload) and psychological factors such as domestic pressure, work bothering even after

working hours etc.

Organizations should take proactive initiatives to address these issues of working mothers at Private and Public sectors.

Policy Implications

There is a need for organizations to develop and implement effective work-life balance policies and encourage employees to make

use of available policies. In public sector companies, employees are not aware of organizational policies related to work-life

balance. This can be made part of induction program so that employees are aware of policies.

Aggressive marketing of current work-life balance arrangements accompanied by review and feedback from working

mothers.

Issues of work-life balance have to be addressed from the angle like Mentoring, Counseling and coaching people to face

the issues as they arise.

Counseling sessions for better work-life balance for employees to be organized on regular basis.

Awards and prizes for managing work-life balance should be instituted, so that it works as motivation for all others to

benchmark.

Limited or not travel policy for women with young children.

Flexible work option policy such as work from home, job sharing for new mothers / women with young children.

Provision of hygiene and comfortable childcare facility at office premises.

SCOPE FOR FURTHER RESEARCH

The study was conducted in Bangalore city only but can also be done across cities.

The study was based on age of the respondents, further studies can be done on educational qualification, designation etc.

The study was conducted only on working mothers but can be extended to working women and men.

REFERENCES

1. Ajith, Madhu, & Vidya, S. Patil. (2013). An Empirical Study On Work Life Balance For Role Prioritization Of IT

Employees. RVIM Journal of Management Research, 5(1), 31-40.

2. Chawla, Deepak, & Sondhi, Neena. (2011). Assessing Work-Life Balance among Indian Women Professionals. The

Indian Journal of Industrial Relations, 47(2), 341-351.

3. Francis, Valerie, & Helen, Lingard. (2004). A Quantitative Study of Work Life Experiences in the Public and Private

sectors of the Australian Construction Industry. Construction Industry Institute Australia Inc., Melbourne University.

4. Greenhaus, J. H., Collins, K. M., & Shaw, J. D. (2003). The Relation Between Work –Family Balance and Quality of

Life. Journal of Vocational Behaviour, 63, 510-531.

5. Hewlett, Sylvia Ann. (2002). Executive Women and the Myth of Having It All. Harvard Business Review, 66-73.

6. Hudson. (2005). 20:20 series The Case for Work /Life Balance: Closing the Gap between Policy and Practice.

Hudson highland group Inc.:4-5.




7. Madipelli, Saritha, Sarma, V. S. Veluri, & Chinnappaiah, Y. (2013). Factors Causing Work Life Imbalance among

Working Women-A Study on School Teachers. The Indian Journal of Industrial Relations, 48(4), 612-633.

8. Messersmith, Jake. (2007). Managing Work -Life Conflict among Information Technology Workers. Human Resource

Management, 46(3), 429-451.

9. Mehta, Vijayashree. (2012). A Study of Work Life Balance among Women Employees in Service Sector With Special

Reference to Pune city (Unpublished Doctoral Thesis). Pune. Pune University: Department of Management.

10. Murthy, T. N., Govinda, Pedireddy, & Sayyed, Imtiyaz. (2013). Gender Issues of Women Employees at Workplace in

Indian BPO Sector. Abhinav National Monthly Referred Journal of Research in Commerce and Management, 2(2),

72-80.

11. Pandu, A., Balu, A., & Poorani, K. (2013). Assessing Work-Life Balance among IT & ITeS Women Professionals.

The Indian Journal of Industrial Relations, 48(4), 611-620.

12. Santhi, T., & Sundar, K. (2012). A Study on the Work Life Balance of Women Employees in Information Technology

Industry. Zenith International Journal of Business Economics and Management Research, 2(1), 82-96.

13. Susi, S., & Jawaharrani, K. (2010). Work life Balance: The Key Driver of Employee Engagement. Asian Journal of

Management Research, 2(1), 474-483.

14. Stone, Nan. (1989, September/October). Mother’s Work: Are Women And Children Better Off Now That Women Are

Working?. Harvard Business Review, 67(5), 50-55.

15. Williams, Joan C. (2004, October). The Maternal Wall. Harvard Business Review, 88(10), 26-28.

*****





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EMOTIONS IN THE WORKPLACE: UNDERSTANDING THE RELATIONSHIP

BETWEEN EMOTIONAL LABOR AND EMPLOYEE JOB SATISFACTION

Shikha Sharma36

ABSTRACT

The banking industry is a key driving force of Indian economy and has played a vital role in putting India on the global map.

The sector has emerged as a sunrise sector in the Indian economy by playing a vivacious role in economic advancement of a

country. Employees of the bank as the part of their job of providing the service to the customer, is supposed to express desired

emotions in their face-to-face interactions with the bank customers and with this aim to display the appropriate emotions to the

customers, the individuals sometimes hide or fake felt emotions, or they try to experience the expected emotion, which results

in strain/stress. Employees, therefore, are exposed to significant pressures in their jobs, which ultimately affects their work

and personal life. In addition to occupational roles, the “act of expressing socially desirable emotions” is the basis for

emotional labor in banking sector jobs. Appreciating the importance of emotions in the service sector, the study scrutinizes the

impact of emotional labor on employee job satisfaction in Indian banking sector as its setting.

The study finds out how the constructs of Emotional labor (i.e. Surface Acting, Deep Acting, Emotional Consonance, and

Suppression) affects the employee Job Satisfaction. The study has taken a large chunk of Indian banking sector i.e.

Nationalized banks as its sampling frame. The result of the study reveals a significant positive relationship of Job Satisfaction

with Deep Acting and Emotional Consonance, whereas Job Satisfaction founds to have a significant negative relationship with

Surface Acting and Suppression.

KEYWORDS

Surface Acting, Deep Acting, Emotional Consonance, Suppression, Emotional Labor, Job Satisfaction etc.

INTRODUCTION

Mounting globalization, cut throat competition, ever increasing technological advancement are the new dynamics that are

changing the whole outlook of business at local as well as global level .The Indian banking industry is a key driving force of

Indian economy and has played a vital role in putting India on the global map. The sector has emerged as a sunrise sector in the

Indian economy by playing a vivacious role in economic advancement of a country. The Indian Banking System consist of a large

mix of public private and foreign sector financial institutions, whose objective is to serve the people for their financial and

economic needs. It is instructive that 157 including Public, New Private Sector, Old Private Sector, Foreign, Local Area and

Regional Rural banks are operating in the country. Reserve Bank of India is the central/apex bank, which controls and regulates

the functioning of all banks operating within the country.

Banking sector is backbone of Indian economy. According to a recent report by IBEF (India Brand Equity Foundation) titled “The

Indian Banking Sector: Recent Developments, Growth and Prospects”, India’s GDP growth will make Indian banking industry

third largest in the world by 2025. It is projected that the sector has the potential to account for over 7.7 percent of GDP with over

Rs.7, 500 billion in market cap, and to provide over 1.5 million jobs. The report reveals that Indian banks have done and are doing

remarkably well in increasing shareholders value, allocating capital effectively and contributing to GDP growth. Above all the

report brings a new mantra of Customer Service as the weapon to achieve a sustainable competitive advantage for the Indian

banks. The Employees of an organization play a critical role in delivering high quality services and creating a pool of contented

external customers. The daily interaction with the customers is an integrated part of the life of a bank’s employee. Employees of

the bank as the part of their job of providing the service to the customer, is supposed to express desired emotions in their face-to-

face interactions with the bank customers and with this aim to display the appropriate emotions to the customers, the individuals

sometimes hide or fake felt emotions, or they try to experience the expected emotion, which results in strain/stress. Employees,

therefore, are exposed to significant pressures in their jobs, which ultimately affects their work and personal life. In addition to

occupational roles, the “act of expressing socially desirable emotions” is the basis for emotional labor in banking sector jobs.

Appreciating the importance of emotions in Service Industry the study aims to scrutinize the impact of emotional labor on job

satisfaction in Indian banking sector as its setting. In essence, the study aims to find out how the constructs of Emotional labor

(i.e. Surface Acting, Deep Acting, Emotional Consonance, and Suppression) affect the employee Job Satisfaction in particular.

CONCEPTUAL FRAMEWORK

Sociologist Hochschild (1983) in her book “The Managed hearts” first coined the term “Emotional Labor” and she defined the

term as "management of feeling to create a publicly facial and bodily display". Hochschild pointed out that people control their

emotions in personal and work life. Whenever a person alters his or her outward behaviour (emotions, verbal cues body language)

36Research Scholar, University Business School, Panjab University, Chandigarh, India, [email protected]





to conform to an ideal, something that every human does, it is emotional labor. In other words, it refers to individuals managing

their feelings to create publicly observable facial and bodily displays. Hochschild portrays two types of emotional acting: surface

acting and deep acting. Surface acting involves employees simulating emotions that are not actually felt, by changing their

outward appearances (i.e., facial expression, gestures, or voice tone) when exhibiting required emotions. Surface acting most often

involves the masking of negative emotions, such as anger, annoyance, sadness, etc., with happier emotions, such as happiness,

care, excitement, etc. Deep acting refers to two different emotional actions. The first is to exhibit the actual emotion that one feels

(Hochschild, 1983). The other is true method acting, using past emotional experiences to encourage real emotion that one may not

have felt otherwise. In many situations on job, people often find themselves suppressing feelings and displaying a more socially

accepted emotion that is deemed more appropriate. During service encounters, employees adopt certain stratagems to regulate

their emotions – that may include surface acting, deep acting, suppression, emotional consonance etc. Suppression means hiding

emotions in order to be effective on the job (Zammuner & Galli, 2005a). Emotional consonance incarcerates the situation where

somebody effortlessly feels the emotions that are required in a certain situation (Zammuner & Galli, 2005a).

In order to understand emotional labor, an important question is what determines the correct emotional response for a situation.

Hochschild described a set of "feeling rules", also called "display rules" (Ashforth & Humphrey, 1993), by which people identify

what the appropriate behaviour is (Hochschild, 1983). These feeling rules are analogous to a libretto, describing the `right

response for work situations (as well as others) (Hochschild, 1983). They can be part of the training for the occupation, or can be

simply `manners'. Several larger organizations will have a set of policies, most of which will likely cover conduct with customers.

This is a form of written feeling rules, a set of guidelines by which to judge the correct response. An example of such written

feeling rules comes from McDonalds, that encourage sincerity, enthusiasm, confidence and a sense of humour in their service

personnel rules, however, are unwritten, as in the case of `manners'.

After Hochschild (1983), several researchers conceptualized emotional labor with a different emphasis. Mumby and Putnam

(1992) conceptualized emotional labor as the way individuals change or manage emotions to make them appropriate or consistent

with a situation, a role, or an expected organizational behaviour. According to this view, expression of wider range of emotions at

work is desirable, not to enhance productivity but to foster subjective well-being of the organizational members and their families.

Ashforth and Humphrey (1993) defined emotional labor as the act of displaying appropriate emotions, with the goal to engage in a

form of impression management to foster social perceptions of her/himself as well as to foster an interpersonal climate (Morris

and Feldman, 1996). This conception of emotional labor focused mainly on the effectiveness of the behaviour.

Morris and Feldman's (1996) defined the term as ‘the effort, planning, and control needed to express organizationally-desired

emotion during interpersonal transactions’. They proposed that emotional labor consists of four dimensions: (a) frequency of

interactions, (b) attentiveness (intensity of emotions, duration of interaction), (c) variety of emotions required and, (d) emotional

dissonance.

Job Satisfaction

Job satisfaction, which is the other construct of the study under consideration, is defined as the overall assessment of positive

emotions related to an individual’s work (Martin & Schinke, 1986). It is an important indicator of how workers feel about their

jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Locke (1976) in this regard

defined job satisfaction as a pleasurable emotional state resulting from the perception of one’s job as fulfilling one’s important job

values, provided these values are compatible with one’s needs. Steijn (2000) believed a higher job satisfaction is associated with

increased productivity, lower absenteeism and lower employee turnover.

Emotional labor and job satisfaction

The link between emotional labor and employee job satisfaction has been studied by Montgomery et al. (2005), who found that

emotional labor was positively related to work-employee job satisfaction as well as life satisfaction The research on the

relationship between emotional labor and job satisfaction has found both positive (Wharton, 1993) and negative relationships

(Morris & Feldman, 1997). These findings may be explained by the method of emotional labor undertaken, for instance, surface

acting may lead to feelings of inauthenticity and consequently job dissatisfaction. Conversely, if an employee engages in deep

acting this may lead to feelings of personal accomplishment and by extension, job satisfaction (Kruml & Geddes, 2000).

Based on the review of Literature following hypotheses has been framed;

H1: There exists significant relationship between emotional consonance and employee job satisfaction in few select nationalized

banks.

H2: There exists significant relationship among Suppression and employee job satisfaction in few select nationalized banks.

H3: There exists significant relationship between Surface acting and employee job satisfaction in few select nationalized banks.

H4: There exists significant relationship between Deep acting and employee job satisfaction in few select nationalized banks.




Figure-1: Proposed Research Model



The boundary of this study is limited to the Banking sector industry. The current study focuses on emotional labor, keeping this in

mind the sampling frame is narrowed to focus on those guest-contact (face-to-face or voice-to-voice) employees of two

nationalized banks, Oriental Bank of Commerce and Corporation bank who perform emotional labor on a daily basis. For

example, the guest-contact employees included in study are mentioned below:

Front desk executives/ Single Window operator/Computer Operators/Clerk/tellers,

Assistant Managers/ Accountants/ Officers/ POs,

Managers(Operations, Deposits, loans, Forex, Marketing ),

Branch Manager (AGM, Chief Manager, Manager).

To test the hypotheses, data was collected from 125 employees of two nationalized banks (Oriental Bank of Commerce and

Corporation bank), who used to have face-to-face contact with the customers on almost daily basis. OBC and CB were selected

based on providing maximum business per employee for the year 2012-2013, as per the statistics provided by RBI.

Upon data entry and data, cleaning only 109 correct and usable responses fit for data analysis were gathered, corresponding to a

response rate of 87%. Secondary data was collected from the research journal, reports and magazines enabling us to review the

previous research studies and to frame objectives based on the research gap. Data collection was done with the help of a well-

structured standardized questionnaire, consisting of the items relevant to the five (Surface Acting, Deep Acting, Emotional

Consonance, Suppression and Job satisfaction) constructs and one part dedicated to collecting demographic profile of respondents.

Measures

Emotional labor was measured using a scale developed by Näring, Briët, & Brouwers (2007) consisting of four constructs:

Surface Acting, Deep Acting, Emotional Consonance, and Suppression. Job satisfaction was measured with the Job Satisfaction

Survey (JSS) designed by Paul E. Spector, University of South Florida (1985), a nine facet scales to assess employee attitudes

about the job and aspects of the job.

Reliability of the instrument

Though the researcher has used standardized questionnaires, still it is considered to be a good practice to access the reliability

statistics of the instrument. The structured questionnaire for Emotional labor by Näring, Briët, & Brouwers (2007) in general

shows the reliability statistics b/w the range of 0.71 to 0.83 across four constructs. Job satisfaction survey designed by Paul E.

Spector, University of South Florida (1985) shows the reliability statistics of 0.77 in general.

The Researcher crosschecked the internal reliability of the two scales used for the study. SPSS 21 was used to analyze the

reliability. The reliability analysis was conducted to check the reliability of the scales used in the survey. The scale used in this

study has demonstrated high reliability scores. Cronbach’s alpha scores range from 0.711 to 0.813 across the five dimensions of

the scales used.

Validity Analysis

A pilot survey of respondents was conducted. The questionnaire was imparted to 45 bank employees (all inclusive front desk

executives, managers, assistant mangers and branch manager) of two branches of both the banks under study. After pretesting in




the field, expert advice from the subject guide, Branch Manager of OBC Bank, the questionnaire was carefully reviewed and

subsequent changes were made.

The required numbers of questionnaire were then printed for collecting the responses from the employees of two banks under

study. Personal visits were conducted in all the branches to collect the data. This process helps in ensuring the content validity of

the instrument used in the study.

For construct and criteria validity researcher relies on the validity testing already done by respective authors Näring, Briët, &

Brouwers (2007) for Emotional labor, Paul E. Spector, University of South Florida (1985) for Job satisfaction survey.

ANALYSIS AND RESULTS

Data gathered from primary source was subjected to the statistical analysis; mean and standard deviation were calculated in the

first phase for each of the dimension and construct. Secondly, the mean and deviations were used to explore and establish the

associations between the constructs by determining the Pearson’s correlation co-efficient (r). Lastly, to study the impact of

Emotional labor on employee job satisfaction regression tool has been used, to ascertain the model fit. All the statistical analysis

has been carried out using SPSS 21. The mean, standard deviation, inter-correlations and Cronbach’s reliability values have been

mentioned in Table 2.

Table-2: Means, Standard Deviations, Alpha Reliabilities and Inter-Correlations among Variables

M SD 1 2 3 4 5

SA 2.82 0.542 (0.792)

DA 3.45 0.478 - (0.813)

EC 3.40 1.141 - .799* (0.711)

SU 3.25 0.802 0.638* 0.486* - (0.655)

JS 3.57 0.529 -0.455* 0.413* 0.659* -0.512* (0.768)


Note: N = 109; SD = Standard Deviation; Reliability coefficients (Cronbach’s alpha) of each scale have

been mentioned on the diagonal (in parentheses). * p < .001 , α = 0.05.

SA= Surface Acting; DA=Deep Acting; EC=Emotional Consonance;

SU=Suppression; JS=Job Satisfaction.

Descriptive Analysis

Descriptive statistics are worked out to know the pattern of score distribution. The data suggests that mean for all the variables

except surface acting are between 3.00 & 4.00, which suggests that respondents either remain neutral or agreed with the

statements pertaining to scale and sub scales. While the standard deviation for Surface Acting, Deep Acting and Job Satisfaction

are more than 0.5, which suggests that the responses are not much scattered while in the case of Emotional Consonance,

Suppression the responses are highly scattered and significant in nature.

Correlation Analysis

Job satisfaction is found to have inverse correlation with surface acting (r = -.0.455, p< .05), and Suppression (r = -.512, p< .05)

respectively. While the correlation found to be positive between Job Satisfaction and Emotional Consonance (r =-0.659, p< .05).

In addition, there found to be positive correlation between Job Satisfaction and Deep Acting (r = 0.413, p< .05).

Regression Analysis

Based on the results of the correlation analysis, it has been established that all the four constructs of Emotional Labor: Surface

Acting, Deep Acting, Emotional Consonance and Suppression are significantly associated with Employee Job Satisfaction and

thus enabling the application of regression technique to determine the impact of predictor variables (Surface Acting, Deep Acting,

Emotional Consonance, and Suppression) on the criterion variable (JS).

The following regression models are used to assess the effects of each of the explanatory variables on the level of job satisfaction.

Y= + 1X1 + 2X2 + 3X3 + 4X4 + Error Term

Job satisfaction = + 1 Emotional Consonance + 2 Surface Acting + 3 Suppression + 4 Deep Acting

Where, 1, 2, 3, 4= unstandardized coefficients of Emotional Consonance, Surface acting, Suppression, Deep Acting,

dimensions of emotional labor.




Table-3: Regression Analysis Results for Job Satisfaction

Dependent

Variable

Independent

Variable

Unstandardized

Regression

Coefficients

Standardized

Regression

Coefficients

( β )

T-value Significance

Probability

β

Std.

Error

Job

Satisfaction

Constant .571 11.754 .000 R 0.688

Emotional

Consonance

.423 .107 0.418 3.647 .000 Adjusted R2 0.476

Surface Acting -.324 0.098 0.313 -2.825 .003 F 51.92

Suppression -.241 0.065 .234 -2.761 .000 Sample Size 109

Deep Acting .214 0.054 .203 2.437 .001


The regression equation thus formed is as follows

Job Satisfaction =0.571 + 0.423 X1 + (-0.324) X2+ (-0.241) X3+ 0.214 X4

This can be interpreted that the increase of one unit of surface acting may incur the dip of 0.324 units in Job satisfaction.

However, for the independent variable of deep acting, every one unit of increase will incur the raise of 0.214 units in dependent

variable, job satisfaction. On the other hand 1 unit increase in emotional consonance may cause 0.423 units of job satisfaction to

increase. Finally, for suppression every 1 unit of increase in that will incur the dip of 0.241 units in job satisfaction.

The results of multivariate analysis suggests that Job Satisfaction demonstrates a moderate predictive power adjusted R

Square=0.476 which points out that 47.6 percent of dependent variable of Job Satisfaction can be explained by four constructs i.e.

Emotional Consonance, Surface Acting, Suppression, Deep Acting of Emotional Labor. A scrutiny of the results in table 7 show

that the explanatory variables, namely, Emotional Consonance (p=.000), Surface Acting (p=.003), Suppression (p=.000), and

Deep Acting (p=.001) are significant predictors of Job Satisfaction. There is a significant positive relationship of job satisfaction

with Deep Acting, Emotional Consonance respectively whereas a significant negative relationship of job satisfaction with Surface

Acting and Suppression. Surface acting means affecting displays or faking. Therefore, it can be concluded that if there is surface

acting in the work of the employees they will be uncomfortable at their job. In terms of suppression, also the relation appears to be

negative .If one goes into the meaning of suppression it means withdrawing, failure to develop or exclusion, which suggests that if

any of this exists in one job he / she will not be satisfied, or comfortable working there so it very approves the found relation. The

findings reveal that if bank employees start hiding emotions in order to be effective on the job, it will ultimately affect their job

satisfaction level. They may sense heaviness, feel burdened, as they are unable to present the true emotions, which can further

gives invitation to various health problems. Similar results were found by Ybema & Smulders (2002) in their study and hence

support the findings of current study.

Further, the result reveals that deep acting leads to high job satisfaction. Deep acting helps employee tries to actually feel the

emotions that he or she is supposed to express in the service interaction when employees successfully perform deep acting

emotional labor, they feel less phony or alienation. They are rewarded and satisfied by how personal their service was

(Hochschild, 1983), and therefore, they experience job satisfaction. Further, the result divulges that emotional consonance leads to

high job satisfaction. Emotional consonance captures the situation where somebody effortlessly feels the emotions that are

required in a certain situation, which leads to high job as well as life satisfaction.

Table-4: Summary of the Results

Hypothesis Result Supported

H1: There is significant relationship between

emotional consonance and employee job satisfaction.

r =0.659; p=.000; (p < 0.001) Yes

H2 : There is significant relationship between

surface acting and employee job satisfaction

r = -0.455; p = 0.003; (p < 0.005) Yes


suppression and employee job satisfaction

r = -0.512; p = .000; (p < 0.001) Yes


deep acting and employee job satisfaction

r = 0.413; p = .001; (p < 0.005) Yes





CONCLUSION AND STRATEGIC IMPLICATION

This study scrutinizes the relationship between emotional labor and employee job satisfaction in the banking sector. The two

nationalized banks OBC and Corporation bank are chosen to conduct the study. The results of this study provide practical

implications for the Banking sector. The research suggests that emotional labor is an important precursor of employee job

satisfaction. Emotions/Sentiments plays a key role in shaping individuals' thoughts, actions and subsequent feelings. There is a

need to recognize that emotions and job-related emotional regulation (e.g. customer interaction or management) should be

important part of organization work cultures. It certainly applies to interactions between bank employees as they work with their

customers. Banking professionals frequently encounter situations where dissatisfaction, annoyance, and frustration are likely to be

the dominant emotions, leading them to enact emotion work as part of their position. They are required to display only emotions

that are part of their work role: calmness, coolness, technological dexterity, pleasantness, and cheerfulness, while hiding emotions

of anger, disdain, and irritation. It would be very positive for banks to conduct training programs, hold guest lectures, and conduct

workshops that discuss how to handle emotions. Providing training programs to develop necessary skills to perform emotional

labor may require more focus efforts by organizations than reliance upon selection. In addition, curricula of bank professionals

should integrate the competencies associated with emotional labor into programme outcomes. Such an initiative may help them to

deal with stress more effectively.

A successful, happy organization must consist of emotionally intelligent employees. Banks should plan workshops, which

enhance the capability of individuals to create better self-awareness; thereby having a lesser stressed healthy organizations. In

addition, OD Interventions should be carried out in the forms of games and other activities, where individuals can learn to enhance

their emotional quotient. Banks should attempt to build a sense of teamwork that would help in the service delivery process and

helps in nurturing positive mood among team players. Supervisors and managers need to educate employees on how to help each

other when someone is having a bad day on the job. Outcome of this study reveals that the consequences of emotional labor can

be either positive or negative, depending on how it is executed / performed.

LIMITATIONS OF THE STUDY

Every study, no matter how well it is conducted and constructed has limitations, and similar is the case with this study. The first

limitation of this research is the inclusion of only two nationalized banks. This might not portray an accurate representation of

whole Banking sector .The replication of the study at different regions and in Private Sector and Foreign Banks would enable

better generalization of the findings of the study. Secondly Due to time constraints and busy schedules of the employee it was

difficult to interact with them completely. Lastly, the research only considers the service sector and similar scenario may also be

present in other sectors of an economy. This may open new avenues for researchers to extend the scope of the study.

REFERENCES

1. Ashforth, B. E., & Humphrey, R. H. (1993). Emotional Labor In Service Roles: The Influence Of Identity. Academy of

Management Review, 18(1), 88-115.

2. Kruml, S., & Geddes, D. (2000). Exploring the Dimensions of Emotional Labor: The Heart of Hochschild’s Work.

Management Communication Quarterly, 14(1), 8-49.

3. Martin, U., & Schinke, S. P. (1998). Organizational and Individual Factors Influencing Job Satisfaction And Burnout Of

Mental Health Workers. Social Work in Health Care, 28(2), 51-62.

4. Montgomery, A. J., Panagopoulou, E., & Benos, A. (2005). Emotional Labor at Work and Home among Greek Health

Professionals. Journal of Health Management, 19, 395-408.

5. Morris, J. A., & Feldman, D. C. (1996). The Dimensions, Antecedents, and Consequences of Emotional Labor.

Academy of Management Review, 21(4), 986-1010.

6. Mumby, D. K., & Putnam, L. (1992). The Politics of Emotion: A Feminist Reading of "Bounded Rationality." Academy

of Management Review, 17, 465-86.

7. Näring, G., Briet, M., & Brouwers, A. (2007). Validation of the Dutch Questionnaire on Emotional Labor (D-QEL) in

Nurses and Teachers. In P. Richter, J. M. Peiro & W. B. Schaufeli (Eds.), Psychosocial resources in human services

work (pp. 135-145). München: Hampp Publishers.

8. Steijn, B. (2004). HRM and Job Satisfaction in the Dutch Public Sector. Review of Public Personnel Administration,

24(1), 291-303.

9. Spector, Paul E. (1985). Measurement of Human Service Staff Satisfaction: Development of the Job Satisfaction

Survey. American Journal of Community Psychology, 13(6), 693-713.




10. Spector, P. E., Fox, S., Penney, L. M., Bruursema, K., Goh, A., & Kessler, S. (2006). The Dimensionality of Counter

productivity: Are All Counterproductive Behaviors Created Equal? Journal of Vocational Behavior, 68, 446-460.

11. Wharton, A. S. (1993). The Affective Consequences of Service Work. Work and Occupations, 20, 205-232.

12. Ybema, J., & Smulders, P. (2002). Emotionele belasting en de noodzaak tot het verbergen van emoties op het werk.

[Emotional demand and the need to hide emotions at work]. Gedrag en Organisatie, 15(3), 129-46.

13. Zammuner, V. L., & Galli, C. (2005a). The Relationships with Patients: “Emotional Labor” and Its Correlates in

Hospital Employees. In C. E. Härtel, W. J. Zerbe & N. M. Ashkanasy (Eds.), Emotions in organizational behavior (pp.

251-285). Mahwah, NJ, US: Lawrence Erlbaum Associates.

14. Hochschild, Arlie. (1983). The Managed Heart. Berkeley and Los Angeles. California: University of California Press.

15. India Brand Equity Foundation (IBEF). (2013). The Indian Banking Sector: Recent Developments, Growth and

Prospects (Indian Banking Sector Report). Retrieved on 2014, January 15 from http://www.ibef.org/download/Banking-

Sector-04jan.pdf

16. Reserve Bank of India. (2012-13). A Profile of Banks 2012-13 (Profile of Indian Banks Report). Retrieved on 2013,

January 20 from http://rbidocs.rbi.org.in/rdocs/Publications/PDFs/APB30091213F.pdf

17. Retrieved from http://www.iimahd.ernet.in/assets/snippets/workingpaperpdf/2006-12-05_SushantaMishra.pdf

18. Retrieved from http://www.coursehero.com/file/1607312/Chuetd/

19. Retrieved from http://scholar.lib.vt.edu/theses/available/etd-06302002-164031/unrestricted/Chuetd.pdf

20. Retrieved from http://www.studymode.com/essays/Mckinsey-Report-India-Banking-2010-666549.html

21. Retrieved from http://www.ftacademy.in/categories-details.php?x=74

22. Retrieved from http://www.buzzle.com/articles/effects-of-emotional-labor-on-physical-and-mental-health.html

23. Retrieved from http://link.springer.com/article/10.1007/BF03071091

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http://www.iimahd.ernet.in/assets/snippets/workingpaperpdf/2006-12-05_SushantaMishra.pdf

http://www.coursehero.com/file/1607312/Chuetd/

http://scholar.lib.vt.edu/theses/available/etd-06302002-164031/unrestricted/Chuetd.pdf

http://www.studymode.com/essays/Mckinsey-Report-India-Banking-2010-666549.html

http://www.ftacademy.in/categories-details.php?x=74

http://www.buzzle.com/articles/effects-of-emotional-labor-on-physical-and-mental-health.html

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QUALIFY OF WORK LIFE AT TIRUMALA MILK PRODUCTS PRIVATE LIMITED

T. Sita Ramaiah37 Dr. R. A. Raut38

ABSTRACT

Quality of Work Life is an idea, a set of principles, which holds that people are the most important resource in the

organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with

pride and respect.

Quality of Work Life can be assessed by combining the amount and the degree of stress and the degree of satisfaction

experienced by the individual within his/her occupational role. The most common assessment of QWL is the individual

attitudes. This is because individual work attitudes are important indicators of QWL. The ways that people respond to their

jobs have consequences for their personal happiness, the effectiveness of their work organizations and even the stability of

society. Individuals selectively perceive and make attributions about their jobs in accordance with the expectations they bring

to the workplace. While the characteristics of the jobs have long been considered important influences on work attitudes, the

past decades of 1970s and 1980s have witnessed much greater attention to aspects of the organizational context in which the

job is performed.

This study focus on quality of work life among employees of Tirumala Milk Product Private Limited. The researcher has

taken the sample size of 50 employees from manager level, assistant manager level and staff level to study the quality of work

life among employees. The main objective is to study about quality of work life among employees with various dimensions

like working environment, recognition through workers participation, career development, which is useful to the organization

to solve the problem related to quality of work life.

KEYWORDS

Degree of Stress, Satisfaction, Attitude, Quality of Work Life, Tirumala Milk Product Private Limited etc.

INTRODUCTION

Quality of Work Life is an idea, a set of principles, which holds that people are the most important resource in the organization as

they are trustworthy, responsible and capable of making valuable contribution and they should be treated with pride and respect.

The elements that are relevant to an individual’s quality of work life include the task, the physical work environment, social

environment within the organization, administrative system and relationship between life on and off the job. Quality of work life

consists of opportunities for active involvement in group working environment or problem solving that are of mutual benefit to

employees or employers, based on labor- management cooperation. People visualize of Quality of Work Life as a set of methods,

such as autonomous work groups, job enrichment, and high-involvement aimed at boosting the satisfaction and productivity of

workers of the organization.

It requires employee commitment to the organization and an environment in which this commitment can grow. Thus, Quality of

work life is a comprehensive construct that includes an individual’s job related well-being and the extent to which work

experiences are rewarding, fulfilling and lacking of stress and other negative personal consequences.

It is difficult to best conceptualize the quality of work life elements. Eight major conceptual categories relating to Quality of Work

Life as:

Adequate and fair compensation,

Providing Safe and Healthy working conditions,

Immediate opportunity to use and develop human capacities,

Opportunity for continued growth and security,

Social integration in the work organization,

Constitutionalism in the work organization,

Work and total life space,

Social relevance of work life.

QWL can be assessed by combining the amount and the degree of stress and the degree of satisfaction experienced by the

individual within his/her occupational role. The most common assessment of QWL is the individual attitudes. This is because

37Research Scholar, Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur, Maharashtra, India, [email protected] 38Assistant Professor, G.S.College of Commerce, Maharashtra, India, [email protected]






individual work attitudes are important indicators of QWL. The ways that people respond to their jobs have consequences for their

personal happiness, the effectiveness of their work organizations and even the stability of society. Individuals selectively perceive

and make attributions about their jobs in accordance with the expectations they bring to the workplace. While the characteristics

of the jobs have long been considered to be important influences on work attitudes, the past decades of 1970s and 1980shave

witnessed much greater attention to aspects of the organizational context in which the job is performed.

Thus, we must also look at how organizational characteristics exert both direct and indirect effect on the QWL. Age may be the

most commonly studied individual influence on work attitudes. Studies, which use widely differing samples, find consistent

results: older employees are more satisfied, more job-involved and more committed to their work. Studies of the relation between

career stage and job satisfaction and job involvement yield inconsistent findings. For example, there is a positive relation between

career stage and work commitment when career stage is defined in terms of age, but curvilinear relations appear when age is

defined in terms of job or company tenure.

Past studies indicate that family roles reflect needs, opportunities and constraints have influence on individuals’ reactions to work.

After all, two important focal points of adult life are family and work. The role expectations of these two domains are not always

compatible thus creating conflicts. These conflicts are related to outcomes such as job dissatisfaction, job burnout and turnover, as

well as to outcomes related to psychological distress e.g. depression and life and marital dissatisfaction. Work-family conflict

studies have contributed to a better understanding of role conflict and its impact on mental health and the quality of work life.

DEFINITION OF QWL

Quality of work life can be defined as: "The quality of relationship between employees and the total working environment.”

It is also defined as: “The degree to which members of a work organization are able to satisfy important personnel needs through

their experience in the organization”. ------J. Richard and J. Loy

OBJECTIVES OF STUDY

To study about the quality of work life among employees at Tirumala Milk Products Private Limited,

To know about the employee working environment of Tirumala Milk Products Private Limited,

To know about the career opportunities provided to the employees of Tirumala Milk Products Private Limited.

LIMITATIONS OF STUDY

Every study has its limitations because of particular reasons in the organization. There are limitations to the study.

The present study is limited only to know the feedback of the employees about quality of work life,

The sample size is only limited to 50 employees only,

Lack of cooperation from employees.

METHODOLOGY OF STUDY

The study is conducted with the help of both primary and secondary data. The major sources of data are primary, where a

structured questionnaire is designed with administered to the selected respondents. The secondary data is collected mainly through

published articles, research studies, various documents and the internet.

The researcher applied Random Sampling Method (by using Lottery Method) and samples were drawn. The study is restricted to

Tirumala Milk Products Private Limited only. Only 50 respondents were considered as sample for the study. The questionnaire is

based on Quality of work life.

PROFILE OF TIRUMALA MILK PRODUCT PRIVATE LIMITED

Tirumala Milk Products Private Limited was established in the year 1995 at Narasaropet, Guntur Dist. The promoters of the

company are Sri D. Brahmanadam, B. Nageswara Rao, Dr. N. Venkata Rao and B. Brahma Naidu. The plant at Kadivedu village,

Chillakuru Mandal, Nellore District was started in the month of September 1999.

TMPPL established 32 chilling centers in Andhra Pradesh and 11 chilling centers in Tamilnadu and one in Karnataka procure both

buffalo milk. Good quality milk is being procured and chilled with in short time at chilling centers, to retain freshness of milk.

The strength of the TMPPL is to procure 6.0 lakh liters of milk directly from agents / farmers, by having fully equipped machinery

and professionally trained staff. TMPPL have full control on its systems. So that pure quality of milk products can be supplied to

customers.




RESULT AND SUGGESTIONS

The data collected from the primary source has been tabulated and this forms the major basis for the research study. Sample Break

up is:

Table-1: Designation of Employees

S. No. Designation Number of Respondents Percentage (%)

1 Manger level 10 20

2 Assistant Manager level 10 20

3 Staff 30 60

TOTAL 50 100


From the above table it is inferred that (20%) of the respondents are in the Manager level, (20%) of the respondents are in the

category of Assistant manager level and (60%) of the respondents are in the category of Staff.

Table-2: Age Group of Employees

S.No. Age Group Number of Respondents Percentage (%)

1 20-25 5 10

2 26-30 7 14

3 31-35 9 18

4 36-40 6 12

5 41-45 8 16

6 46-50 7 14

7 51-55 8 16

Total 50 100


The above table shows that (10%) of respondents belongs to age group of 20-25, (14 %) of the respondents belongs to the age

group of 26-30, (18%) of the respondents belongs to the age of 31-35, (12%) of the respondents belongs to the age of 36-40,

(16%) of the respondents belongs to the age of 41-45, (14%) of the respondents belongs to the age of 46-50, (16%) of the

respondents belongs to the age of 51-55.

Table-3: Qualifications of Employees

S.No. Qualification Number of Respondents Percentage (%)

1 Under Graduation 12 24

2 Post-Graduation 12 24

3 Others 26 52

Total 50 100


The above table shows that (24%) of respondents are under graduates, (24%) of the respondents are post graduates, (52%) of the

respondents are other graduates.

Graph-1


50

24

20

4 2Job Satisfaction Satisfied

Highly Satisfied

No Idea

Dissatisfied

Highly Dissatisfied




With regard to Job Satisfaction among employees, It is shows that (50%) of the respondents satisfied working in TMPPL, (24%)

of the respondents highly satisfied working in TMPPL,(20%) of the respondents have no idea,(4%) of the respondents dissatisfied

working in TMPPL and (2%) of respondents highly dissatisfied working in TMPPL.

Graph-2


Treatment Given by Organization in Terms of Incentives, It shows that (56%) of the respondents agree that fair treatment is

given by organization in terms of incentives and (44%) agree that no fair treatment is given by organization in terms of incentives.

Graph-3


Satisfaction in Terms Salary, It shows that (75%) of the respondents agree that they are satisfied by means of salary and (25%)

agree that they are not satisfied by means of salary.

Graph-4


56

44

Incentives

Fair Treatment

No fair Treatment

75

25

Satisfaction in Terms of Salary

Satisfied

Not Satisfied

45

16

24

11

4

0

5

10

15

20

25

30

35

40

45

50

Satisfied Highly Satisfied No Idea Dissatisfied Highly Dissatisfied

Safety and Health Conditions




Safety and Health Conditions, it is clearly shows that (45%) of the respondents satisfied with safety and healthy working

condition, (16%) of the respondents highly satisfied with safety and healthy working condition, (24%) of the respondents have no

idea, (11%) of the respondents dissatisfied with safety and healthy working condition employees and (4%) of respondents highly

dissatisfied with safety and healthy working conditions.

Graph-5


Satisfaction with regard to Benefit, it shows that (44%) of the respondents satisfied with benefits, (7 %) of the respondents highly

satisfied with benefits, (39%) of the respondents have no idea, (8%) of the respondents dissatisfied with benefits given by

company and (2%) of respondents highly dissatisfied with benefits.

Graph-6


Employees Participation, it is clear shows that (56%) of the respondents agree workers participation is essential, (16%) of the

respondents highly agree workers participation is essential, (20%) of the respondents have no idea, (6%) of the respondents

disagree workers participation and (2%) of respondents highly disagree with workers participation.

Graph-7


44

7

39

8 2Benefits

Satisfied

Highly Satisfied

No Idea

Dis satisfied

Highly Dissatisfied

56

16

20

6 2Employees Participation

Satisfied

Highly Satisfied

No Idea

Dis satisfied

Highly Dissatisfied

42

58

Decision Making

Agree

Not Agree




Management Consideration in Decision Making: It shows that (42%) of the respondents agree that management considers

employees while taking critical decisions and (58%) of the respondents not agree that management considers employees while

taking critical decisions.

Graph-8


Communication with Employees, It is evident that (24%) of the respondents satisfied with communication about changes made in

organization, (16%) of the respondents highly satisfied with communication about changes made in organization, (44%) of the

respondents have no idea, (12 %) of the respondents dissatisfied with communication about changes made in organization and

(4%) of respondents highly dissatisfied with communication about changes made in organization.

SUGGESTIONS

The satisfaction of the employees can be improved further by giving rewards and awards for their contribution for the

development of Tirumala Milk Products Private Limited.

Employees need more compensation from the Tirumala Milk Products Private Limited.

To improve healthy working conditions in Tirumala Milk Products Private Limited, should take necessary steps to

provide dirking water facilities and sanitary facility.

At the time of taking policy decisions, it should be communicated properly to the employees.

Work committee members should be selected from each department and quality circles can be implemented.

Career advancement should be based on performance of employees only.

Employees should be given opportunity to participate in the training programme organized by the company.

CONCLUSION

It is clear that the quality of work life of employees in TMPPL is good. This researcher highlighted gaps in employee’s

satisfaction about the company. The participative management, career opportunities and working environment are the factors that

determine the quality of work life. This company is also providing good quality of work life to the employees. To further improve,

it should concentrate on rewards and recognition to the employees, career advancement based on performance and work

committee members should comprise from all levels of organization and should communicate with employees while taking

decisions.

REFERNCES

1. Ahuja, K. K. (2004). Personnel Management. New Delhi: Kalyani Publishers.

2. Armstrong, M., & Baron, B. (2002). Performance Management: The New Realities. Mumbai: Jaico Publishing House.

3. Armstrong, M. (2005.) A Hand Book of Reward Management Practice. New Delhi: Kogan Page India Private Limited.

4. Armstrong, M. (2004). A Hand Book of Human Resource Management Practice. New Delhi: Pearson Education

(Singapore) Private Limited.

5. Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR Scorecard-Linking People, Strategy and Performance.

Boston: Harvard Business School Press.

6. Cummings, T. G., & Worley, C. G. (2001). Organizational Development and Change (7th ed.). Australia: Thomson

South–Western.

24

1644

12

1.2Communication

Satisfied

Highly Satisfied

No Idea

Dissatisfied

Highly Dissatisfied




7. David, A. Decenzo, & Stephen, P. Robbinson. ( 2003). Human Resource Management (7th ed.). Johm Wiley & Sons

(Asis) PTE. Limited.

8. Dwivedi, R. S. (2002). Human Resource Personnel Management in Indian Enterprises. New Delhi: Galgotia

Publishing Company.

9. Eugene, Mc Kenna, & Nic, Beech. (2002). Human Resource Management–A Concise Analysis. England: Pearson

Education Limited.

10. Gary, Dessler. (2003). Human Resource Management (8th ed.). Delhi: Pearson Education (Singapore) Private Limited.

11. Retrieved from http://www.scribd.com/doc/88256920/Quality-of-Work-Life-Research-Project

12. Retrieved from http://www.biology-online.org/articles/quality_work_life_implications/introduction.html

13. Retrieved from http://www.tmu.ac.in/gallery/viewpointsdcip2013/pdf/track1/T119.pdf

14. Retrieved from http://voices.yahoo.com/looking-defining-quality-work-life-4147423.html

15. Retrieved from http://www.scribd.com/doc/61105309/A-Project-Report-on-Quality-of-Work-Life

16. Retrieved from

http://www.internationalconference.com.my/proceeding/icber2010_proceeding/PAPER_228_QualityOfWorkLif. ..

17. Retrieved from http://www.scribd.com/doc/31606550/Quality-Of-Work-life

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http://www.scribd.com/doc/88256920/Quality-of-Work-Life-Research-Project

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http://www.tmu.ac.in/gallery/viewpointsdcip2013/pdf/track1/T119.pdf

http://voices.yahoo.com/looking-defining-quality-work-life-4147423.html

http://www.scribd.com/doc/61105309/A-Project-Report-on-Quality-of-Work-Life

http://www.internationalconference.com.my/proceeding/icber2010_proceeding/PAPER_228_QualityOfWorkLif.%20..

http://www.scribd.com/doc/31606550/Quality-Of-Work-life







WOMEN AND HUMAN RIGHTS

M. Prabakaran39

ABSTRACT

Women’s rights include the vote, to hold public office, to work, to fair wage or equal pay, to own property, to education,

religious rights etc., and the women’s rights accepted worldwide. Constitution of India provides human rights to women. It

argues the women’s rights of liberty, equality, fraternity and justice in the Constitution of India and worldwide.

KEYWORDS

Human Rights, Indian Constitution, Liberty, Equality, Fraternity, Justice, IPC etc.

INTRODUCTION

The Government of India recognized the diversity of women in Indian society. Constitution of India provides number of benefits

to women in the workplace, prohibits sex discrimination in matters relating to employment, appointment to Government jobs,

equal pay to equal work, maternity relief, compulsory education, marriage, adoptions and maintenance, divorce, having property,

against domestic violence like dowry, child brides, rape and prostitution, equality of male and female genders, and incorporated

economics, social and cultural rights. Government of India provides alternatives to women like women’s organizations, seats

reservation to the Government jobs and political etc.

In March 2012, the Secretary of State of USA issued Policy Guidance on Promoting Gender Equality to achieve our National

Security and Foreign Policy Objectives, and the United States Agency for International Development (USAID) Administrator

released Gender Equality and Female Empowerment Policy.

The President of USA wrote in his memorandum on 30th January, 2013, “Promoting gender equality and advancing the status of

all women and girls around the world remains one of the greatest unmet challenges of our time, and one that is vital to achieving

our overall foreign policy objectives. Ensuring that women and girls, including those most marginalized, are able to participate

fully in public life, are free from violence, and have equal access to education, economic opportunity and health care increases

broader economic prosperity, as well as political stability and security”.

CONSTITUTIONAL PROVISIONS

Constitution of India in some articles provides many legal provisions for women in India i.e. Article 14 equality before law for

women; Article 15(i) status of religion, race, caste, sex, place of birth; Article 15(3) special provision in favor of women and

children; Article 16 equality of opportunity for all citizens in matters relating to employment or appointment to any office under

the state; Article 39(d) equal pay for equal work for both men and women; Article 39A free legal aid to promote justice; Article

42 maternity relief; Article 46 protect from social justice and exploitation; Article 47 to raise the level of nutrition and the

standard of living of its people; Article 51(A)(e) to promote harmony and the spirit of common brotherhood; Article 243D(3) not

less than one-third reservation for women belong to the Scheduled Castes and the Scheduled Tribes of the total number of seats to

be filled by direct election in every Panchayat to be reserved for women and such seats to be allotted by rotation to difference

constituencies in a Panchayat; Article 243D(4) not less than one-third of the total number of offices of Chairpersons in the

Panchayat at each level to reserve for women; Article 243T(3) not less than one-third (including the number of seats reserved for

women belonging to the Scheduled Castes and the Scheduled Tribes) of the total number of seats to be filled by direct election in

every Municipality to be reserved for women and such seats to be allotted by rotation to different constituencies in a Municipality;

Article 243T(4) reservation of offices of Chairpersons in Municipalities for the Scheduled Castes, the Scheduled Tribes and

Women in such manner as the legislature of the state may be law provide.

LEGAL PROVISIONS

There are many legal provisions provided for protection women in India and there are:

Education

The Constitution of India guarantees free primary school education for boys and girls up to 14 years of age. Education empowers

people, which further lead to better social, cultural and economic policies. The Programme of Action, 1992, provides parameters

for the empowerment of women and the University Grants Commission (UGC) has framed its policy on Higher Education in

39Ph.D. Scholar, Department of Political Science, Periyar Maniammai University, Tamil Nadu, India, [email protected]





addition to “Teaching” and “Research”. Now the new focus is on women’s studies centers started by the universities to have a

better understanding of women’s contribution to social process.

Privacy

The concept of right to privacy was first heard in USA and later on it became a part of Universal Declaration for Human Rights in

1948. Privacy is a fundamental human right. According to Article 12, “No one shall be subjected to arbitrary interference with his

privacy, family, home or correspondence, or to attacks upon his honor and reputation. Everyone has the right to the protection of

the law against such interference or attacks”. The Supreme Court first time recognized the concept of Right to privacy in India in

1964. According to Article 21 of the constitution, “No person shall be deprived of his life or personal liberty except according to

procedure established by law”. Protection of privacy is one of the fundamental rights of Indian citizens though; we definitely need

to configure a better model framework that can safeguard the right to privacy of an individual.

Property

The Hindu Succession Act grants equal inheritance rights to Hindu Women and tried to make some provision for women, when a

Hindu male dies intestate the surviving widow, sons, daughters and mother all take one share; however, the sons receive this share

in addition to the share that they acquire at the time of their birth. As well, daughters have no right to partition the family home

until the male heirs decide to divide their shares. Muslim personal law specifies that a daughter should receive half of a son’s

share of the parental property.

The Protection of Women from Domestic Violence Act, 2005

The Protection of Women from Domestic Violence Act, 2005 provide for more effective protection of the right of women

guaranteed under the Constitution who are victims of violence of any kind occurring within the family and for matters connected

therewith or incidental thereto. The act enacted by Parliament in the Fifty-sixth Year of the Republic of India. Domestic violence

means harms or injures or endangers the health, safety, life, limb or well-being, whether mental or physical, of the aggrieved

person or tends to do so and includes causing physical abuse, sexual abuse, verbal and emotional abuse and economic abuse; or

harasses, harms, injures or endangers the aggrieved person with a view to coerce her or any other person related to her to meet any

unlawful demand for any dowry or other proper or valuable security; has the effect of threatening the aggrieved person or any

person related to her by any conduct mention above; or otherwise injures or causes harm, whether physical or mental, to the

aggrieved person.

The Indian Penal Code (IPC)

The penal code addresses crimes against women in several sections and deals with such this as voluntarily causing a miscarriage

for reasons other than the health of the women and it addresses rape (Section 376), Kidnapping & Abduction of different purpose

(Section 363-373), Dowry, Dowry deaths or their attempts (Section 302/304-B), Torture, both mental and physical (Section 498-

A), Molestation (Section 354), Sexual Harassment (Section 509), Importation of Girls (up to 21 years of age) and domestic

violence are as follows:

Rape

Between 2001 and 2011, the total incidents of rape in India increased about 50 percent i.e. from 16,075 to 24,206 cases. Every

single hour, a woman is being raped in India. Eighteen children are raped in a single day on average in India, and every single day,

hundreds of thousands of women are assaulted, groped, stalked and trafficked. Rape was first recognized as crime against

humanity when the International Criminal Tribunal for the former Yugoslavia issued arrest warrants based on the Geneva

Conventions and violations of the Laws or Customs of War. Section 375 and 376 of the Indian Penal Code, which were

substantially changed by the Criminal Law (Amendment), Act, 1983, deals with sexual offences. Section 375 defines rape as

sexual intercourse with a woman against her will and without her consent, and identifies certain conditions in which, even with a

women’s consent, sexual intercourse constitutes rape. It also stipulates, “sexual intercourse by a man with his wife, the wife not

being under fifteen years of age, is not rape”; the code punishes sexual intercourse by a husband with his un-consenting wife only

if the couple is separated. Section 376 provides for a minimum punishment of seven years imprisonment for rape, for custodial

rape, gang rape, and rape of a pregnant women or girl under the age of 12. The President of India has promulgated an ordinance

on 3rd February 2013, and it makes changes in the criminal law by amending the Indian Penal Code (IPC), the code of Criminal

Procedure (Cr. PC) and the Evidence Act. It provides for capital punishment in cases of rape that lead to death or leaves the victim

in “Persistent vegetative state,” and the ordinance enhances punishment for other crimes against women lie staling, voyeurism,

acid attacks, indecent gestures or words and inappropriate touch.

Dowry

The Dowry Prohibition (Amendment) Act, 1986-address dowry violence, making dowry-related murder a crime under the Indian

Penal Code and creating a presumption of guilt against a husband or his relatives in case where a woman has died under




questionable circumstances and where it is proven that she was subjected to harassment or cruelty in relation to demands for

dowry. The Criminal Law (Second Amendment) Act, 1983 defines “cruelty” and makes it an offence under the Indian Penal

Code, requires authorities to conduct a post-mortem in the death or suicide of any women married less than seven years. The 1983

legislation attempts to strengthen the prosecution of dowry deaths further by making the “abetment of suicide” an offence; it also

introduces an amendment to the Indian Evidence Act which raises a presumption of abetment against a husband or his relatives

whose wife has committed suicide in cases where they were married less than seven years.

Child Brides

The Prohibition of Child Marriage Act, 2006 makes eighteen the minimum age of marriage for female and twenty-one years for

male.

Prostitution

The Suppression of Immoral Traffic in Women and Girls Act, 1956 was amended as The Immoral Traffic (Prevention) Act, 1989,

which provides for the imprisonment and fining of persons who are supported by the avails of prostitution, has nonetheless been

criticized for allowing police enough attitudes to harass prostitutes and even extort money from them.

Divorce

The Hindu Marriage Act, 1955, provides the right to dissolve the marriage according to their custom. Under Muslim law, extra-

judicial divorces are permitted. The husband at his will may dissolve the marriage. The Dissolution of Muslim Marriage Act, 1939

permits a woman to apply to the courts on her own for a divorce decree. The Indian Divorce Act, 1969 governs Christian

marriages and permits any husband to present a petition to the court to dissolve his marriage based on adultery. Under the act a

woman may petition the court for a divorce on one or more of several grounds, including bigamy and rape. The divorce law

applying to secular marriage is including in the Special Marriage Act and provides the possibility of divorce by mutual consent as

well as by a petition presented to the court.

Under the Hindu Marriage Act and the Hindu Adoptions and Maintenance Act (Section 18) either spouse has the right to request

maintenance. Before granting a maintenance order, however, the court must inquire into the woman’s chastity. A Christian

woman is entitled to maintenance of up to one-fifth of her husband’s net income during the divorce proceedings and unlimited

permanent maintenance following the divorce. Section 125 of the Code of Criminal Procedure required that all divorced husbands

support destitute ex-wives. The court consulted Muslim personal law and ruled that section 125 should apply to Muslim.

Hindu Minority and Guardianship Act, 1956, declare the mother to be the legal guardian of a child until the child’s fifth birthday

at which time the father becomes the guardian. Under the Hindu Marriage Act, 1955, a court may make orders concerning

custody. In Muslim law, a mother has custody of a male child until he reaches seven years of age and a female child until she

reaches puberty. If the mother remarries, however, custody of all children reverts to the father.

United Nations and World Conferences on Women

In 1946, the United Nations established a Commission on the Status of Women. Since 1975 United Nations has held a series of

World Conferences on women’s issues. These conferences created an international forum for women’s rights. This included a

commitment to achieve “gender equality and the empowerment of women”.

CONCLUSION

In most countries, steps have been taken to reflect the right guaranteed by the Convention on the elimination of all forms of

discrimination against women in national law. A number of countries have established mechanisms to strengthen women’s ability

to exercise their rights. The human rights of women, as defined by international human rights instruments, are fully recognized

and effectively protected, applied, implemented and enforced in national law as well as in national practice in family, civil, penal,

labour and commercial codes.

Fundamental rights for Indians have also been aimed at overturning the inequalities of pre-independence social practices.

Specifically, they have also been used to abolish and hence prohibit discrimination on the grounds of religion, race, caste, sex or

place of birth. They also forbid trafficking of human beings and forced labour. They also protect cultural and educational rights of

ethnic and religious by allowing them to preserve their languages and also establish and administer their own education

institutions. The 73rd Constitutional Amendment Act, 1992 conferred Constitutional status on the Panchayati Raj Institutions and

not less than 33% seats reserved for women to contribute them in political.

Various sections of the Indian Penal Code (IPC) and the Indian Medical Termination of Pregnancy Act (MRTP), 1971, provides

for the legal grounds for miscarriage. The new provision of the IPC, S.376A makes sexual intercourse with one’s own wife, who

is living separately due to law or custom, punishable but it needs to be amended in such a way that after there is a withdrawal of




consent to sexual intercourse by the wife to the husband then such act after the withdrawal should be made punishable.

Illustrations have also been given where the husband is not justified in having sexual intercourse against the will of the wife.

Human Trafficking is also criminalized under the new laws, which could affect widespread child labour practices in India.

The special laws protect women’s integrity and safety. This victim is given reprieve under various sections. During the time of

court hearing, assistance is given for preparing the documents and filing case. The children are given safety as custody

immediately is passed to the mother. The act includes physical violence relating to shaking, punching with fists, throwing or

pushing in a violent manner. It includes physical harm with an object. The stipulations in the sexual violence also include forcible

sex or unnatural sex, which is done with force.

In January 1992, the National Commission for Women was established to investigate cases of abuse and report to the Government

on measures to improve the situation of women in India. In December 1993, the Indian Government passed legislation creating

the National Commission on Human Rights, which is to investigate and report on allegations of human rights violations. The

National Commission on Women’s Rights has also been involved in the preparation of legislation dealing with child sexual abuse

and more recently with legislation on sexual harassment. The World Conference on Human Rights reaffirmed clearly that the

human rights of women throughout the life cycle are an inalienable, integral and indivisible part of universal human rights.

As per UNICEF guidelines, the girl child must get equal opportunities to education, medicine, health care facilities and workplace.

There are thousands of organizations working at the grass roots level for the development and advancement of women. India has

been one of the first countries to introduce family planning in 1952. Buses and Trains specially meant for women have been

introduced in some of the cities like Mumbai, Kolkata, Pune and Chennai etc. The human rights of women have been recognized

under various international instruments and under Municipal laws.

The Delhi Police and Television News channel Aaj Talk were on 05th February 2013, directed by the High Court to pay

compensation of Rs.6.5 lakhs to a victim of sexual abuse for disclosing her identity eight years.

Apropos ‘Judicial Relook at Juvenile Law’, the Supreme Court initiative to examine the constitutional validity of certain sections

of Juvenile Justice (Care and Protection of Children) Act, 2000, which underscore the re-look and review of the Act brings some

hope to rape victims and the public. Crimes and offences of serious nature place a minor on par with adults and the law should

view it that way. Universal Bank look at gender related issues, offer special products for women, create new jobs for them and

give attention the weaker section of women in India.

The National Commission for Women (NCW) has drafted the bill to address issues pertaining to registration of domestic workers,

provision of legal protection and minimum wages and other forms of exploitation of women and children, and regulation of

placement agencies. However, this proposed legislation is yet to be passed. The UNESCO report also stated that female migrants

are less represented in regular jobs and more likely to be self-employed. Quoting government reports, it said, nearly 60 per cent of

female migrants in rural areas were self-employed and 37 per cent were casual workers, whereas in urban areas, 43.7 per cent of

women migrants were self-employed and 37 per cent were engaged in regular jobs.

The society, mainly chauvinistic men, had allotted only limited areas for women lie teaching, nursing, and hospitality, assuming

their capacity is limited. The bubble has been burst what with women of today making inroads into areas lie medicine,

engineering, aeronautics, driving, policing, piloting, astronomy, army and politics.

Government of Tamil Nadu introduced a number of novel schemes for women and female children who have won accolades in

India and abroad. The flagship schemes of my government are the Girl Child Protection Scheme; the 4-gram gold coin for the

Thirumangalyam and Rs. 50,000/- grant for the marriage of impoverished women; Widow Re-marriage Assistance Scheme;

Orphan Girls’ Marriage Assistance Scheme; Inter-caste Marriage Assistance Scheme; financial assistance to young destitute girls

for pursuing higher education; cradle baby scheme for girl children to prevent infanticide.

Government of India provides free pre-natal health care and ambulance facilities to pregnant women across India. Under the

Janani Surasha Yojna (JSY) scheme, pregnant women are provided free medical treatment during the delivery and post-natal care.

In addition to this, the pregnant women would be given free medical and ambulance facilities from conception to delivery. They

will also be able to avail free consultation from doctors at government hospitals for 45 days from delivery and infants will be

given free treatment at the hospitals for one year. The adolescent children (16 years and above) providing weekly supplements of

iron and folic acid to prevent anemic diseases among the children. Under the Budget 2013-14, 55,000 new hospitals from primary

health centers to district hospitals were built in the country. ‘Rashtriya Bal Surasha Karyakram’ providing free medical care and

diagnostic tests to children from Class I to XII.

UN General Assembly committee has agreed a landmark first resolution on women’s rights defenders such as Malala Yousafzai,

despite a hard fought campaign by an alliance including the Vatican to weaken the measure. The resolution calls on all states to

publicly condemn violence against women human rights defenders, amend legislation that hinders them and give activists free

access to UN bodies. A Norwegian-led coalition, which has prepared the resolution for months, had to delete language that

condemned “all forms of violence against women” to get the text passed by consensus. African nations, the Vatican, Iran, Russia,




China and conservative Muslim states had sought to weaken the resolution passed by the assembly’s human rights committee,

diplomats said. African countries had insisted on highlighting respect for customs and traditions. Russia, Iran, and China had

called for language, which insisted the rights defenders should follow national laws. In the end, Norway agreed to delete a

paragraph, which said states should “strongly condemn all forms of violence against women and women human rights defenders

and refrain from invoking any customs, traditions or religions consideration to avoid their obligations.

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HRD CLIMATE IN COMMERCIAL BANKS

N. Ramanathan40

ABSTRACT

The business organizations are arrange great magnitude to human resource since human resources are the major source of

spirited improvement and have the ability of convert all the other resources in to product/service. The efficient piece of this

human resource depends on the kind of HRD climate that prevails in the organization, if it is good than the employee’s concert

will be high but if it is average or poor then the performance will be low. The study of HRD climate is very vital for all the

organization and the banking sector is not an exception. The researcher have also tried to find out the top level management

support for the HRD climate in commercial banks on the basis of age, gender, designation, qualification. The researcher

collected the data from the employees of commercial banks using structured HRD climate questionnaire. The data were

analyzed using several statistical tools such as Percentage distribution, Chi-Square test, One-Way ANOVA.

KEYWORDS

HRD, Banking, Employees, Climate, Commercial Banks etc.

INTRODUCTION

The team of its human resource, their caliber and attitude to succeed and perform decides the success of any organization. The

quality and quantity of human resource are both a cause and consequence of the economic development of a nation. It would not

be an exaggeration if we call human resources the backbone of economy. Human resources are just one of the resources in

industry and business. Of all other resources, the human resource is the most significant self-propellant and the only active factor

of production. All other factors like money, materials and machinery etc., remain inactive unless there are competent human

resource to utilize them for producing goods and service by way of developing, utilizing, commanding and controlling.

In the past human resource was treated as a commodity exchanged for wages. It was considered as cogs in the machine. It is hired

and fired at will. Large-scale unemployment and availability of human resource in plenty in developing nations made employers

devote less attention to human resource. Today there is a linkage between human resource and performance of the organization in

terms of productivity and production. Every organization will grow and derive in the present day environment with the help of its

Human Resource Development.

In the open society, every organization faces three C’s. They are changes, challenges and competitions. Our organization and jobs

will never be the same. Their faces change in all occupations. There is changing technology, changing workforce, changing

structure, changing product mix, changing cultural and demographic factors, and changing nature of work itself. Challenges also

knock at the other doors of the organization. Due to above challenges and changes, every organization in the developed and

underdeveloped country is trying to catch up with competition. The objectives of firms have changed over from earlier concept

like profit maximization to attaining and sustaining competitive advantages. There is a single ‘C’ (Competency) which gives

solution for the three C’s (Changes, Challenges and Competitions). Hence, the only certainty to beat the changes, challenges and

competition in the market is to build human resource by competency.

Technological obsolescence, shortage of skills and personal obsolescence can be flooded away by these competencies. So we need

to learn new skills and develop new knowledge and abilities to respond to these changes in our lives, our careers, and our

organizations. Only competent people can build competent organizations. Competencies can be developed among committed

people in a favorable development climate. Leonard Nadler (1970) who is normally attributed to have first coined the acronym

“HRD as a series of organized activities, conducted within a specified period of time and designed to produce behavioral change”.

In his revised definition (1984), he defines “HRD as organized learning experience in a definite time period to increase the

possibility of job performance and growth”.

HRD in International Scenario

HRD is defined in China as “A planned and organized education and learning process provided by organizations to improve

employees’ knowledge and skills as well as change their job attitudes and behaviors”.

HRD is defined in France as “All practices that work towards enhancing the contribution of people towards organizational

objectives - Competence development, satisfaction to the human requirements of organization developments, training, internal

career path, etc.

40Research Scholar, Alagappa Institute of Management, Alagappa University, Tamil Nadu, India, [email protected]





HRD is defined in Japan, as “a process of development of individual abilities, formulation level of mastery over human resources

through the work system and training, fostering of development of human resources through the management of human resource

process”, career development, and organization development are the three major components of HRD in Japan.

HRD in Indian Scenario

In India, HRD has been defined as a process by which the employees of an organization are helped in a continuous planned way to

acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles,

develop their general capabilities as individuals and discover and exploit their own inner potential for their own and organizational

development purposes, develop an organizational culture in which the supervisor, subordinate relationships, team work and

collaboration among sub-units are strong and contribute to the professional wellbeing, motivation and pride of employees”. The

HRD policy in the banks has to act as an instrument to encourage employees to show creativity, to reach for excellence and finally

to render better customer service, thus objectives of HRD in BANKS are:

Creating a climate of openness and trust

Building a collaborative culture whereby everyone is an important member of an effective team

Preparing individuals for technological competence

Psychological preparedness for willing participation in change implementation

Promoting human capabilities and competency in the organization

Facilitating building of a strong character of honesty and integrity in performance

Improving quality of work life


Singh and Banergy (2000) have made a study about HRD strategies for competence, a case study of construction industry. They

present that construction is the second largest economics activity in India, and accounts for half of the nation’s investment or

development. The authors briefly discuss the HRD strategies at various levels in construction organization. Many sectors of the

construction industry are in urgent need of technological up gradation. An effort to develop the manpower by the organizations

will directly show results in the bottom line. Since there are not many professionals imparting training in construction related

aspects, refreshers training in construction related aspects, refreshers training is essential and some concrete efforts in imparting

systematic technical training is necessary.

Damodar and Dan (2001) have studied about competency assessment and need identification for training of nine supervisors of

sales officers, eight supervisors of office-in-charges, 20 supervisors of operation officers, and eight supervisors of location heads

evaluated the competencies of their respective subordinates on 47 dimension. Gaps were assessed between required; and existing

levels of competencies. By analyzing gaps in 10 important competencies for each work area, existing competencies of the

employees were found to be lower than required competencies. Deficiencies or gaps in competencies were found in a greater

number of behavioral skills compared to technical skills. Deficiencies in three most important competencies of sales officers were

planning of work, listening to others, and working with computers; for office-in-charges were business aptitude, business decision

making, and team management; for operation officers were being a team player, taking initiative, and business aptitudes; and for

location heads were taking initiative, managing a team, and being a team player.

Budhwar et al (2002) have explored their study about the scenario of HRD in the Sultanate of Oman. The investigation was

conducted with the help of a questionnaire survey in State Owned Enterprises. The research findings highlight an increased

emphasis on HRD initiatives at a national level in Omani firms. There is a significant degree of awareness among the top

managers regarding the benefits of a strategic approach to HRD. Despite all this, the implementation of HRD programs has not

been particularly successful. This is because the state has not been able to develop the skill and competencies of the Omani

workforce to the levels required under the sixth national five-year plan.

PROBLEM STATEMENT

This study deals with HRD climate in banks training terms of understanding human relations, development of supervisory skills,

working with problematic employees, teamwork, motivation, work order, setting goals and objectives, decision, making

counseling employees on work performance, assessing job performance, work division, developing job related skills, perform job

functions, active listening, command on handling conflict and so on. These aspects could be analyzed from the point of view

respondents. The study of employees views on training and development program is one of the aspects of the present study, taking

the variables like clarity, relevance, informative, practical, enjoyable, appropriate use of visual aids, nature of course, utility of

course and the like factors. An analysis of employee’s views on competitiveness and innovativeness is one of the constituents of

the present study, covering variables like innovative programs; improve the employee’s efficiency, employee’s awareness about

competitiveness and innovativeness of the training and development program.




OBJECTIVES OF STUDY

1. To know the top level management support for the HRD in the Public and Private Sector Banks in Tamilnadu

2. To find out the subsystem in the both banks

3. To identify the OCTAPAC culture implementation within two banks (Public and Private Sector banks)

4. To measure the difference between the Private and Public Sector Banking on HRDC elements

5. To suggest appropriate strategies which will make the organization to set an employee friendly & constructive climate


Research Design

Questionnaire is a tool used to collect information from any target segment in any form of research. This study is descriptive one.

A questionnaire method was adopted to elicit the information from the selected employees in the organization. This questionnaire

consists of questions related with personal details of the respondent like age, sex, education, salary etc.

Sampling Method

The sampling method used in this paper study is “simple random sampling”. Simple random sample is the simplest form of

Random sampling. In this type each and population element has a known and an equal chance of selection. This is an objective

approach where bias is eliminated and thus giving a chance to each population elements of being selected. This random sampling

is used to facilitate the selection process.

RESULT AND DISCUSSION

Table-1: Showing Distribution of Respondents according to Age

S. No. Age Frequency Percent

1 21-30 30 15.0

2 31-40 90 45.0

3 41-50 76 38.0

4 Above 50 4 2.0

Total 200 100.0


The above table shows that there are four categories of age of respondents involved in the study. The above table shows that 45%

of the respondents are in the age group ranging between 31 to 40 years, 38% of the respondents are in the age group ranging

between 41 to 50 years, 15% are involved in the age group of 21 to 30 years and 2% are above 50. It may be there concluded that

major portion of respondents are middle man.

Table-2: Showing distribution of Respondents according to Age

S. No. Gender Frequency Percent

1 Male 126 63.0

2 Female 74 37.0

Total 200 100.0


The above table shows that 63% of the respondents are male, 37% of the respondents are female, and hence it may be concluded

that major portion of respondents are male.

Table-3: Showing distribution of Respondents according to Marital Status

S. No. Marital Status Frequency Percent

1 Married 176 88.0

2 Unmarried 24 12.0

Total 200 100.0


The above table shows that 88% of the respondents are married, and 12% of the respondents are unmarried and it may be

concluded that major portion of respondents are married.




Table-4: Showing Distribution of Respondents according to Education

S. No. Education Frequency Percent

1 Diploma 2 1.0

2 HSC 34 17.0

3 UG 106 53.0

4 PG 56 28.0

5 M. Phil 2 1.0

Total 200 100.0


It is described that there are four qualification levels of respondents reported in the study as Diploma, Higher Secondary,

Bachelor’s degree, Master degree and M.Phil. Major portion of the respondents are Bachelors and Master degree 53% and 28%

respectively; and another portion of respondents are intermediate 17%, the remaining portions of respondents are Diploma and

M.Phil. is 1%.

Table-5: Showing distribution of Respondents according to Type of Banking

S. No. Type of the Bank you are Working Frequency Percent

1 Public 136 68.0

2 Private 74 32.0

Total 200 100.0


The above table shows that 68% of respondents are public, and 32% of respondents are private. So major portion of respondents

are public.

Table-6: Showing Distribution of Respondents according to Designation


1 BM 10 5.0

2 AM 70 35.0

3 FA 12 6.0

4 Clerical 46 23.0

5 Others 62 31.0

Total 200 100.0


It is described that there are five designation levels. The above table shows that 35% of the respondents are assistant managers and

31% respondents are others and 23% respondents are clerical, 6% respondents field officers are and remaining 5% branch

managers.

Table-7: Showing distribution of Respondents according to Branch Location

S. No. Marital Status Frequency Percent

1 Urban 106 53.0

2 Rural 94 47.0

Total 200 100.0


The above table shows that 53% of the respondents are urban, and 47% of the respondents are rural area so major portion of

respondents are urban areas.

Table-8: Showing Distribution of Respondents according to Overall Experience

S. No. Overall experience in Present Organization Frequency Percent

1 0-5 Years 46 23.0

2 6-10 Years 74 37.0

3 11-15 Years 66 33.0

4 16 Above 14 7.0

Total 200 100.0





The above table shows that there are four categories of years of experience respondents are involved in the study. 37%

respondents are having 6 to 10 years’ experience, 33% respondents are 11 to 15 years’ experience, 23% respondents are up to five

years, and remaining 7% is above 16 years’ experience.

Table-9: Showing distribution of Respondents according to Income per Month


1 Up to 10,000 10 5.0

2 10,001 - 20,000 32 16.0

3 20,001 - 30,000 86 43.0

4 30,001 - 40,000 52 26.0

5 40,001 - 50,000 18 9.0

6 Above 50,000 2 1.0

Total 200 100.0


The above table shows that 43% of the respondents belong to income per month of 20,001 to 30,000 and 26% of respondents are

above 30,001 to 40,000 and 16% of respondents are above 10,001 to 20,000 and 9% of respondents are above 40,001 to 50,000

and 5% of respondents are up to 10,000 and remaining 1% of respondents are above 50,000 income.

Table-10: Showing distribution of respondents according to Family members dependent


1 One 12 6.0

2 Two 14 7.0

3 Three 50 25.0

4 Four 76 38.0

5 Above 4 48 24.0

Total 200 100.0


Above table shows that there are five categories of family members dependent upon 38% respondents having four members

dependent by him and 25% respondents having three members, and 24% respondents are having above 4 members and 7%

respondents are having two members and remaining 6% having only one member.

Table-11: HRD Climate on bank’s employees based on Age

Preference

Score

Age (in Years) Value d.f. Sig

21-30 31-40 41-50 Above 50 Total %

General

Climate

Low 0 0 0 0 0 0%

9.098

3

.028* Medium 8 14 26 2 50 25.0%

High 22 76 50 2 150 75.0%

Total 30 90 76 4 200 100.0%

HRD –

Mechanism

Low 0 0 0 0 0 0%

10.497

3

.015* Medium 6 10 22 2 40 20.0%

High 24 80 54 2 160 80.0%

Total 30 90 76 4 200 100.0%

Octapac

Culture

Low 0 0 0 0 0 0%

6.375

3

.095

NS

Medium 6 10 16 2 34 17.0%

High 24 80 60 2 166 83.0%

Total 30 90 76 4 200 100.0%

Overall

Low 0 0 0 0 0 0%

7.511

3

.05* Medium 8 14 24 2 48 24.0%

High 22 76 52 2 152 76.0%

Total 30 90 76 4 200 100.0%


Note: *Significant at 0.05 level

**Significant at 0.01 level Ns not significant.

H0: The overall HRD climate opinion of banks employees are not significantly influenced by Age.

HA: The overall HRD climate opinion of banks employees are significantly influenced by Age.




Table-12: HRD Climate on Bank’s Employees Based on Gender

Preference

Score

Gender

Value

d.f.

Sig Male Female Total %

General

Climate

Low 0 0 0 0%

17.875

1

.000** Medium 44 6 50 25.0%

High 82 68 150 75.0%

Total 126 74 200 100.0%

% 63.0% 37.0% 100.0%

HRD –

Mechanism

Low 0 0 0 0%

10.382

1

.001** Medium 34 6 40 20.0%

High 92 68 160 80.0%

Total 126 74 200 100.0%

% 63.0% 37.0% 100.0%

Octapac

Culture

Low 0 0 0 0%

11.191

1

.001**

Medium 30 4 34 17.0%

High 96 70 166 83.0%

Total 126 74 200 100.0%

% 63.0% 37.0% 100.0%

Overall

Low 0 0 0 0%

11.202

1

.001** Medium 40 8 48 24.0%

High 86 66 152 76.0%

Total 126 74 200 100.0%

% 63.0% 37.0% 100.0%




H0: The overall HRD climate opinion of banks employees are not significantly influenced by Gender.

HA: The overall HRD climate opinion of banks employees are significantly influenced by Gender.

Table-13: HRD Climate on bank’s employees based on Marital Status

Preference

Score

Gender

Value

d.f.

Sig Married Unmarried Total %

General

Climate

Low 0 0 0 0%

.000

1

1.000

NS

Medium 44 6 50 25.0%

High 132 18 150 75.0%

Total 176 24 200 100.0%

% 88.0% 12.0% 100.0%

HRD –

Mechanism

Low 0 0 0 0%

.426 1 .514

NS

Medium 34 6 40 20.0%

High 142 18 160 80.0%

Total 176 24 200 100.0%

% 88.0% 12.0% 100.0%

Octapac

Culture

Low 0 0 0 0%

1.237 1 .266

NS

Medium 28 6 34 17.0%

High 148 18 166 83.0%

Total 176 24 200 100.0%

% 88.0% 12.0% 100.0%

Overall

Low 0 0 0 0%

.015 1 .903

NS

Medium 42 6 48 24.0%

High 134 18 152 76.0%

Total 176 24 200 100.0%

% 88.0% 12.0% 100.0%




H0: The overall HRD climate opinion of banks employees are not significantly influenced by Marital Status

HA: The overall HRD climate opinion of banks employees are significantly influenced by Marital Status




Table-14: HRD Climate on Bank’s Employees based on Education

Preference

Score

Education Value d.f. Sig

Diploma HSC UG PG M.Phil. Total %

General

Climate

Low 0 0 0 0 0 0 0%

7.401

4

.116

NS

Medium 0 8 24 16 2 50 25.0%

High 2 26 82 40 0 150 75.0%

Total 2 34 106 56 2 200 100.0%

% 1.0% 17.0% 53.0% 28.0% 1.0% 100.0%

HRD –

Mechanism

Low 0 0 0 0 0 0 0%

8.774

4

.067

NS

Medium 0 6 20 12 2 40 20.0%

High 2 28 86 44 0 160 80.0%

Total 2 34 106 56 2 200 100.0%

% 1.0% 17.0% 53.0% 28.0% 1.0% 100.0%

Octapac

Culture

Low 0 0 0 0 0 0 0%

1.881

4

.758

NS

Medium 0 6 16 12 0 34 17.0%

High 2 28 90 44 2 166 83.0%

Total 2 34 106 56 2 200 100.0%

% 1.0% 17.0% 53.0% 28.0% 1.0% 100.0%

Overall

Low 0 0 0 0 0 0 0%

8.466

4

.076

NS

Medium 0 6 24 16 2 48 24.0%

High 2 28 82 40 0 152 76.0%

Total 2 34 106 56 2 200 100.0%

% 1.0% 17.0% 53.0% 28.0% 1.0% 100.0%




H0: The overall HRD climate opinion of banks employees are not significantly influenced by Education

HA: The overall HRD climate opinion of banks employees are significantly influenced by Education

Table-15: One Way Anova Results of Overall HRD Climate on Bank’s Employees Based on Types of Banking

Preference

Score

Type of

Banking

N

Mean

Std.

Deviation

Std.

Error

F

Sig.

General

Climate

Public 136 54.4412 5.88880 .50496

2.988

.085

NS Private 64 55.8750 4.44901 .55613

Total 200 54.9000 5.49920 .38885

HRD –

Mechanism

Public 136 55.0588 5.10303 .43758

2.258

.135

NS Private 64 56.1875 4.62181 .57773

Total 200 55.4200 4.97063 .35148

Octapac

Culture

Public 136 32.4265 3.78815 .32483

.470

.494

NS Private 64 32.8125 3.54954 .44369

Total 200 32.5500 3.70895 .26226

Overall

Public 136 2.7500 .43461 .03727

.231

.631

NS Private 64 2.7813 .41667 .05208

Total 200 2.7600 .42815 .03028




H0: Overall HRD climate score of Bank employees are not significantly associated

with type of banking working of the employees.

HA: Overall HRD climate score of Bank employees are significantly associated

with type of banking working of the employees.

It has been found that general climate (F=2.988, P=.085), HRD mechanism (F=2.258, P=.135) and

OCTAPAC culture (F=.470, P=.494) have not significantly influenced by

type of banking working of the employees.




Table-16: One Way Anova Results of Overall HRD Climate on Bank’s Employees Based on Overall Experience

Factors

Overall

Experience

N

Mean

Std.

Deviation

Std.

Error

F

Sig.

General

Climate

0-5 46 55.6087 5.00435 .73785

4.070

.008* 6-10 74 54.8649 4.21454 .48993

11-15 66 53.6061 6.31939 .77786

16 Above 14 58.8571 7.04772 1.88358

Total 200 54.9000 5.49920 .38885

HRD –

Mechanism

0-5 46 55.8261 4.77635 .70423

3.470

.017* 6-10 74 55.8649 3.79013 .44059

11-15 66 54.0606 5.97914 .73598

16 Above 14 58.1429 4.55492 1.21735

Total 200 55.4200 4.97063 .35148

Octapac

Culture

0-5 46 32.2174 3.79422 .55943

1.367

.254

NS

6-10 74 32.8108 3.54878 .41254

11-15 66 32.1515 3.81996 .47020

16 Above 14 34.1429 3.57033 .95421

Total 200 32.5500 3.70895 .26226

Overall

0-5 46 2.8261 .39322 .05650

4.489

.005* 6-10 74 2.8378 .37112 .04314

11-15 66 2.6061 .49237 .06061

16 Above 14 2.8571 .36314 .09705

Total 200 2.7600 .42815 .03028




H0: The overall HRD climate opinion of banks employees are not significantly associated overall experience of the employees

HA: The overall HRD climate opinion of banks employees are significantly associated overall experience of the employees

FINDINGS OF RESEARCH

There is an association existing between general climate and age, gender, marital status and family dependent of the

employees.

There is no association between general climate and education, types of bank working, Designation, Branch location,

overall experience in this organization and income earned per month.

31 to 40 age groups of employees have high level in general climate employees than other employees.

Female employees are have high level in general climate employees than other employees.

Married employees have high level in general climate than other employees.

Diploma holder employees have high level in general climate other employees.

Private Banks employees have high level in general climate than Public banks employees.

Field officers employees have high level in general climate than other employees.

Urban employees have high level in general climate than other employees.

16 above age group overall experience in this employees have high level in general climate than other employees.

Rs 40,001 – Rs 50,000 income earned per month employees have high level in general climate.

Three members of family dependent employees have high level in general climate.

There is exist a significant association between HRD mechanism and age, gender, overall experience in this

organization and family member’s dependent.




There is no association between HRD mechanism and marital status, education, type of bank working, Designation,

Branch location, Income earned per month.

21 to 30 age group of employees have more HRD mechanism than other employees.

Female employees are having more HRD mechanism than other employees.

Married employees have more HRD mechanism than unmarried employees.

Diploma employees have more HRD mechanism than other education employees.

Private Banks working employees have more HRD mechanism than public banks employees.

Field officer employees have more HRD mechanism than other employees.

Urban area employees have more HRD mechanism than rural area employees.

Above 16 years overall experiences in these organization employees have more HRD mechanism than other employees.

Above 50,000 incomes earned per month employees have more HRD mechanism than other employees.

Three members of family dependent employees have more HRD mechanism than other employees.

There is exist a significant association between OCTAPAC culture and gender, income earned per month, family

member is dependent of the employees.

SUGGESTIONS

Bank officials requisite ensure that the customer satisfaction has been taken in to account.

To improve the communication system between banks and its customers also increase the quality of services.

In the present era, advertising makes a business well. A glowing ad should convey the information correctly as well as

competitively.

Top management must encourage the participative management system.

Employees transfer is affecting the employee’s morale. Researcher suggest that the management to consider that the

employees should be employed in the location as they desired at least for five years of service.

As per the current rule the employees working in public sector banks must be transferred to other states at least for three

of their service in order to get eligibility for promotion.

Since the banks are deals with wide range of people, it should educate its customer about their products and services.

CONCLUSION

This study exhibits that generally there is a good existence of HRD Climate in the organization according to the perceptions of the

respondents. An organization can create a positive and synergic effect by positioning its environment. The employees in general

showed a favorable attitude towards HRD policies and practices of the organizations. It’s in the hands of top management to

enhance the HRD systems and climate of the banks. However, it should be noted that the existing development climate within the

public banks are not as favorable as that the private banks. Moreover it is believed that private banks are pushed to follow HRD

mechanisms because of the customers for whom they are serving and profiting, the segment that they are targeting. On the one

hand private banks are educating both employees and customers with a new type of climate. At the same time customers

encountered some difficulties with the public banks. Now it’s a time to move on for the public banks to adopt certain mechanism

followed by the private banks and some new systems.

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17. Retrieved from http://hrdaudit.org/userfiles/file/HRD%20Defined%20.doc

18. Retrieved from http://pratibhaplus.com/Articles.aspx?ArticlesID=137

19. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/1468-2419.00159/abstract

20. Retrieved from http://www.ijimt.org/papers/32-C381.pdf

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22. Retrieved from http://www.academicconcepts.net/concepts/422/human_resource_development.html

23. Retrieved from http://www.journal.bonfring.org/papers/iems/volume3/BIJ-4712.pdf

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MEDIATING ROLE OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON HRM

PRACTICES AND TURNOVER INTENTION AMONG PRODUCTION ENGINEERS

S. Lara Priyadharshini41 A. Mahadevan42

ABSTRACT

This current study investigates how production engineer’s organizational citizenship behavior (OCB) mediates the

relationships among human resource management practices (Retention-oriented compensation, Formalized training,

Empowerment, Rewards & Recognition) on employees turnover intention. Using a sample of 408 respondents from various

production units located in Tamilnadu, we found that retention-oriented compensation, formalized training and rewards &

recognition are positively related to the engagement of OCB, while they are negatively associated with turnover intention. In

addition, we also found that OCB mediates the effects of retention-oriented compensation, formalized training and rewards &

recognition on turnover intention. We likewise discuss their implications in this study.

KEYWORDS

Organizational Citizenship, HRM Practices, Turnover Intension, Production Engineers etc.

INTRODUCTION

In the present competitive world especially in production sectors, the most crucial word that all HR mangers come across is

“turnover intention” of production engineers. Despite of challenges on several factors, shortage of production engineers in

research & development, product design and quality checking departments of various production units is found to be decisive and

thus the industries surging ahead and the rate of turnover intention of production engineers is more than the twice the average of

other workers. This issue is critically important because production engineers are often viewed as a core heart of organizations.

They are autonomous who enjoy occupational advancement and mobility and resist a traditional command and control culture,

with their commitment more occupationally than organizationally oriented. Since they often work in teams dealing with problems

and issues as opposed to tasks, they are more critical to the long-term success of the organization.

It has been extensively discussed in the human resource management (HRM) literature that organizations manage and retain

employees by instituting a variety of HRM practices(Yasemin Bal et al, 2013; Janet Chew et al, 2005; Janet Cheng, 2004;

Mohamed et al, 2013; Faith, 2012). Such practices typically include providing formalized training, relative pay level (Victor et al,

2010), designing fair job, performance appraisal systems and developing incentive pay systems (Koch and McGrath, 1996). The

past literatures revealed how HRM practices reduced employee’s turnover intention, but it seems that the past studies pay no heed

to how production engineer’s behavioral reactions affect these relationships (Guest, Michie, Conway and Sheehan, 2003).

Therefore, we squabble that the production engineer’s organizational citizenship behavior (OCB) plays a vital role in explaining

the HRM-performance relationship. OCB is a type of behavior that cannot be described formally in the job description of the

employee but this type of behavior plays important role in organization effectiveness and performance (Organ 1988).

Podsakoff and Mackenzie (1997) suggest that OCBs may improve performance because they could enhance co-worker or manage

productivity, free-up resources, help to co-ordinate activities between employees, enhance attraction and retention of employees,

reduce work performance variability and help an organization’s ability to adopt to change. According to social exchange theory

(Blau 1964), if employee enjoys benefit supported by their organizations, they may develop a sense of obligation to the

organizations, which in turn would lead to reciprocation through extra-role behaviors that would benefit the organizations. Based

on this effect, it has been recommended that organizations should focus more on facilitating employee OCB that, in turn, would

reduce productions engineers’ turnover intention (Wing Lam et al, 2009). Therefore, the three main purpose of this study is (1) to

examine the impact of HRM practices (retention-oriented compensation, formalized training, empowerment, rewards &

recognition) on OCB (2) to explore the effect of OCB on turnover intention (3) to further investigate the mediating role of OCB

on HRM practices and turnover intention. The central thrust of this paper is on organizational practices that ease employee OCB

that, in turn, leads to lower level of production engineer’s turnover intention.

Conceptual Framework and Hypotheses

The purpose of this study is to test an empirical model linking select HRM practices, production engineer’s OCB and turnover

intention. As shown in figure 1, the central variable of the model is OCB whose antecedents are HRM practices (i.e., retention-

oriented compensation, formalized training, empowerment and rewards & recognition) of the organization and its consequence is

41Ph.D. Research Scholar, Department of Management, Bharathiar University, Tamil Nadu, India, [email protected] 42 Professor, Department of Management Studies, Sri Ganesh School of Business Management, Tamil Nadu, India,

[email protected]






lower level of turnover intention. These variables, their interrelations and the hypotheses thereof are explicated in forth coming

sections.

Figure-1: Research Model and Hypotheses



Organizational Citizenship Behaviors

Organizational citizenship behavior concentrate on constructive and co-operative employee behaviors that contribute to the

organization, but do not fall within the domain of mandatory in-role behaviors nor they are directly compensated by the

organizations formal reward system (Organ, 1988; Organ and Konovsky 1989; Podsakoff and Mackenzie, 1994; Podsakoff,

Ahearne and Mackenzie, 1997). Four domains of altruism, loyalty, conscientiousness and loyalty were selected to capture the

concept of OCB in this study.

Altruism is inquisitive about intending beyond job expectations to lend a hand to others with whom the individual turns up into

contact. Pare and Tremblay (2000), explain behaviors such as helping a colleague who has been absent from work, helping others

who have heavy workloads, being mindful of hoe one’s own behavior affects other’s jobs and providing help and support to new

employee’s represent clear indications of an employee’s interest for its work environment.

Conscientiousness is designating behaviors such as compliance to rules, being punctual and using resources proficiently (Koster

and Sanders, 2006).

Loyalty is the extent to which the personnel are faithful to the organization, having feelings of bonding, inclusion, care,

responsibility and devotion towards it (Gorge and Brief, 1992).

Teambuilding is an ability to identify and motivate individual employees to form a team that stays together, works together and

achieve together (Piercy et al, 2006).

The effect of HRM Practices on OCB

Retention-oriented Compensation

Compensation practices are the essential elements, which play a vital part in the retention of the production engineers. Employees

typically depend on wages, salaries and so forth to provide a large share of their income and on benefits to provide income and

health security. Ibok Nkanikpo et al, 2012; Bilal Jamil and Naintara, 2011; mark William, 2003 have stated that compensation

practices affect OCB and performance of employees largely. Since, production engineers are unique and the demand for them is

high in job market, organizations have to concentrate more on compensation practices, which in turn they will, engaged more in

in-role and extra-role behaviors.

H1: Retention-oriented compensation practices have a significant relationship with OCB.

Training

Employee training has been recognized as a significant determinant of both employee and organizational performance (Chand and

Ambardar, 2010; Buella, 2000; Chand and Katou, 2007). Training should be mandatory not merely to intensify productivity but




also to stimulate and manipulate employee by making it possible for them to expertise how important their jobs are and rendering

them all the assistance, they need to accomplish those jobs. Training also conveys the message to employees that the organization

is committed to enhance their competence and well-being (Elmadag et al, 2008) and it treats them as valuable assets. Such

perceptions do spur the employees to engage more fully in in-role and extra-role behaviors.

H2: Formalized training practices have a significant relationship with OCB.

Empowerment

Empowerment is a strategy through which employee’s spotlight their skills to manage their unique development and perhaps

ascertain the solutions to the problems. Agarwal and Ferratt (1999), have indicated that companies are now investing in employee

empowerment for helping them in function of decision making and work. Through the utilization of such practices employees are

convinced that the organization accommodate significance to them consequently employees exhibit commitment towards

organization. Seyyed, 2012; Zahra, 2013; Boglera and Somech, 2004 stated that there were strong and positive relationships

between OCB and employee’s empowerment.

H3: Empowerment practices have a significant relationship with OCB.

Rewards & Recognition

Rewards & recognition are given when organizations want to motivate employees in achieving a goal nor employees have

accomplished an organizational objective. When properly implemented, rewards & recognition aid a company in the pursuit of

strategic and operational goals. Maslach et al (2001), stated that when organization gives rewards & recognition to employees,

they show greater intensity of loyalty with the organization.

H4: Rewards & Recognition practices have a significant relationship with OCB.

The Effect of OCB on Turnover Intention

Employee retention will find it possible to manipulate organizational performance because of the fact that well-qualified

employees have an overabundance of knowledge of organizational goals (Boselie and WWiele Van Der, 2002). Shore, Bark Sdale

and Shore (1995), argued that managers use OCB as a signal of the extent in which an employee feels he or she belongs to the

organization. Ian Coyne and Tanya Ong, 2007; Nathan Podsakoff et al, 2009; Parveen Kumar, 2011; Pascal Paille, 2013; Yafang

and Shih, 2010 particularly showed that OCB is negatively related to employee turnover. Employees who had stronger turnover

intention were less likely to show OCBs at work. This provides some support for the notion that OCBs may enhance the

organization’s ability to retain employees (podsakoff and Mackenzie, 1997) and that lower OCB levels relates to unwillingness on

the part of an employee to be involved and remains in the organization (Chen et al, 1998).

H5: OCB have a significant negative relationship with production engineer’s turnover intention.

Mediation of OCB

Dyer and Reeves (1995) stated that HRM practices have an impact on employee way of thinking and behavioral patterns which in

turn interfere with organizational performance. They also pointed out that the most desperate consequence of HRM practices is on

employee pertinent behaviors accompanied by organizational productivity and ultimately organizational financial outcomes.

Nurita Juhdi et al, 2013; Priyanka and Soeonghee, 2010; Mahmoud Manafi, 2012; had shown that some workforce attitudinal

characteristics mediates the relationship between HRM practices and individual outcomes. The above clearly supports the idea of

a mediator of the HRM performance relationship. Accordingly we propose that OCB is such a mediator, and thus the hypotheses

to be tested are:

H6: OCB mediates the relationship between retention-oriented compensation and turnover intention.

H7: OCB mediates the relationship between formalized training and turnover intention.

H8: OCB mediates the relationship between empowerment and turnover intention.

H9: OCB mediates the relationship between rewards & recognition and turnover intention.


Sources of Data

This study is based on primary and secondary data. The primary source was a direct personal interview through a survey

instrument administered to the respondents by the investigator. The secondary data was collected from the previous research

articles, books and internet resources.




Construct Development

The interview schedule has been divided into four parts:

The first part of the interview schedule deals with the demographic profile of the respondents.

The second part deals with HRM practices (i.e.) Retention-oriented compensation (7 variables) Janet and Christopher (2008) (I

item) and Wing Lam et al (2009) (6 items), Training (7 variables) Wing Lam et al (2009) (5 items) and Solha et al (2012) (2

items), Empowerment (7 variables) Jeannette Taylor (2013) (1 item), Lee et al (2000) (3 items), Asim mukhtar et al (2012) (2

items) and Paula et al (1992) (1 item) and Rewards & recognition (7 variables) Alam Saks (2006) (4 items) and Yi-chun yung

(2012) (3 items).

The third part deals with the OCB dimensions (i.e.) Conscientiousness (5 variables) Solha et al (2012) (3 items) and Asim et al

(2012) (2 items), Altruism (5 variables) Solha et al (2102) (4 items) and Asim et al (2012) (1 item), Team building (5 variables)

Solha et al (2012) (4 items) and Piercy et al (2006) (1 item) and Loyalty (5 variables) Caryl et al (1988) (4 item) and Solha et al

(2012).

The fourth part of the questionnaire measured the production engineer’s Turnover intention (4 variables) Farh et al (1998). All the

variables taken up for the consideration in this study were measured with 5-point Likert scale with the range of 1 – Strongly

disagree to 5 – Strongly agree.

Proposed Research Model

A projected research model for measuring the mediating role of organizational citizenship behavior on Human Resource

Management (HRM) practices and Turnover intention among production engineers are shown in figure 1.

Sampling Procedure

The primary objective of this study is evaluating the mediating role of OCB on HRM practices and turnover intention among

production engineers especially working in research & development, product & design and quality checking departments from

various manufacturing industries such as auto components, textile machineries, home appliances and electric & motor pumps in

Tamilnadu state.

A total of 430 respondents were considered and purposive sampling was used to assess the opinions of production engineers

regarding HRM practices, OCB and Turnover intention. Out of the above, only 408 questionnaires were returned and found to be

in reusable level resulting in a response rate of 95%. Data collected through the questionnaire has been analyzed to fulfill the

objectives of the study.

Pre-Test

As the items were drawn from several scales, a pilot study was carried out to ensure that each subscale was internally consistent.

Data collected from the sample of 100 production engineers were tested.

The analysis of these responses showed that the internal consistency estimated (Cronbach’s Alpha) for the 10 scales of the study

ranged from 0.67 to 0.86. The inspection of the item-to-total correlation showed all items correlated highly with their own totals

except 4 items which were dropped (1 item from each of training, empowerment and turnover intention).

RESULTS & INTERPRETATION

Preliminary Analyses

Table-1: Demographic Profile of Sample Respondents (N = 408)

S. No. Demographic Variables Number of Respondents (N=200) Percentage

1. Age

1. 20-30 years

2. 31-40 years

3. Above 40 years

250

120

38

61.3%

29.4%

9.3%

2. Gender

1. Male

2. Female

408

-

100%

-




3. Marital Status

1. Married

2. Unmarried

253

155

62%

38%

4. Educational Qualification

1. Graduate

2. Post graduate

329

79

80.6%

19.4%

5. Experience in the present organization

1. 1- 5 years

2. 6-10 years

3. Above 10 years

327

65

16

80.1%

15.9%

3.9%

6. Total Experience

1. 1- 5 years

2. 6-10 years

3. Above 10 years

93

275

40

22.8%

67.4%

9.8%

7. Monthly Salary

1. Below Rs. 10,000

2. Rs.10,000-15,000

3. Rs.15,000-20,000

4. Above Rs. 20,000

18

60

142

188

4.4%

14.7%

34.8%

46.1%


Table 1 shows that all respondents identified were under Male category with 100%. Regarding age criteria, it is found that

maximum respondents were found between the age limit of 20-30 years with 61.3%. Out of 200 respondents, 62% of them are

married and in view of educational qualification, it is seen that most of them are having graduate education level (80.6%). While

considering the experience, it is seen that 80.1% of employees are having experience between 1-5 years in the present

organization and 67.4% of employees having total experience between 6-10 years. 46.1% of employees having monthly salary of

above Rs.20, 000.

In order to examine whether the factors are having significant positive association, bivariate correlation analysis were carried out

and the results are presented in Table 2.

Table-2: Means, Standard Deviations and Inter-Correlation Analysis of Studied Variables

Variables Mean SD 1 2 3 4 5 6

1.Retention-oriented compensation 30.66 4.675 -

2.Formalized training 26.13 3.988 .358** -

3.Empowerment 22.13 5.044 .050 .101* -

4. Rewards & Recognition 30.28 4.285 .493** .525** .052 -

5.OCB 88.32 8.359 .452** .586** .032 .526** -

6.turnover intention 5.06 2.229 -.353** -.331** -.028 -.459** -.229** -


Note: ** Correlation is significant at the 0.01 level (2-tailed).

* Correlation is significant at the 0.05 level (2-tailed).

Table 2 shows the means, standard deviations, correlations of all variables used in this study. The inter-correlation result showed

that retention-oriented compensation was positively related to organizational citizenship behavior (OCB) (r=0.45, p<0.01) and

negatively related to turnover intention (r=-0.35,p<0.01), formalized training was positively related to OCB(r=0.59,p<0.01) and

negatively related to turnover intention (r=-0.33, p<0.01) and rewards & recognition was positively related to OCB (r = 0.53,

p<0.01) and negatively related to turnover intention (r = - 0.46, p<0.01). OCB was also found negatively related to turnover

intention(r = -0.13, p<0.01). The inter-correlation results preliminarily supported the proposed relationship between variables in

Figure 1.

Hypotheses Testing

To test the mediation model (Hypotheses 6, 7, 8 and 9), we followed Baron and Kenny’s (1986) three-step procedure. First, the

independent variables should be significantly related to the mediating variables. Second, the independent variables should be

related to the dependent variables. Third, the mediating variables should be related to the dependent variables when the

independent variables are controlled for in the model. If the unstandardized beta weights of the independent variables are still

significant in the last step, partial mediation is present. If the unstandardized beta weights of the independent variables are not




significant, full mediation is present. Many methodologies (Wing Lam et al 2009; Mackinnon, Lockwood, Hoffman, West and

Sheets 2002; Shrout and Bolger 2002) consider Baron and Kenny’s method to be one of the most conservative tests for mediation.

Table-3: Results of Hierarchical Regression Analyses on HRM Practices, OCB and Turnover Intention


Note: F= 79.167, d.f. = 4, 403, P = .000

F= 79.167, d.f. = 4, 403, P = .000

***P<0.001, **P<0.01, *P<0.05

B= Un-standardized beta; SE= Standard error.

Table 3 presents the results of hierarchical regression analyses using SPSS 16. The results showed that in model 1, retention

oriented compensation (β=0.20, p<0.001), training (β=0.40, p<0.001) and rewards & recognition (β=0.22, p<0.001) was found to

be positively related to OCB (∆R2 = 0.44, p<0.001). In model 2, retention oriented compensation (β= -0.15, p<0.01), training (β= -

0.10, p<0.05) and rewards & recognition (β= -0.32, p<0.001) were negatively related to turnover intention (∆R2 = 0.24, p<0.001).

In model 3, the result revealed a significant effect of OCB on turnover intention (β= -0.23, p<0.001) (∆R2 = 0.25, p<0.01), while

the un-standardized beta weights of the independent variables (retention-oriented compensation, formalized training and rewards

& recognition) was found to be still significant on turnover intention. Therefore from the results of the above 3 models it was

suggested that OCB partially mediates the following relationships (1) between retention-oriented compensation and turnover

intention, (2) between formalized training and turnover intention and (3) between rewards & recognition and turnover intention.

MANAGERIAL IMPLICATIONS

The core heart of production units are the technical engineers, working in research & development, product & design and quality

checking because these professional possess specific skills that are mandatory for the economic development of the organizations.

These professionals are implementing lot of new innovative production techniques to facilitate a sustainable development besides

their competitors. The higher Turnover intention level arises from the heavy demand for them in the job market. The findings

suggested that the universalistic proposition for the relationship of HRM on turnover intention is not that simple. Indeed, it

requires the intervention (mediation) of the behavioral reactions. Thus, manufactures have to enhance OCB through HRM

practices in order to retain the skilled employees and to motivate the workforce and hence be successful in the business.

LIMITATIONS AND SCOPE FOR FUTURE RESEARCH

The present study has three major limitations, which should be focused in future study. First, the study was limited to production

engineers along with relatively small sample size, which was preferred through purposive sampling method confined with small

geographic area. Second, since the data was collected from a few production sectors located in Tamilnadu, we may not know the

generalizability of the findings. Future research is thus; recommend collecting data from other states, nations, public enterprises or

non-profit organizations to investigate the effect of HRM practices on turnover intention. Third, we examined OCB as the only

behavioral mediator in the model. Thus, we still do not confirm much about other behavioral reactions mediate the relationship of

HRM on employee engagement and turnover intention. Future studies may therefore further investigate a variety of behavioral

mediators such as job satisfaction, employment commitment and flexibility on the relationship.

CONCLUSION

The current research work tries to answer the questions of how and why high performance HRM practices reinforce desirable

individual consequences. In particular we found that: (1) Retention-oriented compensation, Formalized training and Rewards &

Model Model 1

OCB

Model 2

Turnover

Intention

Model 3

Turnover

Intention

B Std. Err Beta T B Std. Err Beta T

Constant 43.51 2.88 15.10 13.93 0.89 15.56

Retention

Oriented

Compensation

0.36 0.08 0.20 4.69*** -0.07 0.02 -0.15 -3.06**

Formalized

Training

0.84 0.09 0.40 9.08*** -0.06 0.02 -0.10 -2.02*

Empowerment -0.05 0.06 -0.03 -0.81 .003 0.02 -0.008 0.172

Rewards &

Recognition

0.42 0.09 0.22 4.55*** -0.171 0.03 -0.33 -5.94***

∆R2 0.43 0.24 0.23

OCB -2.28**

∆R2 0.25




Recognition were positively related to OCB, (2) OCB lowers production engineer’s turnover intention, and (3) OCB partially

mediated the effects of retention-oriented compensation, formalized training and rewards & recognition on turnover intention.

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EFFECT OF OCCUPATIONAL STRESS AND WORK-LIFE BALANCE ON

JOB SATISFACTION AMONG FEMALE FACULTIES

OF CENTRAL UNIVERSITIES IN DELHI

Nahid Darakhshan43 Jamid Ul Islam44

ABSTRACT

The study aims to investigate the level of Job Satisfaction among female faculties of central universities of Delhi, India. The

study also investigates the effect of Occupational Stress and Work-Life Balance on Job satisfaction. A self-structured

questionnaire is adopted to accomplish the research objectives through the responses from 120 female faculty members of two

central universities of Delhi, India. Various statistical tools and methods such as descriptive statistics and regression analysis

etc. have been used to analyze the data. The results of the study reveal that a significantly high level of job satisfaction exists

among female faculty members of two central universities of Delhi. The results also reveal the existence of significantly low

negative effect of Occupational stress and Work-Life Imbalance on the degree of job satisfaction of female faculty members

of two central universities of Delhi. This study makes a significant contribution to the existing body of knowledge by

exploring the relationship between Occupational stress, Work-Life Balance, and Job Satisfaction. This information may prove

to be of great help to the policy makers and practitioners of the educational set-ups.

KEYWORDS

Organizational Stress, Work Life Balance, Job Satisfaction, Female Faculties, Central Universities etc.

INTRODUCTION

In the contemporary business world, where there is fierce competition on all grounds, having competent human capital gives a

distinct competitive advantage to organizations. Role of teachers and universities is of predominant significance in delivering the

updated knowledge and content to the wards to prepare the human capital to meet the challenging goals of the organizations in

particular and the expectations of the society and the nation in general.

With rapid advancements in business, technology and innovations; role of academicians has seen a paradigm shift. Because of

which, at university level, expectations from the academicians have touched new heights. Academicians are facing challenging

task with respect to teaching and research, which gives rise to occupational stress while working. With the advent of Omni-

channel educational facilities (both online as well as offline), academicians’ duties are not confined to the premises of universities

but they need to be involved with the job even while being with their families. This has led work life imbalances among faculties.

Quality education is the most important parameter to predict the future of a country; the faculty members play the key-role in

achieving this. The objective of education cannot be materialized without the job satisfaction among the teachers. If the faculty

members are satisfied with their jobs, they can help the institutions to achieve the goals of quality education and produce the

efficient human capital. Otherwise, with the increase in level of stress and work-life imbalances the gap between desired level of

education and the actual level will keep on widening every now and then. The challenging work environments demanding updated

roles from teachers have led to the occupational stress among them and have affected their work-life balances. Thus, in order to

frame policies to cope up with the challenging issues such as occupational stress and work-life conflicts and to improve the job

satisfaction among faculties and higher education, it is important to explore these areas and find out the relationship between

them.

Job Satisfaction, according to (Locke, 1976)i is the Pleasurable or positive emotional state resulting from the appraisal of one's job

or job experiences. According to Robbinsii (2001), Number of visible factors help in developing the symptoms of job satisfaction

with institute (showing respectful attitude, feeling of self-actualization and identification) such as remuneration, security,

endorsement, performance, and work independence.

Employee’s job satisfaction is an important factor that motivates individuals to perform effectively and efficiently towards

organization’s goals, and give a rush every time to face new challenges during their work. With high level of job satisfaction

employees feel content with their roles and rewards to perform which directly leads to organizational effectiveness.

Work-Life Balance, according to McAuley F et.aliii (2003) is described as a competition for both time and energy between the

different roles filled by an individual.

43MBA Student, Centre for Management Studies, Jamia Millia Islamia, New Delhi, India, [email protected] 44MBA Student, Centre for Management Studies, Jamia Millia Islamia, New Delhi, India, [email protected]






To maintain a controlled and sustainable balance between the work and personal life is a success in itself. Most of the times

numerous demands from work roles or personal roles make employees to be inclined more towards either side making the other

part less productive. A significant work-life balance is vital to the efficiency of the employees and to the efficiency of the

organization as a whole.

Occupational Stress, Occupational Stress could be a source of ineffectiveness. Occupational Stress has been defined by Leka,

Griffiths and Coxiv(2004) as the response people may have when presented with work demands and pressures that are not matched

to their knowledge and abilities and which challenge their ability to cope.

Employees encountering occupational stress not only loose grip over their abilities and skills but also affect the people working

with them. Organizations need to take effective measures in order to minimize occupational stress among employees and create a

healthy work environment.

LITERATURE REVIEW

Job satisfaction, Occupational Stress, and Work-Life balance have been the areas of interest for many researchers over the past

several decades. The two main factors that affect the level of job satisfaction are work-life balance and occupational stress. Few

models of faculty job satisfaction have provided an operational lens for viewing work-life balance and occupational stress as

factors affecting job satisfaction. In a study on work-life balance needed for recovery from job stress conducted by [1] reveals that

If there are any unpleasant text messages or emails from work-related people- such as a boss, co-worker, clients, customers or

contractors - it may more likely cause an employee to ruminate about work-related issues or worries. It will affect one’s feelings

and behaviors at home, which could further influence people at home. Hence the research reveals the positive effect of job stress

on work life conflict. [2] While conducting a research study to find out the effects of stress on job satisfaction of head teachers at

elementary level indicated that most of the head teachers at elementary level are in stress and stress is negatively affecting their

job satisfaction. [3] Presents findings of his research revealing that workers who have experienced difficulties balancing work and

personal life also are likely to report chronic job stress, compared with those experiencing no change or a reduction in work-life

balance difficulties. A study by [4] reveals that there is a significant relationship between Job stressors, job stress and job

satisfaction among teachers with particular reference to corporate, higher secondary school of Nepal. However, [5] in his study to

observe overall faculty stress level and examine relationship between occupational stress and job satisfaction through acquiring

the responses from faculty states that an insignificant relationship is found between occupational stress and job satisfaction. [6]

Identified that a lack of satisfaction can be a source of stress, while high satisfaction can alleviate the effects of stress. This study

reveals that, both of job stress and job satisfaction were found to be interrelated. The result of the research by [7] show that there

is negative relationship between job stress and job satisfaction. [8, 9] have amply demonstrated that work-family conflict affects

both workers’ attitudes and the organizational behaviour, such as job satisfaction, organizational commitment, turnover,

absenteeism and organizational citizenship behaviors. A study conducted by [10] on work life balance and job satisfaction among

faculty of Lowa state university reveals significant relationship between work life balance and job satisfaction.

OBJECTIVES OF STUDY

To find the level of job satisfaction among women faculties of the central universities.

To study the effect of occupational stress on job satisfaction among women faculties in central universities of Delhi.

To study the effect of work-life balance on job satisfaction among woman faculties in central universities of Delhi.


Data Source and Sample: For this study, two public central universities (Jamia Millia Islamia and Delhi University) were selected

in Delhi, India for data collection using non-probability purposive sampling technique. Various faculties (like Faculty of Social

Science, Political Science and Humanities and Languages) and centers (like Centre for Management Studies and Centre for West

Asian Studies) of Jamia Millia Islamia and several colleges (like Kamlabai College, Bhagat Singh College, Jesus and Marry

College and Zakir Husain College) of Delhi University were been chosen for survey).

The respondents of this study are the randomly selected female faculty members from different faculties, centers and colleges of

the two universities.

The sample size selected was 120 respondents, 60 from each university. Self-administered questionnaires were given to the

respondents. Out of 120 distributed questionnaires, 90 completed questionnaires were returned, resulting in a response rate of

75%.

Instruments and Measures: The research instrument used in this study for the collection of data is a self-administered

questionnaire. This questionnaire included different structured scales for Occupational stress and Work-Life balance along with a

section that includes questions related to biographical information. The questionnaire used a five–point Likert scale as choice of

answers.




Statistical Techniques: To analyze the characteristics of the sample, descriptive statistics (e.g. Frequency distribution) is used.

Regression analysis and other statistical tools are used to investigate the effect of occupational stress and work-life balance on job

satisfaction. The questionnaire was designed keeping in mind the objectives of the study.

DATA ANALYSIS

Cronbach’s alpha has been used to test the reliability of the questionnaire.

The output for Cronbach’s alpha of the questionnaire used for the study has been given below in Table-1:

Table-1: Reliability Statistics

Cronbach's Alpha Number of Items

.875 25


It can be seen that Cronbach's alpha is 0.875, which indicates a high level of internal consistency for our scale with this specific

sample.

Descriptive statistics of Biographical information (Age, Educational Qualification, Lecturing Experience, Designation of Post,

and Marital Status) is presented in Table-2.

Table-2: Descriptive statistics of Biographical information

(Age, Educational Qualification, Lecturing Experience, Designation of Post, and Marital Status)

Variable Category Frequency %age Variable Category Frequency %age

Age

Less than 25 Years 6 6.66

Designation

Of Post

Assistant Professor 25 27.77

26-35 Years 24 26.66 Associate Professor 38 42.22

36-45 Years 33 36.66 Professor 16 17.77

46-55 Years 16 17.77 Guest Faculty/Others 11 12.22

56-65 Years 6 6.66

Marital

Status

Single 30 33.33

66 Years & Above 5 5.55 Married 45 50

Educational

Qualification

Masters 35 38.88 Divorced 9 10

Masters & Above 55 61.11 Widowed 6 6.66

Lecturing

Experience

0-5 Years 20 22.22

5-10 Years 38 42.22

10-15 Years 18 20

15 Years & Above 14 15.55


Level of Job satisfaction: The mean value of the scores obtained from individual cases can range from 12 to 60. The low score

signifies low level of job satisfaction and vice versa. Hence, mean score below 36(median) will represent low level of job

satisfaction and mean value above 36 will signifies high level of job satisfaction, as shown in Table-3;

Table-3: Mean, Median, Mode, and Standard Deviation of Job Satisfaction

Items Job Satisfaction

Mean 42.75

Median 43

Mode 42

Standard Deviation 6.097

Count 90


From the above table, it can be concluded that there is significantly high level of job satisfaction among female faculties of central

universities of Delhi. As two of the objectives of the research are to study the effect of occupational stress on job satisfaction and

to study the effect of work-life balance on job satisfaction among female faculties of central universities of Delhi, regression has

be used as a statistical tool to do such analysis. Multiple Regression Analysis was done to know achieve the above objectives, as

shown in Table-4, 5, and 6.




Table-4: Regression Statistics

Multiple R 0.872743227

R Square 0.697132096

Adjusted R Square 0.646094619

Standard Error 3.922706003

Observations 90


Table-5: Anova

Significance F

Regression 3.87648E-15


Table-6: Regression Coefficients and P-Value

Coefficients P-value

Intercept 50.41815211 9.93853E-38

Occupational stress -0.224962138 2.58732E-05

Work life imbalance -0.158848078 0.002444272


From the data table above, it is clear that the significance value is 3.87648E-15 where E-15 = (10) ^-15. Thus, the significance F

value is very much less than 0.05. In addition, all the P values are less than 0.05. This means, the result is statistically significant.

The regression line is: y=Job Satisfaction = 50.41815211-0.224962138* Occupational stress - 0.158848078* Work life imbalance

(as the higher score signifies high level of work life imbalance or low level of work-life balance, the tool has taken the variable as

work-life imbalance). In other words, for each unit decrease in occupational stress, Job Satisfaction among women faculties of

central universities of Delhi will increase with 0.224962138 scores. In addition, for each unit decrease in work-life imbalance, Job

satisfaction will increase with 0.158848078 scores. If the independent variables (occupational stress and work-life balance) are

kept, zero the score for job satisfaction for such sample is 50.41815211 that are the female faculties of central universities of Delhi

have high level of job satisfaction as already stated.

From the analysis it has been found that occupational stress negatively affects the level of job satisfaction and work-life balance

positively (or work-life imbalance negatively) affects the level of job satisfaction of women faculties. Although, there is no

significant effect of the independent variables on the dependent variable, as coefficient values are too small (0.224962138 of

occupational stress and 0.158848078 of work-life imbalance).

DISCUSSION AND CONCLUSION

The main aims of the study were to inspect the effect of occupational stress and work-life balance on the degree of job satisfaction

of female faculties in central universities of Delhi and to find the level of job satisfaction of the female faculties.

The results of the study reveal that a significant high level of job satisfaction exists among female faculties of central universities

of Delhi. The finding is consistent with a number of findings such as in one study Nadeem Malik (January, 2014)v has concluded

that Faculty members in University of Balochistan were generally satisfied with their jobs.

Most of the respondents are clear about their duties and responsibilities, are clear with what is expected from them, are not subject

to personal harassments and bullying, are clear about objectives and goals of department, can rely on colleagues and line

managers for work related help. All these have contributed to higher level of job satisfaction. The finding related to relationship

between work life balance and job satisfaction is not in consistence with previous several studies in the same field such as in one

study there was a significant relationship between work life balance and job satisfaction among faculty (Mukhtar F, 2012). In

another study Hagedorn (2000)vi asserted that work and family relationships are considered one of the key mediators for job

satisfaction among faculty member.

This study can prove to be of great significance to administration of universities to make changes in policy related to work life

balance so that they may increase the level of job satisfaction and decrease the level of job related stress among female faculties.

LIMITATIONS OF THE STUDY

The study is limited to the sampled universities of Delhi, which excludes other prominent institutions of higher

education of India.

The time and budget were among the other constraints, which limited the scope and subject coverage of the research.

Only public universities were considered for the study. There may be a difference in the results if private universities are

also added up to the sample.




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http://www.academia.edu/6984021/Effect_of_Occupational_Stress_and_Work-Life_Balance_on_Job_Satisfact

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http://holykaw.alltop.com/why-separating-work-from-life-is-crucial

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http://www.forbes.com/sites/alicegwalton/2013/02/06/feeling-disconnected-5-reasons-to-unplug-from-te

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Footenotes

iRobbins, S. P. (2001). Organizational Behavior (9th ed.), New Jersey: Prentice Hall.

iiMcAuley F et al (2003), Modelling the Relationship between Work-Life Balance and Organizational Outcomes. Paper presented

at the Annual Conference of the Society for Industrial Organizational Psychology. Orlando, April 12, 2003, 1-26.

iiiLeka, S., Griffiths, A. & Cox, T (2004), Work Organization & Stress, Systematic Problem Approaches for Employers,

Managers and Trade Union Representatives. http://www.who.int/occupational_health/publications/pwh3rev.pdf

ivNadeem Malik (January, 2014), A Study on Job Satisfaction Factors of Faculty Members at the University of Balochistan,

Journal of Research in Education, Vol. 21, No. 2, pp. 49-57.

vHagedorn R (2000), Tools For Practice in Occupational Therapy: A Structured Approach To Core Skills and Processes.

www.amazon.co.uk/gp/aw/d/0443061599?pc_redir=1397011591&robot_redir=1.

*****

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http://zil9897spss.blogspot.in/2012/04/cronbachs-alpha-using-spss.html

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A DEBT TO REPAY: WHETHER END JUSTIFIES THE MEANS?

Asim Mitra45 Jaidev Poomath46

ABSTRACT

The POWERCO Ltd, a reputed electrical accessories manufacturing PSU, was in a profound financial trouble due to

continuous suppression and manipulation of financial data as well as lack of competence or intention of top management.

Moreover, real demand for the products was not near the projections and the company was approaching closure. Mr. Swarup

Datt, the CEO, explored different alternatives and took a rout violating the agreement with banker to revive financial health of

the company. This case depicts an ethical issue encountered by a CEO of an Indian Public sector undertaking organization in

the context of business, society and government.

KEYWORDS

Debt, POWERCO, Banker, Ethical Issue, PSU etc.

INTRODUCTION

Mr. Swarup Datt, the Managing Director of POWECO LTD, after looking at the latest annual report felt helpless about the present

financial condition of POWECO LTD. The distressed financial situation would lead to no other decision but knocking the doors

of BIFR (Board of Financial Reconstruction of India) for bailout package. As financial performance of the company had not been

satisfactory in last few years, the Board of Directors (BOD) of POWECO LTD had already asked Mr. Swarup Datt to suggest

turnaround strategies to be persuaded to revive the financial health of the company. The future of 1600 employees was at stake.

THE POWECO LTD

Background

The POWECO LTD, a state owned enterprise in India, was set up in early 80s. The company manufactures electrical accessories

for major power companies of the country. Their products, which have had technical superiority over those of competitors, were

widely accepted as the best by any standard. An American company specified the technical knowhow and expertise. However, the

good times did not last long. The Government had set highly ambitious targets for production of power in 11th Five Year plan.

Consequently, the requirements of Electrical equipment shot up immediately. Sensing this as a huge opportunity, many companies

entered into the market and started marketing products, which directly compete with POWECO LTD. This was the first time

POWECO LTD was threatened by sudden and steep competition from the new entrants in the market. However, management of

POWECO LTD was not at all ready to defend the intimidation with appropriate strategies. On the other hand, after a couple of

years of beginning of the 11th five year plan the real demand for the products was nowhere near the projections. Thus, finished

products and inventories began to pile up, for POWECO LTD and its competitors. This, in turn, made way for a perceptible

recession, and the financial health of the company began to deteriorate. Moreover, the then Managing Director was a state

government nominee, and decided by the ruling party. It did not help the company because the Managing Director(s) who joined

prior to Mr. Swarup Datt lacked competence in assessing the financial health of the company. Even the employees understood

something was going wrong; nobody dared to report it apprehending that it might make their career vulnerable.

Finance and Accounts Department

The financial managers of the company used to indulge themselves in window dressing of accounts and Balance Sheets of the

company to portray a healthy picture. They showed inflated amounts of receivable from customers, which was never realized. The

finance department continued to enjoy a lot of freedom in doing so, mainly due to lack of expertise in finance and will of the

managing directors to steer the company toward right direction.

In the subsequent Board Meeting, Mr. Swarup Datt had been advised by the board of directors to knock the doors of Board for

Industrial and Financial Reconstruction (BIFR) for fund for survival. Acting on this recommendation, Mr. Swarup Datt the M.D

reported to BIFR that the company had turned to be a sick and non-profitable unit in the present circumstances. The paid up

capital of POWECO LTD was only Rs.10 crores, but now, its accumulated loss touched Rs.21 crores. The BIFR team asked the

owner of the company, the State Government to decide on the future course of action.

45 Assistant Professor, Department of Management, North Bengal St Xavier’s College, West Bengal, India,

[email protected] 46 Assistant Professor, Department of Management, D. C. School of Management and Technology, Kerala, India,

[email protected]






Unfortunately, the Government was not in a state to bail out the company by offering financial assistance. Instead, it planned other

ways like selling off excess land bank with POWECO LTD, which had soaring asset value due to massive increase in the price of

land. The other suggestion was to have a consortium of banks to help and finance POWECO LTD to overcome the crisis. Mr.

Swarup Datt decided to work on it and started convincing authorities of nationalized bank, which was the main lender and had

huge amount of receivables from POWECO LTD. Two banks that are more private were also approached by POWECO LTD, to

be the part of a consortium. The banks had knowledge of the critical financial health of the company. However, they were ready to

enter into a partnership with a huge state run public enterprise subject to some conditions. Since the Nationalized Bank had huge

receivables from POWECO LTD, and they are the main banking partners, the payments received from customers would be routed

through them. They would deduct major part out of the payments received and adjust towards amounts receivable. As consortium

provided moderate funds to POWECO LTD to revive, Mr. Swarup Datt was relieved for the time being though problem was yet to

be resolved.

Overcoming Obstacles

POWECO LTD began combating to revive its financial health after getting funds from banks. Marketing team went all out to get

back ‘old’ customers. POWECO LTD started getting orders slowly and the good payment flow from the customers showed the

sign of recovery. However, as payment received from customers were routed through nationalized bank to POWECO LTD after

deduction of major portion of the amount, the working capital for POWECO LTD began to shrink. Gradually within a year due to

lack of working capital POWECO LTD authority was again not in a position to stock up inventory, make products, meet

commitments and even pay the salaries. The competitors used the opportunity to the maximum, by spreading rumors about

POWECO LTD.

Finally, to struggle with a do or die situation, Mr. Swarup Datt suggested the top management a way so that the company survives

the crisis. According to Mr. Swarup Datt’s suggestions, the payments received from clients, mostly PSUs and Government

departments were routed through the two new private sector banks, and POWECO LTD received the amounts through cheque

discounting. In order to escape from nationalized bank’s doubt on the receipts, POWECO LTD channeled small payments through

them. The top management of POWECO LTD kept the Government also in loop regarding survival tactics they were adopting.

Government, from their side silently supported POWECO LTD, since the company was a prestigious one, and the lock out of such

a company would impact the livelihood of 1600 employees directly and about 2500 families indirectly.

This arrangement, though unethical, sustained for more than one year. The bankers at nationalized bank also did not have due

diligence from their part. As soon as this was eventually found out, it was a huge shock for the top management of the

nationalized bank. They raised objections and escalated the same to the Government, through proper channel.

Soon, the Government, to discuss the financial irregularities, called a meeting. M.Ds of all the banks, M.D and GM of POWECO

LTD, State Principal Secretary and other officials met for a high level meeting at the capital. Mr. Swarup Datt admitted to the

routing of funds through the private banks. He also admitted that this was done, so that the company survived the shock and could

emerge out of the crisis. He also gave an assurance that, if given a chance to work with the current level of financial freedom and

flexibility, the company will certainly come out of crisis in near future and it will be in a position to pay back all the accumulated

debts lying with the Nationalized Bank. After a great deal of deliberations, the Government, represented by the Principal

Secretary, supported POWECO LTD and even gave a guarantee to the nationalized bank. The management of the nationalized

bank was relieved by the guarantee offered by the Government.

POWECO LTD, from their part, asked some of their regular customers to help with some advances to meet their commitments of

product delivery, as the problem faced was primarily lack of working capital. Most customers did help mostly because of the

quality of equipment and immediate requirement of the products.

By 2013, POWECO LTD came out of the crisis, wiped out its accumulated losses, and started reporting profits once again. In the

consequent time, a similar meeting was called for which was attended by all parties, who were present in the earlier meeting.

Here, the principal secretary praised the decision initiated by POWECO LTD management in skirmishing out the crisis, which

would have otherwise engulfed the company and put the livelihood of thousands at stake. The banks also appreciated the earnest

efforts ,even though unethical, of the management of POWECO LTD, since it involved the livelihood of several thousands of

people and putting back to life a company which could produce best quality products .

REFERENCES

1. Christopher, J. Cowton. (2011). Putting Creditors in Their Rightful Place: Corporate Governance and Business Ethics in

the Light of Limited Liability. Journal of Business Ethics, 102 (S1), 21-32.

2. John, R. Boatright. (2008). Ethics and the Conduct of Business. Pearson Education.

3. Minkes, L., Small, M. W., & Chatterjee, S. R. (1999). Leadership and Business Ethics: Does It Matter? Implications for

Management. Journal of Business Ethics, 20(4), 327-335.

http://philpapers.org/rec/COWPCI

http://philpapers.org/rec/COWPCI

http://philpapers.org/rec/MINLAB

http://philpapers.org/rec/MINLAB




4. Paliwal, Manisha N. (2006). Business Ethics. New Delhi: New Age International (P) Limited.

5. Banerjee, Subhabrata Bobby. (2010). Governing the Global Corporation. Business Ethics Quarterly, 20(2), 265-274.

6. Retrieved from http://philpapers.org/rec/LEHACP

7. Retrieved from http://philpapers.org/rec/RICIEA

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IMPACT OF STRESS ON EMPLOYEE BEHAVIOR: AN EMPIRICAL STUDY OF J&K BANK

Dr. Sandeep Singh Chib47 Himja Jamwal48

ABSTRACT

Stress is a form of imbalance which causes discomfort to the individual. Stress may occur in many forms such as

psychological, emotional, physical, social, occupational or job-related. In this research the researchers have strived to unearth

the relationship between stress related issues and the behaviour of the J&K bank employees working in Jammu region. The

research inculcates statistical tools like factor analysis, KMO test, co-relation, regression and descriptive statics. The study

advocates that stress has a strong impact on the behaviour of the employees and this further influences the customer

satisfaction of the customers visiting the bank. The study can help the banking industry to increase the customer satisfaction

level of their customer base, leading to the expansion of the business organisation and increased employability. The future

scope of the research has been spent out as well.

KEYWORDS

Stress, Employee Behaviour, J&K Bank, Customer Satisfaction, Employee Absenteeism etc.

INTRODUCTION

Stress is a form of imbalance which causes discomfort to the individual. Stress may occur in many forms such as psychological,

emotional, physical, social, occupational or job-related. Occupational stress is a condition arising from job-related factors or

combination of factors obstructing the worker and impinging on his or her physical and psychological health; and simultaneously

leading to various organizational consequences such as sickness-related absence, high employee turnover, high stress related

health care costs, loss of productivity, etc. therefore, stressful situations in the work-place create occupational stress which leads to

negative and harmful effects on both employers and employees, which is exactly the situation in the J&K bank. Stress refers to an

individual’s reaction to a disturbing factor in the environment. It is an adaptive response to an external situation that results in

physical, psychological and behavioral deviations for organizational participants.

Stress is the result of a mismatch between the challenges experienced and belief in the ability to cope. The challenge may come

from external source and may be the result of too much or too little pressure. They may also come from within the individuals and

the product of their own value systems, needs and expectations. Although the some institute is often asked to construct lists of the

“most” and “least” stressful occupations, such rankings have little importance for several reasons. It is not the job but the person-

environment fit that matters. Some individuals thrive in the time urgent pressure cooker of life in the fast lane, having to perform

several duties at the same time and a list of things to do that would overwhelm most of us-provided they perceive that they are in

control. They would be severely stressed by dull, dead end assembly line work enjoyed by others who shun responsibility and

simply want to perform a task that is well within their capabilities. There is considerable evidence that most managers report

feeling work related stress, and the recent environment is making things worse. For example, globalization and strategic alliances

have led to a dramatic increase in executive travel stress and relocation.

Stress is usually thought of negative terms. It is thought to be caused by something bad (for example, a bank employee is placed

on promotional training, a loved one seriously ill, or the boss gives a formal reprimand for poor performance). This is a form of

distress. But there is also a positive, pleasant side of stress caused by good things (for example a bank employee makes the

manager list; an attractive, respected acquaintance asks for a date; an employee is offered a job promotion at another location).

This is a form of eustress. This latter term was coined by the pioneers of stress research from the Greek eu, which means “good.”

Applied to the workplace, a large study by researchers at Cornell University of 1,800 managers identified example of “bad” stress

as office politics, red tape, and a stalled career and “good” stress as challenges that come with increased job responsibility, time

pressure, and high-quality assignments. A recent meta-analysis found that hindrance stressors (organizational politics, red tape,

role ambiguity, and in general those demands unnecessarily thwarting personal growth and goal attainment) had a negative effect

on motivation and performance. On the other hand, so-called challenge stressors (high workload, Time pressure, high

responsibility, and in general those demands that are viewed as obstacles to be overcome in order to learn and achieve) were found

to have a positive effect on motivation and performance, but stress affects everyone. We as people need to learn how to identify

some of the coping strategies and techniques useful in helping to alleviate stress.

COPING WITH STRESS

Coping is defined as the constantly changing cognitive and behavioral efforts to manage specific external and or internal demands

that are appraised as taxing or exceeding the resources of the person." In short, it is what you think and what you do when dealing

47Associate Professor, Department of Management, Arni University, Himachal Pradesh, India, [email protected] 48Research Scholar, Department of Management, Arni University, Himachal Pradesh, India, [email protected]






with the demands of stressors. An individual may not be able to eliminate all stress from your life, but there are steps one can take

to reduce stress. Many strategies have been developed to help people manage and cope with stress. There is no single right way of

coping with a given stressful situation. Each of us must figure out what works best for us. Unfortunately, some people cope with

stress by eating, drinking, watching movies but some people do not even deal with it all. In that case stress management can lead

to fatigue, sleep disorder, eating disorder and other unhealthy symptoms. Long term unmanaged stress management lead to major

problems. However, there is help available for those who are experiencing and dealing with everyday stress and excessive levels

of stress. "Five of the most popular forms of coping with stress are Exercise, Relaxation, Time Management, Role Management,

and Support Groups."

DIFFERENT ASPECTS OF STRESS

Stress affects all aspects of human functioning. It is therefore not surprising that some of its aspects appear to be very general,

possibly because they are not yet precisely understood. Nevertheless, the effects of stress can be differentiated on the basis of four

main systems: Physiological, cognitive, emotional and behavioral.

Physiological Aspects: In physiological, stress is a feeling of strain and pressure. Small amounts of stress may be desired,

beneficial, and even healthy. Positive stress helps improve athletic performance. It also plays factor in motivation, adaptation, and

reaction to the environment. Excessive amounts of stress however, may lead to many problems in the body that could be harmful.

Stress can be external and related to the environment, but may also be created by internal perceptions that cause an individual to

have anxiety or other negative emotions surrounding a situation, such as pressure, discomfort, etc., which they then deem

stressful.

Cognitive Aspects: Although the initial physiological response to stress is automatic, it can nevertheless be switched on by

cognitive factors, for example when receiving sudden bad news. Cognitive signs of the emergency stress response involve

increased concentration and decreased attention span, increased distractibility and deterioration in both short-term and long-term

memory. Unpredictable response speed, increased error rate, and reduced powers of planning and organization may all follow if

the stressor persists. Under conditions of chronic stress the person may become hyper vigilant and constantly on the look-out for

signs of stress.

Emotional Aspects: A wide range of emotions may be associated with stress in this early stage frustration, anger, irritability. If

stress cause these emotions may become confounded with others such as tension, depression and helplessness. People may change

in a way that appears not to fit with the previous personalities. Apparently carefree people may become over-controlled and

organized and caring people may indifferent, as if radical solutions are being tired out.

Behavioral Aspects: Behavioral reactions to stress also vary greatly. Some people may tend more towards ‘fight’ and others

towards ‘fight’ response. A third group may find it very hard to act at all. Normal tasks frequently seem impossible, and when this

happens a typical fighter may persist in doing more and more, becoming progressively overloaded and inefficient. The tension and

failure to solve the problem may make them irritable and put a strain on family relationships. Vicious circles such as these

maintain the problem.


Nikolaou, Ioannis; Tsaousis, Ioannis (2002). In their research article titled, “Emotional Intelligence In The Workplace:

Exploring Its Effects On Occupational Stress And Organizational Commitment”, Found their results in the expected direction,

showing a negative correlation between emotional intelligence and stress at work, indicating that high scorers in overall Emotional

Intelligence suffered less stress related to occupational environment. A positive correlation was also found between emotional

intelligence and organizational commitment.

Nicoll, Anne (2002). In her research work titled, “employee stress claims are rising: what you can do about it”, discussed the

importance of considering the impact of the September 11, 2001 terrorist attacks on employees in Canada, effect of increased

layoffs on employees; discussion on incentive to be proactive in the workforce; management processes that have helped manage

time loss.

Morris, Jodi E.; Long, Bonita (2002). In their article titled, “Female Clerical Workers' Occupational Stress: The Role of Person

and Social Resources, Negative Affectivity, and Stress Appraisals”, tested main, moderating, and mediating effects of appraisals

on the relationship between resources and change in depression and partially replicated on an independent sample, which

controlled for negative affectivity (a pervasive tendency toward negative emotionality). Results were consistent with predictions

that primary appraisals (i.e., threats to self-esteem) contribute to change in depression beyond the effects of person and social

resources and negative affectivity. There was modest evidence that control appraisals moderate the effects of optimism and work

support.

Wiesner, Margit; Windle, Michael; Freeman and Amy (2005) in their research article titled “work stress, substance use, and

Depression among young adult Workers they examined the main and moderated relationships between 5 job stressors using data

http://en.wikipedia.org/wiki/Motivation




from a community sample of 583 young adults (mean age = 23.68 years). Analyses revealed a few direct associations among the

job stressors of high job boredom, low skill variety, low autonomy, depression measures and heavy alcohol use.

Van Vegchel, Natasja; de Jonge, Jan; Landsbergis, Paul A (2005). In their article titled “Occupational stress in (inter)action:

the interplay between job demands and job resources” they addressed theoretical issues involving different interaction effects

between job demands and job resources in an analysis on 471employees. Results including cross-validation showed that only a

multiplicative interaction term yielded consistent results for both the DC model and the ERI model. Theoretical as well as

empirical results argue for a multiplicative interaction term to test the DC model and the ERI model.

Vakola, Maria; Nikolaou, Loannis (2005). In their article titled, “Attitudes towards organizational change” they suggested that

occupational stress and organizational change are now widely accepted as two major issues in organizational life. The study

explored the linkage between employees' attitudes towards organizational change and two of the most significant constructs in

organizational behaviour; occupational stress and organizational commitment. The results were in the expected direction showing

negative correlations between occupational stressors and attitudes to change, indicating that highly stressed individuals

demonstrate decreased commitment and increased reluctance to accept organizational change interventions.

Michailidis, Maria; Georgiou, Yiota (2005). In their article titled, “Employee occupational stress in banking”, have stated that

Occupational stress literature emphasized the importance of assessment and management of work related stress. The recognition

of the harmful physical and psychological effects of stress on both individuals and organizations is widely studied in many parts

of the world. A sample of 60 bank employees at different organizational levels and with different educational backgrounds was

used. Data collection utilized the Occupational Stress Indicator (OSI). It implied that educational levels affect the degree of stress

they experience in various ways finally, the drinking habits (alcohol) of the employees were found to play a significant role in

determining the levels of occupational stress.

Marsella, Anthony; Wong, Paul T. P.; Wong, Lilian C. J.; Leong, Frederick T. L.; Tolliver, Dwight (2005). In their article

titled, “Towards an Understanding of Occupational Stress Among Asian Americans”, explained how the stress literature on Asian

Americans can help understand and conduct future research on occupational stress. In an attempt to stimulate more direct research

on this topic, they used the theoretical framework of occupational stress developed by Osipow and Spokane (1987) to guide us in

this review.

Härenstam and Annika (2005). In their book titled, “working life and increasing occupational stress” discussed two types of

objectives in their article. First, it provided an explanation for the increase in occupational stress and sick leaves in Sweden in

terms of the structural and organizational conditions. Second, it discussed measures that address these issues. The results indicated

that management technologies distribute risks between segments of the labour market.

Richardson, K. M., and Rothsetin, H.R. (2008). 17in their article titled “Effects of occupational stress management intervention

programs” they provided an empirical review of stress management interventions, employing meta-analysis procedures. The

results also revealed that relaxation interventions were the most frequent type of intervention. Further, there were a few stress

interventions focused on the organizational level. More specific results also indicated that cognitive-behavioural interventions

produced larger effects than other types of interventions.

Pal, S., and Saksvik, P. (2009).18 In their article titled “Work-family conflict and psychosocial work environment stressors as

predictors of job stress in a cross-cultural study” conducted a study on job stress on 27 Norwegian doctors and 328 nurses and 111

Indian doctors and 136 nurses. The result was that work-family conflict was not predictive of job stress in Norwegian doctors, but

work-family conflict, high job demands, and low flexibility in working hours predict job stress in Norwegian nurses.

For the Indian sample, job stress was predicted by high family-work conflict and low social support in nurses and low job control

in doctors. Hence, it seems to be overlapping and some differences in cultures when considering the role of demands, control,

support, and flexibility in predicting strain.

NEED FOR STUDY

This research work has been undertaken by the researcher in order to be acquainted with the functioning of the J&K bank in the

periphery of the J&K state. The study facilitates to know the role of stress on the employee behaviour. Ultimately this study would

help in understanding the benefits of the stress management towards the improved efficiency of the employee.

OBJECTIVE OF STUDY

To know the effect of stress on employee behaviour,

Assessing the role of stress on the customer performance,

To understand weather increase in stress effect employee absenteeism.




METHODOLOGY OF RESEARCH

In order to achieve the research objectives and to arrive accurately at the right conclusion, this research work comprises of both

primary and secondary data sources.

Primary data:

The primary data of this research work has been collect with the help of a self administered questionnaire. All the questionnaires

were collected through personal contact from the respondents.

Secondary data:

Secondary data comprising of the company profile and other details were collected from the company and also through already

available books, journals, magazines, newspaper and oral communication.

Instrument developed:

In order to achieve the research objectives the researcher has devised a self administered questionnaire which is divided into five

sections namely stress index as section one, positive employee behaviour as section two, customer satisfaction as section three,

absenteeism rate as section four and demographics as section five. All theses sections comprise a total of 54 statements. However,

after subjecting 1st, 2nd and 3rd sections to the factor analysis the final questionnaire was composed of 34 questions only. The

researchers distributed 105 questionnaires among businessman, professionals and individual investor, out of which only 190

questionnaires were found fit to be subjected to the statistical tests. The researcher has applied descriptive statistics with the help

of Statistical Package for Social Sciences (SPSS) Version 17.

DATA ANALYSIS AND INTERPRETATION

Adequacy and Scale Purification

Checking sampling adequacy and sphericity is essential. In order to analyse if the data collected is fit KMO (Kaiser Meyer Oklin)

test was executed on the available data.

Table-1: KMO and Bartlett’s Test


Here, as the value of KMO is 0.837 the researcher has concluded that there is no multicollinearity in the data. Moreover, when the

data will be subjected to factor analysis there will be no or little multiple loading in the rotated factor loading table hence, the data

is fit for factor analysis. Later after the clearance of the KMO test the data was subjected to the factor analysis and the total

numbers of questionnaires were reduced form 54 statements to just 34 statements.

Correlation Between Stress and Positive Employee Behaviour

Table-2: Correlations


Adequacy 0.837

Barlett's Test of Spherity

Approx. Chi-square 191.123

df 227

Significance 0.0001

S12 EB8

S12 Pearson Correlation -1 .907**

Sig. (1-tailed) .000

N 190 190

EB8 Pearson Correlation .907** -1


N 190 190

** Correlation is significant at the 0.05 level (1-tailed).

*S12= Overall stress, EB8= Over all positive Employee behaviour.




The table shoes that there is negative and high correlation between the overall stress and over all positive Employee behaviour.

This means both are inversely related to each other. Moreover, the researcher has used one tailed significance because the

hypotheses are directional. Because the values of correlation is .907 and significance is less than 0.05 the researcher concludes

that the overall customer satisfaction and over all service quality are inversely related to each other and change in one variable

will bring considerable change in the other variable.

Regression Equation Between Stress and Positive Employee Behaviour

The regression model used in the analysis is:

OS = α + β1 OEB

OS = 1.351 + .928 OEB, where OS stands for overall Stress, α is intercept or constant, β represents the slope of the line and OEB

represents overall service quality. Here, overall stress has been taken as independent variables and overall employee behaviour has

been taken as dependent variable.

Coefficient of Regression

Table-3: Coefficientsa


Regression Between Overall Stress and Over All Employee Behaviour

Table-4


Above table shows the result of regression analysis between overall stress and over all positive employee behaviour. Here, overall

stress has been taken as independent variables and overall employee behaviour has been taken as dependent variable. Form the

table it is evident that the value of coefficient of correlation is 0.947 and the value of coefficient of multiple determination is

0.821, which means that change in independent variable will explain 82.10% change in the dependent variable. Hence, the

researcher can conclude that change in the independent variable will bring considerable change in the dependent variable.

Correlation Between Stress and Customer Satisfcation



The above table shoes that there is high negative correlation between the overall stress and over all positive customer satisfaction.

This means both are inversely related to each other. Because the values of correlation is .896 and significance is less than 0.05 the

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

1 (Constant) 1.351 .213 7.398 .000

S .908 .159 .928 3.472 .000

a. Dependent Variable: OEB

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

1 .947 .821 .820 .149

S12 CS8

S12 Pearson Correlation -1 .896**


N 190 190

CS8 Pearson Correlation .896** -1


N 190 190


*S12= Overall stress, CS8= Overall customer satisfaction.




researcher concludes that the overall stress and overall customer satisfaction are inversely related to each other and change in one

variable will bring considerable change in the other variable.

Regression Between Overall Stress and Overall Customer Satisfaction

Table-6


Above table shows the result of regression analysis between overall stress and over all employee behaviour. Here, overall stress

has been taken as independent variables and overall customer satisfaction has been taken as dependent variable. Form the table it

is evident that the value of coefficient of correlation is 0.896 and the value of coefficient of multiple determination is 0.887, which

means that change in independent variable will explain 88.70% change in the dependent variable. Hence, the researcher can

conclude that change in the independent variable will bring considerable change in the dependent variable.

Correlation Between Increased Stress and Employee Absenteeism



The above table shoes that there is high positive correlation between the overall stress and over all employee absenteeism. This

means both are directly related to each other. Because the values of correlation is .861 and significance is less than 0.05 the

researcher concludes that the overall increase in stress and overall employee absenteeism are directly related to each other and

change in one variable will bring considerable change in the other variable.

Regression Between Overall Stress and Overall Employee Absenteeism



Above table shows the result of regression analysis between overall stress and over all employee absenteeism. Here, overall stress

has been taken as independent variables and overall employee absenteeism has been taken as dependent variable. Form the table it

is evident that the value of coefficient of correlation is 0.857 and the value of coefficient of multiple detcCermination is 0.863,

which means that change in independent variable will explain 86.30% change in the dependent variable. Hence, the researcher can

conclude that change in the independent variable will bring considerable change in the dependent variable.

RESULTS AND DISCUSSION

Overall stress in inversely proportional to positive employee behaviour so higher is the stress level lower is the positive employee

behaviour of the employee towards the organisation. The customer satisfaction is inversely related with the stress level of the

employee. Because, the employees are understress and not very happy they do not extend and extra mile to the customer

ultimately leading to lower customer satisfaction. Moreover, as the overall stress increases the employee absenteeism also

increases.


1 .896 .887 .880 .139

S12 A6

S12 Pearson Correlation 1 .861**


N 190 190

A6 Pearson Correlation .861** 1


N 190 190


*S12= Overall stress, A6= Overall employee absenteeism.


1 .857 .863 .860 .145




SUGGESTIONS

1. The study highlights that behaviour of staff towards customers has got the least satisfaction score. Therefore, the

business organisations should focus their efforts to improve the behaviour of staff towards customers by providing

individualised training programmes and connected appraisal policy for the employee.

2. The customer satisfaction is affected by the location and the ergonomics of the bank outlet. Therefore they need to open

their outlets at right places and maintain good ergonomics.

3. Appropriate steps need to be taken to combat increasing stress level of the employees.

4. Proper matching of family life and professional life need to be done and HR department need to assist the employees in

this regards.

5. Inculcation of technology need to be done pertinently to resist stress building and shaming.

SCOPE FOR FURTHER RESEARCH

The study is equally useful for students, academicians and the people related to the banking industry. Moreover, the scope of the

study is open for the future research. The researchers have made the following proposals for the same.

1. A separate study can be conducted to know the effect of interest rate policy on brand loyalty in the banking industry.

2. An analysis can also be performed to evaluate the effect of demographics on the perceived service quality in the context

to banking industry.

3. A comparative study can be done among the different banks, to find out their respective competency differences and

similarities.

REFERENCES

1. Harenstam, Annika. (2005). Different Development Trends In Working Life And Increasing Occupational Stress Require

New Work Environment Strategies. Work, 24(3), 261-277.

2. Marsella, Anthony, Wong, Paul T. P., Wong, Lilian C. J., Leong, Frederick T. L., & Tolliver, Dwight. (2005). Towards an

Understanding of Occupational Stress Among Asian Americans. Handbook of Multicultural Perspectives on Stress &

Coping, 535-553.

3. Michailidis, Maria, & Georgiou, Yiota. (2005). Employee Occupational Stress In Banking. Work, 24(2), 123-137.

4. Morris, Jodi E., & Long, Bonita C. (2002, October). Female Clerical Workers' Occupational Stress: The Role of Person and

Social Resources, Negative Affectivity, and Stress Appraisals. Journal of Counseling Psychology, 49(4), 395-410.

5. Nicoll, Anne. (2002, February/March). Employee Stress Claims Are Rising: What You Can Do About It. HR Professional,

19(1), 23-24.

6. Nikolaou, Ioannis, & Tsaousis, Ioannis. (2002). Emotional Intelligence In The Workplace: Exploring Its Effects On

Occupational Stress And Organizational Commitment. International Journal of Organizational Analysis, 10(4), 327-342.

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Stress In A Cross-Cultural Study. International Journal of Stress Management, 15(1), 22-42.

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